Change Management for Supply Chain

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G00290035

Change Management for Supply ChainLeaders: Create a Communications Plan toActivate and Sustain ChangePublished: 6 August 2015

Analyst(s): Pam Fitzpatrick, Ken Chadwick, Dana Stiffler

Effective leaders recognize emotional responses to change andcommunicate in ways that help people adjust and participate. CSCOs andcenter of excellence leaders can use this guidance to tailor a changemanagement communications plan that helps people transition to new waysof working.

Key Challenges■ Change communications plans that only use critical project milestones as the impetus of

communication fail to acknowledge the emotional dimensions of change and will do little to helppeople adapt to the new way of working.

■ Poorly executed, badly designed or contradictory communications will result in additional andavoidable resistance on the part of change recipients.

■ Change management communications plans that abruptly end at the go-live- or switch-date willfail to successfully support the organization through a full transition to the desired future state.

■ One-size-fits-all and one-way communication do not allow management to meet yourstakeholders where they are, or assist them through a successful transition.

Recommendations■ Develop a comprehensive communications plan that cultivates understanding and a shared

sense of ownership in the initiative's success, while accounting for the level and impact ofchange for each stakeholder throughout the full transition to the future state.

■ Craft messages from your audience's point of view — which may be different from those peoplewho originated the idea of the change.

■ Ask stakeholders for input and feedback throughout each communications planning step andapply the feedback to your program and your ongoing communication.



Table of Contents

Introduction............................................................................................................................................ 2

Analysis..................................................................................................................................................5

Familiarize Yourself With Your Stakeholders' Emotional State............................................................5

Craft Messages From Your Audience's Point of View......................................................................11

Develop Messages That Will Resonate in Different Contexts..................................................... 12

Adapt the Delivery Method and Frequency to the Stakeholder Context...........................................12

When Planning Frequency, Less Is More...................................................................................13

Open Multiple Feedback Channels for Ideas on How to Evolve Your Plan....................................... 14

Select a Set of Meaningful Success Measures................................................................................14

Adapt Your Plan and Move Forward............................................................................................... 16

Gartner Recommended Reading.......................................................................................................... 16

List of Tables

Table 1. The 10 Change Stages .............................................................................................................7

Table 2. Sample Change Management Communications Plan................................................................ 9

Table 3. Tool for Tailoring Your Communications Approach................................................................... 13

List of Figures

Figure 1. Common Types of Change Within Supply Chain Organizations................................................ 3

Figure 2. Change Management Communications Process......................................................................4

Figure 3. Stakeholder Analysis Outputs Include Stakeholder Segmentation and Identification of Influential

Individuals.............................................................................................................................................. 5

Figure 4. Classify Participants Into One of Three Categories on the Change Adoption Curve.................. 6

IntroductionYour role as the chief supply chain officer (CSCO) or center of excellence (CoE) leader gives youcontrol over the analytical and creative processes of setting a new vision for the supply chainorganization. But the true test of your leadership resides within the managerial process that follows.Your brightest ideas will only become a reality if you can orchestrate the people inside and outsidethe supply chain organization to a new way of working.

It's tricky because no change is as simple as the flick of a switch. It's a turbulent transition from acurrent state to the desired future state (see "Managing Transitions and Employee Experiences Is

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Critical to Supply Chain Change Management"). As shown in Figure 1, the future state may includethe use of new IT tools or the daily execution of a new supply chain planning process. It could meanthat people report into new managers. It could reorient the objective of each person's everydaywork to support a radically different set of performance metrics.

Figure 1. Common Types of Change Within Supply Chain Organizations

Source: Gartner (August 2015)

Change management communications is how you'll engage people in the move to the future state.It's a process for identifying key stakeholders, analyzing how the change will affect them anddeveloping a communications plan that tailors a series of communications and interactions to servethe needs of each group or individual throughout all stages of the transition. A communications planprovides a structure for delivering the right messages to the right stakeholders at the right time, sothey can join you in moving forward.

