You’re at the point where you are contemplating one of these business transformation projects in your company:
Launching a new
product or service
Implementing new enterprise
software or systems
Beginning an acquisition,
merger or joint venture
OR another complex initiative that requires a group of people to collaborate.
So are you doing everything you can in planning to prevent failure and
What is your confidence level that all the people instrumental in the success of your project will be on board and
aligned with the inevitable changes to come?
70 percent of change programs fail to acheive their goals,
largely due to employee resistance and lack of management support. This is especially true in fast growing companies where change is indeed constant because new people are joining the team, multiple initiatives are underway at the same time, and the organization is forming and learning on the fly. With precious timelines, the risk is high that even the best conceived strategies and plans will not be executed successfully.
Source: Changing Change Management, Boris Ewenstein, Wesley Smith, and Ashvin Sologar;
McKinsey & Company, July 2015
When planning and executing a project, it isn’t the process, technology or data that create the biggest challenge. It’s the PEOPLE and their conflicting opinions about what needs to change, what success looks like and how to best execute.
The data provides insight... you wouldn’t have otherwise.
Individual opinions, especially what people are not willing to say, are the “raw material” of any successful collaboration. Hard data from over 250 mission-critical collaborations tells us two things:
Every collaboration, involving 3 to 15,100 people, uncovered an average of 167 unique opinions about a strategic topic.
Optimal alignment of the groups on these 167 opinion points is necessary but insufficient to achieve coordinated action.
Conventional methods DO NOT WORK!
Conventional management and consulting methods (i.e. lengthy meetings, SWOT analysis, surveys, etc.) do not adequately plan and prepare a project for successful execution.
During execution, surprise issues surface such as disagreements about objectives, scope and priorities; jockeying for position; and often pauses, stops and restarts. As a result, mission-critical initiatives are delayed, expensive and don’t achieve the intended outcomes.
SVA Consulting’s stakeholder alignment methodology WORKS!
SVA Consulting’s strategy and planning process, supported by management research, confidentially generates a full data set of opinions from a complete group of stakeholder participants.
Through the use of analytics, we diagnose each individual’s alignment with the group’s on these four Critical Success Factors:
Their issues and barriers
Their desire to take action
ALIGNMENT WORKSHOPS & ROADMAP TO SUCCESS
Next we conduct alignment workshops with a core team (1-5 people) to create a set of viable, valuable action plans endorsed by the larger group. We do this by using hard data to leverage the opinion points where the group is aligned. Where the group is not aligned, we work on the opinion points using confidential input from the larger group.
Cost-effectively involves a complete group of participants no matter where they are located globally.
Requires less than 2 hours of each participant’s time to provide their opinions on project success or failure.
Operates with confidentiality and personal safety so we understand what people are really thinking – not just what they are willing to say.
Delivers a pragmatic, implementable strategic plan (involving a data driven case for action, measurable objectives and a roadmap for taking action) that is understood and endorsed by the whole group of people.
Post launch, our clients identify the need for continuity, focus and external expertise. SVA Consulting is often asked to assist with:
The steering committee
Managing the project
Providing implementation resources
Occasionally projects encounter “stakeholder drift” as the business evolves, people join or leave the group, or conditions change. We address “drift” by re-measuring the group’s alignment to determine corrective action.
We don’t leave it to chance, so neither should you!
If you are contemplating a mission-critical initiative or have a project that has stalled, please contact SVA Consulting to discuss your situation. We look forward to sharing the data and management research behind this unique approach.
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