Facing a major organizational change, how do you keep stakeholders informed and engaged?

Early alignment on critical milestones and deliverables Precise mapping of stakeholders, including but not limited to influencers and gatekeepers Promote two-way communication, ensuring that feedback is received consistently. Periodically articulate actions taken and next steps in the process concisely and transparently.

one thing very important while communicating is to give the entire teams hopeful and not to druve panic in the organization so it's very important that you align with the board and senior management on the actual organizational challenges and the plans for Mitigation Get all the functional leads to do same across their departments and or cause for a town hall meet to drive the point home across the entire organization

Communication is about building trust and creating clarity. Mean what you say - employees need to be able to rely on your information. The information does not have to be complete, as ambiguity will exist also for organizational leaders. But the information you share should add to orientation, e.g. explaining the timeline and why when which questions can be answered. When you communicate, start with the WHY to contextualize change.

Recognize that change is hard for people, initially. Provide space and some time to react and respond to the changes. Town halls have been useful and have become standard team/department venues for staff to voice responses and raise questions. This provides management with themes and even gaps in change activities or communications that can then be addressed to improve the likelihood the change will achieve the results intended. A change announcement is the first action in starting a movement, unless the second steps are taken before the full execution, organizations will spend all their time dealing with the minority of resentors. Don't forget to support the ones willing to change.

Effective communication during change isn't just about frequency - it's also about tailoring the message to different stakeholder groups. Consider creating a stakeholder map to identify key groups and their specific concerns. Then, customize your updates to address these concerns directly. For example, employees might worry about job security, while clients may be concerned about service continuity. By addressing these targeted needs, you demonstrate that you're not just informing, but truly listening and responding to stakeholder concerns. This approach fosters trust and encourages active engagement in the change process.

Provide consistent and regular updates throughout the process. Use multiple channels to reach all stakeholders effectively. We at Shield Technology will be providing weekly updates through emails, internal newsletters, and meetings to ensure that all stakeholders are kept in the loop and have the latest information. Our comprehensive communication strategy leverages our advanced digital platforms to deliver timely and accurate updates.

The communication between me, my bosses and the owners must be open and constantly connected To review major changes clearly and regularly, and take everyone's comments into account. Prepare a visual presentation that identifies the form of changes, benefits, risks, weaknesses, strengths, and the company’s financial and human capabilities with full transparency to make expectations closer to the truth and add any information in particular on a daily basis in order to reach a decision and determine (are these changes consistent with the company’s strategies and objectives or not) as quickly as possible. In addition, you should leave all possibilities open for any change that occurs and not make decisions in cases of joy or anger.

💯Highlight key milestones and achievements to show tangible progress. This helps maintain morale and demonstrates that the organization is moving in the right direction.

Be honest in these meetings. Preferred f2f on zoom. Don’t try to cover the real true by false facts. Think as a leader when you speak, not as a follower.

I'm a great believer of Management by walk ... i love to connect with the team which is beyond the direct reports . This allows a personal connect with colleagues and most times to helps understand ground reality much faster that aids good decision making . It additionally helps to understand people that we are working along with , their strengths , challenges and life experiences , short stories , tea side talk ... all of these help in keeping the individual grounded and connected with the real world .

In face to face, it's only real if you truly believe in the message and role model the expected things. Take the time to reflect on our own commitment, and making it real, prior to helping others commit.

Fully agree with the approach with constant monitoring of progress to ensure that the desired outcome is achieved Bit also for quick buy in its also impressive to drive the communication through the influences in ybe organizations that can be durbed CHAMPIONS of Change and create a cross functional team around this to set the objectives and the execution across the organization

I agree with this statement. Nothing can beat the personal touch. Human nature is still very much focused around relationships. Will be interesting to see some of the implications of media such as phones and AI as studies start to come out. Perhaps we will have a 180 and get back to a more simple life?

Feedback loops are characteristic elements of viable systems, such as organizations. They are dependent upon feedback to secure future existence. A corporate strategy, no matter how well designed, is not worth a dime without established feedback mechanisms. When facing major change, ensure to set up smart feedback loops, ask yourself: 1) What do we want to learn from the feedback? 2) What are the critical touch points where feedback gives us most value? 3) How do we ensure that feedback collected is actionable and measurable? Whatever channels / methods you use, make it real-time and data-driven for the sake of evidence-based decisioning. After all, you want an agile organization that acts swiftly in very dynamic market environments.