Because change management communications are a critical part of the change managementprocess, it's imperative that communications are carefully planned and delivered, not issued ad hoc.Without a comprehensive view of the effort, you'll miss opportunities to choose the most effectivemeans of activating the change and sustaining employee commitment throughout the entiretransition.

Adopt the right mindset as you begin your change management communications planning effort.You're not here to issue edicts but to initiate and sustain meaningful two-way conversations withstakeholders — the people who are involved in and affected by your change effort. Listening is evenmore important as talking.

Figure 2 shows the communications process that we outline in our Change Management for SupplyChain Leaders series. This document will help you complete the second and third steps: Develop a

Gartner, Inc. | G00290035 Page 3 of 17



communications plan that cultivates a shared sense of ownership in success, and collect feedbackthat will help you adjust the plan in response to changing stakeholder opinions and positions.

Figure 2. Change Management Communications Process


Before you start a communications plan, you need to complete the first step: Identify and analyzeyour stakeholders. Use "Change Management for Supply Chain Leaders: Start Your ChangeCommunications Plan With a Stakeholder Analysis" to complete a stakeholder analysis beforemoving forward with the communications plan.

Use the Following Gartner Research to Develop Your Communications Plan

The information in this document will help you tailor your communications to a change managementcontext. Use the following two documents to complete the communications plan

■ "Effective Communications for Supply Chain Leaders: How to Develop a CommunicationsPlan." This research outlines a process for completing a communications plan.

■ "Toolkit: Effective Communications for Supply Chain Leaders — Communications Plan." ThisToolkit provides a template for documenting a communications plan.




With these resources at hand, you can complete your change management communications planby following the steps within. Do so with the understanding that you're creating a living documentthat will require revision and adaptation as you advance in the transition. Building in feedback loopswill provide insights on how to evolve your plan.

Analysis

Familiarize Yourself With Your Stakeholders' Emotional State

In your stakeholder analysis, you classified stakeholders into the three segments and pinpointedinfluential individuals within each segment, as shown in Figure 3. Your analysis also took note oftheir needs, interests and motivations. You also identified each group's position on an adoptioncurve (see Figure 4).

Figure 3. Stakeholder Analysis Outputs Include Stakeholder Segmentation and Identification of InfluentialIndividuals





Figure 4. Classify Participants Into One of Three Categories on the Change Adoption Curve


These findings will help you understand the emotional state of each stakeholder group or individual.For communications to be effective, you must anticipate and respond to the emotional state of theaudience at the individual level. Successful leaders allow time and space for the human experiencein this process.

This requirement doesn't insinuate a slow march forward. In fact, a change managementcommunications plan can help you advance at a brisk pace. By looking ahead and identifying thesituations where you may encounter resistance, you can plan communications to work through it.

Tying communications to the emotional state of the audience means understanding andacknowledging the emotional response of change recipients throughout the transition. Many leadersprefer to set aside the "emotions" of change as not relevant to a business, thinking instead that weare supposed to be rational actors at work. The fact is that the emotions will exist in those effectedby change, regardless of whether you acknowledge them. Leaders that acknowledge them andindicate respect for fears and concerns, then address issues head-on, are far more successful thanthose who ignore the emotional journey.

Emotional responses to change follow a predictable pattern of struggles, starting with blame anddenial, and ending with acceptance and ongoing improvement. Table 1 summarizes the 10 changestages that people must overcome as they move from denial to acceptance.




Table 1. The 10 Change Stages

Stage Organizational ContextPersonalStruggle Personal Response

1 Something is wrong in the organization. Blame "Yes, but it's not my fault. They caused it, solet them change."

2 Something has to be done. Denial "The problem is not that bad. We are doing thebest we can, and changing won't make itbetter."

3 Doing something will be hard work.There is no quick fix to address theissue.

Testing "I am lost. I know we have to do something. Idon't know how to change."

4 We have an idea that would work if wegive it a chance. It's new, so we willhave to change.

Skepticism "This is not new. I can wait it out. If I ignore it,then it will go away."

5 Making this change is a priority, eventhough it will create some discomfort.

Disbelief "I don't believe that this change is real, even ifothers do. If it doesn't work out, how will itaffect me?

