Process Implementation

Buy In

Identifying the correct stakeholders is an important point in not only making a light footprint but in best identifying and solving the problem. By identifying the correct stakeholders you not only save the time of those who do not contribute to the user requirements, but you also are able to focus your resources on those that matter. This process should being at the beginning of any analysis project, and ideally identify everyone necessary before data collection begins. However the stakeholder registry should not be a closed book, as it's not uncommon to encounter additional stakeholders as the analysis develops.

As you gather information from senior management about the process to be changed, you should also be developing a list of all the stakeholders who have an interest in the process. Stakeholders will include customers, suppliers, managers, employees, and anyone managing a process that interacts with the process you are going to try to change. During the analysis phase of the project, you will want to interview all the stakeholders (or at least representatives) to assure that you understand how they view the process an it's problems.

Harmon, Paul (2007) Business Process Change : A Guide for Business Managers and BPM and Six Sigma Professionals, 2nd Ed, P.208

Framing the message is also an important technique to managing the impact of data collection on an organization. When employing analysis techniques, do so in a targeted way so that the subjects leaving with a understanding they were part of the solution. A common complaint of the change resistant employee is that they were not consulted in the decision making process. By framing the discussion correctly, the analyst can not only provide a feeling of contribution, they can also get the data they are seeking.

Attaining stakeholder buy-in is one of the most important steps in the communication process when managing a project. It ensures that the project team has the passion to do the project, that the executive team will support your efforts, and that external stakeholders will understand and accept the project.

The two biggest challenges that leaders have in getting their people on board with a company1s vision, mission and values are:
  • Leaders must ensure that the company's vision for a compelling and inspiring future is shared by all employees and it's not just their vision; and
  • Many leaders are good at coming up with rational reasons for employees to buy-in to a compelling and inspiring future but most are far less able to gain the emotional buy-in that is far more powerful in energising, inspiring and focussing employees.
Hillson, David, (2012),

Support from within can be a strong force for change as well. A successful analyst will cultivate the support of his or her supporters and engage them in the process. These individuals will champion the cause when the time comes and should be treated as an asset.