CM benefits management & stakeholder eng module 3 Flashcards
Benefits management and stakeholder engagement
Benefit management objectives
Forcast benefits are complete
- forcasted benefits are realising in practice
- benefits are realised at the earliest stage and sustained for as long as possible
- emergent benefits are captured and leveraged
- the above can be demonstrated
- emergent benefits are not ignored
Benefits critical success factors x6
- active with ongoing stakeholder participation
- evidence based (forecasts and processes driven by evidence
- transparent (open/honest forecasting with a clear line of sight from strategic objectives to benefits
- benefits led: focuses less on activities more on the realisation of benefits
- forward looking: emphasis on learning and continuous improvement (no looking back for blame)
- full business change life cycle (Extending from benefits identification and quantification, planning, realisation, capturing and applying lessons learned
Leadership and engagement
- engaging stakeholders is essential to effective change
- it is the crux of leading through influence
- the more regularly you engage the more effective change can be
- engaging people is the pull competence through which much else is put into context and framed in change management leadership
principles of stakeholder engagement
- Principle
- universal and will work anywhere
- empowering and provides CMs with leverage
- Self validating and demonstrates its value in practice
7 Principles of stakeholder engagement
- you can forget important stakeholders but they wont forget you
- identification is a continuous practice, new stakeholders emerge during a change and old ones can fade away
- Prioritising and segmenting stakeholders is in a moment in time. it is key to regularly reprioritise
- some stakeholders are best engaged by others
- Seek first to understand and then to be understood
- Emotion trumps reason
- Demonstration trumps argument
Stakeholders
is a individual or group with an interest in the change or its outcomes
-they can be identified through workshops, rapid listing, group and mind maps, conversations
Rapid listing stakeholder identification involves
- gathering a core team together
- clarifying the meaning of stakeholder and why it is improtant that the team does not miss anyone
- get individuals to list who they see as stakeholders
- pairing peoiple off and asking them to compare lists
- moving these pairs into groups of four and repeating the previous step
- asking the whole team to make a joint list
Segmenting stakeholders helps to
- Prioritise stakeholders (priorities change over time)
- conduct further analysis as subgroups can be analysed with different methods
- identify particular engagement strategies relative to each segment
CPIG segmentation
- Customer
- Providers
- Influencers
- Provider
- Governance
Stakeholder personas
- persona, social role or character played by an actor
- personas help CMs identify and emphasis with different groups.
Benefits of using personas:
- help to share specific, consistent understanding of various audience groups
- data about groups can be put in a proper context and remembered in coherent stories
- proposed solutions can be guided and prioritised by how well they meet the needs of individual personas
- through providing a human face as to focus empathy on the personas represented
Empathy mapping
-think and feel,
-see
say and do
-gain
-pain
-hear
steps 1) give the group an individual persona, 2 draw a face and create sectors, 3 build a profile with team for personal using questions
Stakeholder radar x 4 domains
- governance segment: quality manager, executive board
- Customer: call centre, trade union
- Providers: shortlisted supplier, existing supplier
- Infuiencers: web development team
programme director in the middle (vital to engage) The radar has VNGC -vital, -necessary, -Good -Courtesy to inform
Mapping in 2 demensions
Influential observers: keep satisfied
Key players: engage closely
-Spectators: monitor
Active players: keep informed
Influencing strategies to manage relationships and mobilise stakeholders
- identifying and targeting the early adopters
- listening as a means of mobilisation
- leading with meaning and emotion
- influencing through demonstration
Rogers innovation adoption model
- identify early adopters early have them act as change champions
- early majority
- late majority
- laggards
Listening and mobilisation
- ask the other person for their interests, needs and fears
- be genuinely interested
- be presetn
- listen to others first, as this gives us the right to be heard
- prevent starting the engagement with a solution
- focus on the true need for change
Lead with meaning and emotion
- influencing beyond authority is one definition of leadership
- leaders utilise meaning as key collateral when looking to influence others
- leaders communicate the reasons change is required
- connecting people with the meaning a change serves is a way of motivating them
- engagement should be tailored and designed to emotionally engage stakeholders
Influencing through demonstration
- essential in order to acquire credibility and understanding
- demonstration of working to clarify the change vision, requirements and commitment
- prototype
- conversations can then become based on something tangible
- quick wins have dramatic value
Other influencing factors
- power of empathy and the other perspective (Read and understand their motivations)
- conversation in mobilisation (active listening motivates)
- inertia and dis-confirmation (old habits and creating new ones
- collaboration
- resistance to change as a key focus (overcoming resistance to change is asymmetrical…some stakeholders resist more the more you try to adapt them