6 The enterprise is committed and readyto dedicate resources to implementingthe change.

Hope, initialaction

"I am willing to go along, now that I can seethe commitment. I hope that there will befollow-through."

7 The enterprise is implementing thechange, and new responsibilities areclear and supported.

Hard work "This is not a temporary thing. I'll need toinvest in learning new tools, skills andbehaviors — I'm changing."

8 The early actions are yielding results.The organization is putting moreresources behind the effort.

Initial success "It's working, because I am part of the change.I am willing to accept additional levels ofchange."

9 The organization is making its businesscase for change and new ways ofworking are becoming routine.

Acceptance "This will work and I am a part of thatsuccess!"

10 The enterprise is learning from itsresults and making continuousimprovements.

Ongoingimprovement

"I knew it could be done. I am part of thesuccess, and I am ready to change to makethings better."


Each individual will spend different amounts of time overcoming each of the struggles. Earlyadopters will quickly move through the stages and even skip some stages, while the reluctantmajority will likely spend more time in each stage. Resistant laggards will quickly (and oftenloudly) demonstrate the attributes of early-stage struggles. As the leader, it's your job tocommunicate according to the particular struggle or emotional state of the individual or audience ata particular point in time. This approach means that you can't tie communications exclusively to




project phases, because the project schedule is not aligned with the emotional state of changerecipients.

Instead, the communications plan should acknowledge these realities:

■ The communications timeline must be longer than the project timeline, starting before the workof change has begun and ending after the transition to the future state has ended.

■ The plan should include activities to recognize the efforts of everyone involved in achievingproject milestones, including the time of crossover to a new system, structure or process.Recognize and celebrate not only those who led or managed execution of the change, buteveryone who participated.

■ Project schedules are linear. The human response to change is emotional and nonlinear — itcan stand still or move backward. Thus, the communications timeline should be only roughlyconnected to the project timeline. Communications should progress as recipients move towardacceptance of the change, not according to when project phases are complete.

■ The perceived success and impact of specific project phases will impact employees differently.Prepare a recovery communications plan to steer the conversation back on course in the eventof project delays, missed deadlines or business issues. The communication team must stayahead of the narrative in these cases so as to prevent informal communication networks fromdefining the story.

Table 2 is a sample plan that illustrates some of what, when and to whom to communicatethroughout the life of the change project.




Table 2. Sample Change Management Communications Plan

Timing Purpose Commu-nicators

Stakehold-ers

StageofStrug-gle

MessagesDeliveryMethod Feedback

Measures of Suc-cess

Day 1 ofProjectScoping

Inform —present thecase forchangeConsult —ask for feed-back togauge areasof concernand resist-ance

CSCO(changesponsor)

All VPs anddirectors

Blame We've done well in the past,but changing market dy-namics mean there is no al-ternative to change.Project is top priority for fourteams, but participationfrom all is required. Cooper-ation is imperative.

June seniorstaff meeting

Facilitated dis-cussion at meet-ing; email inbox.

Managers sharecandid feedbackfor use in thecommunicationsplan.

ImmediatelyFollowingManage-ment Dis-cussion

Inform —present thecase forchange

CSCO All supplychain asso-ciates

Blame Same as above. Participa-tion from everyone will beessential to meeting ourgoals.

Monthly all-hands meet-ing

Standard web-cast survey.Feedback esca-lated throughmgmt.

Survey responsesexpress a varietyof supports andconcerns.

First 60Days

Inspire, Con-sult

CSCO Changesponsor,functionalleads

Denial There is no alternative. Wemust push forward accord-ing to plan to get results wewant

Live at bi-weekly meet-ing

Live talk in meet-ings, one-on-onetalks with VPs af-ter meeting.

Key functionalleads can articu-late a plan of ac-tion, even if theyhave concerns

First 60Days

Consult CSCO Influencers inmanagementteam

Denial You are important to oursuccess. How can we getyou on board?

One-on-oneconversa-tions

One-on-one con-versations

Shift in thinking toshow more sup-port.

First 60Days, UponReceipt Of

Request CSCO, allchangemanagers

All supplychain asso-ciates

Testing Here's what we are findingin our initial analysis. Weneed your ideas and partici-pation to work our way outof it.

