Stakeholders Constraints

For success of new products, the users are important stakeholders. The users experience on acceptance of product or service can change how the product or service will be accepted in the market. Similarly, with globalization, the cultural & virtual teams are becoming important stakeholders. Managing them as key stakeholders is of great importance for any organization to deliver.

Stakeholders’ Perceptions

Different stakeholders will have different needs from the initiative. The example below is self-explanatory:

Stakeholders Major Value Attitudes Major Interest Constraints

Corporate Management Cost savings through not having to support multiple systems. Positions company for expansion into business. Strong commitment Cost savings must be

• Do you and your area of the business have adequate information about the project?

• If not, what would you like to know?

• If yes, which communications have been most effective?

Managing change:

• In your opinion, what will it take for this project to succeed? Describe the most recent successful project and the reasons why it was successful.

• What do you think will be the biggest obstacle to change? Describe the most recent least successful project and what should have been done differently.

• How do you think your people will respond to the change?

• What are the key messages about this project that need to be given to employees? How should they be delivered?

• What do you see as your role in making the changes associated with the project happen?

• Any other questions or comments

Stakeholders’ Management Plan

Once adequate information is available about the stakeholders, a management plan can be created. It is important to know their level and power of influence they hold in the organization, support required from them and their reaction to change. These three factors will decide their impact. The reaction to change can also be marked as enthusiast, followers and

The job of transformation leader is to move the key stakeholders to positive support starting with the one who hold high impact. The low impact may take less precedence, but are also to be treated with caution.

3. Envisioning Future Organization Design

Once there is clarity on the requirements and solutions, the next step is to envision the future organization design. It is envisioning because it is yet to be implemented. This design invariably is derived and aligned to organization’s strategy. It defines the changes to be brought in over a specified period. The changes are in the organization, people and processes and are generally driven by information technology.

Future state will have the required details of realignments and ‘to be’ environment. Normally, a few business units get added, a few cease to exist and a few get realigned. New skills need to be added and a few existing become redundant.

Understanding the changes and managing them well is very important to ensure that there is least disruption, the value realization kicks in early and overall gains are higher.

The change process isn't simply about introducing new systems or introducing new job roles – it's about people and their transition from an old way of working to a new way of