Be candid in that feedback is wanted, and all will be considered, but not all may be adopted. Ensure you report back on feedback so team members feel heard and know their efforts are valued.

Establishing a strong feedback loop is essential for gathering input and addressing concerns effectively. Promote an environment where stakeholders feel comfortable expressing their thoughts and suggestions, and show that their feedback is highly regarded and implemented. This open line of communication fosters a cooperative atmosphere.

Set up a feedback loop to catch any blockers or concerns early on. We want to know what’s on everyone’s mind, so let's put everything on the table. This way, we can tackle issues head-on and show that we're committed to making this work for everyone. It’s all about being transparent and open to feedback.

In my experience as an ERP Consultant, training is essential. What I have found to be key, is once all the stakeholders are identified, find that one individual among them that can join the project early and empower them to become an owner of the change. These individuals will make the transition smoother not only as a stakeholder, but as an owner, they will become an advocate for the change. Their involvement during training is what will help ease adoption.

Change is a learning process, and the result of it must be impact. However, impact only occurs when there is behavioral change. This requires training. Also, it's necessary to support staff in adopting a new perspective. For instance, collectively exploring questions like: 'What shifts in our external environment are driving these internal changes that help the organization thrive?' This can be nurtured through e.g. early experimentation (piloting), peer-to-peer exchanges, mentoring, coaching, up-skilling programs, and sharing information, such as in town hall meetings. But, the key is leaders acting as role models—demonstrating a positive attitude, showing confidence, and embodying the change themselves with authenticity and credibility.

To ensure successful adaptation to new systems and processes, implement a comprehensive "Train the Trainer" program. Select key individuals from each department/region to become expert trainers. This approach allows for more personalized, department-specific training that's culturally sensitive. Build an internal website dedicated to the change initiative, serving as a centralized hub for all relevant information, training materials & FAQs. Include interactive elements like video tutorials and downloadable guides. For global organizations, implement region-specific support channels and adjust training delivery methods to suit different cultural learning preferences. By combining these aspects, you create a scalable global support system.

Offer extensive training and resources to assist stakeholders in adjusting to the new developments. Providing assistance through workshops, online resources, and dedicated help desks can help facilitate the transition and boost stakeholder trust in the process.

Offer the necessary training and support to help everyone get up to speed. This might be workshops, resources, or one-on-one sessions—whatever it takes. We want to make sure everyone feels confident and equipped to handle the changes. It’s about setting people up for success and easing the transition.

We seem to dwell on the negatives and losses for a long time but we skim over successes. Celebrating successes at all levels helps drive morale and a positive mind set. Does not mean we should not learn from failure as they can provide us some of our biggest growth. Having the mindset that sees these as a valuable part of our development and every day life is still important, but the balance is key.

A milestone is a token. A sign for an accomplishment that is associated with progress. During organizational change, setting milestones to signal progress is key. Celebrating them gives confirmation for the efforts taken, releases positive energies, is a way to attend to the emotional needs and links to the corporate purpose that makes change meaningful. Having helped many organizations to navigate major transformations, I know of the significance of celebrating together interim goals. Make sure leadership is present and sees such occasions as superb opportunities to connect with their people and express genuine appreciation for the trusted collaboration. The organization will always benefit from it - the customers, too.

Take the time to acknowledge and celebrate important milestones and accomplishments as you navigate through the process of change. Recognizing achievements and highlighting the advancements helps to uplift spirits and maintain enthusiasm among all those involved in the transformation.

Always celebrate success stories. Try to bring the first one within short time. And the rest in the first 100 days. If there is nothing to celebrate, rethink and find the cause.

Celebrating important milestones, not only to celebrate the big wins, but even the small ones. They matter along the way! One is the celebration of the people who put in efforts and were responsible, but also highlight people who were indirectly responsible. This will also motivate the non performers or borderline people to perform as well. You will rally all your stakeholders to support the winning party as well and who doesn't like progress.