Monthly all-hands meet-ing andweekly teammeetings

Live discussionduring teammeetings; emailinbox for CSCO

Ideas that supportvision; feedbackfrom team manag-ers about resist-ance.




Timing Purpose Commu-nicators

Stakehold-ers

StageofStrug-gle

MessagesDeliveryMethod Feedback

Measures of Suc-cess

Initial Analy-sis

and projectleads.





Craft Messages From Your Audience's Point of View

People need to understand why the change is happening, what it is and, most importantly, how itwill affect their lives. However, crafting the right message is often misunderstood by change leaders.Change sponsors often believe their own motivations are shared among all change recipients. Thisis rarely the case.

■ Change managers: Typical motivations for change managers include the desire for morevisibility, desire for more control and desire for more transparent work processes.

■ Change participants: Typical change participants' motivations include the desire for autonomy,desire for structure, desire to provide a great customer experience and desire to be trusted.

If you don't craft messages that address each stakeholder segment's point of view, then yourcommunications will fail. Change leaders and participants are left feeling misunderstood,overlooked or marginalized, and you may prolong resistance at a scale that can derail the entireproject.

Each segment will also have different needs for information.

■ Change sponsors: The people who advocated and helped you secure resources for this effortwill need regular assurance that the project is going as planned and is on track to achieve thepromised outcomes.

■ Change managers: The people who are responsible for orchestrating teams toward a definedgoal may be most interested in how their personal and team success will be measured in thechange and transition.

■ Change participants: Those who must adapt to a new way of doing things will want to knowhow this change will affect their daily tasks and their future livelihood.

■ Change influencers: The formal or informal leaders who are critical to your success will want toknow how this change will affect their standing, daily tasks and personal success.

Your messages introducing the change must articulate the drivers behind the change in a way thatwill resonate with each particular stakeholder segment. What is most important to them? How willthis change improve their work or ability to contribute to the company's goal? If it does not improvetheir work, then why should it be important to them to change?

For example, the proposed change in a system and supporting process may give changemanagers the resources they need to help their teams achieve their annual performance targets.Change participants may want to know that the change in process will not eliminate their role, butwill instead enable them to spend more time focusing on giving customers more accurateinformation about shipment times and less time tracking down data from multiple sources. With thisapproach, you've taken the goal that matters most to you — such as making a positive contributionto the company's P&L — and contextualized it to the people who can help you achieve the goal.




Develop Messages That Will Resonate in Different Contexts

Apply these general stakeholder considerations as you plan messages for change managers andchange makers when formulating your message:

■ Familiarity with the issues: Is this the first time that people are hearing about these problems,issues and concepts? Give them time to absorb the new ideas, ask questions and assimilateand integrate them into their thought processes. You may need to deliver messages inincremental stages that enable them to process and adjust the big idea first, followed by thedetails.

■ Length of time with the organization: Are these stakeholders new to the organization,requiring more historical context to understand the change and transition? Or, have they beenpart of the organization for a long time? If the latter, then have they been through similarchanges in the organization, and were those changes successes or failures — from theirperspective?

■ Location: Are stakeholders part of the corporate headquarters or located remotely? Remoteworkers will receive and respond to messages differently than people in the office who mayhave more frequent, informal conversation about the change.

■ Culture: Will differences in your stakeholders' cultures or countries affect how a messageshould be delivered or crafted? Cultural differences can affect all aspects of communications.You may choose to communicate in a different setting (for example, over lunch rather than in theoffice on opposite sides of a desk) or in a different language (for example, where English is abarrier to communication).

■ Relationship to the problem and solution: How close is a particular segment of stakeholdersto the identified problem, and to what extent will they be engaged in the development andimplementation of the solution? Does your message make it clear what you want them to donext? Are you expecting them to make a decision, change their position, do something differentor contribute input? If people in this segment are not involved in the development andimplementation of the solution, then how else may they be affected by the change? Can youclearly articulate the impact and expectations for change to them?

Adapt the Delivery Method and Frequency to the Stakeholder Context

The delivery method should vary according to the scale and impact of the change each stakeholderwill experience. Failure to use the right method can lead to needless change resistance amongparticipants. For example, when someone's work and role will change entirely as a result of theinitiative, it is important to use personal and, if possible, face-to-face methods to communicate. Asa rule, the more a change affects an individual's role in the organization and the work he or shedoes, the more personal and frequent the communication needs to be.

In instances of process and related role changes, Table 3 is an assessment tool to determine thetype and degree of change produced for an individual and the type of communications required ineach case. Analyze impact as a given combination of process and role change. Only when theprocess and role remain the same is group communication alone sufficient. In all other cases, somecombination of personal and group communication methods is required. If they are located




remotely, then you may need to find creative ways to get your message through, since you will likelynot be able to rely on frequent, in-person, face-to-face communication.

Table 3. Tool for Tailoring Your Communications Approach

Same Role Modified Role New Role

NewProcess

Process change requirespersonal conversation. Skillimprovement requires emailor group presentation.

New process requires one-to-one, face-to-facecommunication. Modified rolerequires one-to-onecommunication.

Process and role changes requirepersonal, face-to-faceconversations. One-to-manycommunication is notrecommended.

ModifiedProcess

Process improvementrequires one-to-onecommunications. One-to-many communication issufficient for process change.

Improved process and rolerequire one-to-onecommunication. One-to-manycommunication is notrecommended.

New role requires face-to-face, one-to-one communication. One-to-many communication is notrecommended. Improved processrequires one-to-one communication.

SameProcess

There is no significantchange. One-to-manycommunication is sufficient.

Modified role requires one-to-one communication. One-to-many communication issufficient for role change.

Role change requires face-to-face,one-to-one communication. In-person is preferable to video. One-to-many communication is sufficientfor process change.


When Planning Frequency, Less Is More

Certain situations call for more frequent communication, but limit the number of messages that youcommunicate. Creating a few very clear, concrete messages that are repeated in various publicforums and personal conversations is more effective than creating a longer, but less concrete, set ofmessages. Change leaders should have a well-honed set of messages that can be delivered in twominutes, 10 minutes or two hours, depending on the audience's needs, appetite for detail andavailable time.

These messages should be honest and direct: otherwise, communication will be regarded asmanagement spin. If a change will result in job losses, be as honest as possible about this upfront,and explain how the company will help (for example, whether those affected will be offered otherjobs inside the organization) to avoid rumors and fear-mongering becoming the primary sources ofinformation.

Strike a balance between creating clear, repeatable messages and contextualizing these messagesto each stakeholder audience. Too much tailoring results in the politicization of the message and aconsequent loss of trust in the communicator. Too little tailoring makes the message generic andengenders resistance and apathy on the part of your audience. Consistency breeds trust; trustsmoothens transitions.




Open Multiple Feedback Channels for Ideas on How to Evolve Your Plan

It's time to repeat our earlier advice: Effective communication is two-way, not one-way. Use thecommunications planning process to identify opportunities to ask for and listen to feedback. Yourstakeholders will often tell you how to make the project a success or why they are struggling tosupport the change effort — but, they can only do so if you take time to ask.

Effective communications means soliciting the ideas, opinions and feedback of your audience, notjust delivering information. Every single communication should provide a mechanism for receivingfeedback. The feedback is a valuable resource for improving subsequent communications.

This means that change sponsors and managers must be perceived as accessible and open todialogue with change participants. "Accessible" means providing a way to communicate with thechange participants throughout the transition, not just at the beginning and the end. "Open" meansthat you receive ideas, questions — and yes, even complaints — without defensiveness. Only afteryou listen and acknowledge the validity of the stakeholder's concerns do you respond, with thestakeholder's point of view as the guide for your reply.

People leading change often underestimate how much time is required to be an accessible changeleader. Gartner estimates that between 50% and 70% of a change leader's time is spentcommunicating about the change with change participants.

When receiving questions from the audience, change leaders should answer them as candidly aspossible. Direct answers, allay fears and reduce misinformation. If the answer to a question is notimmediately available, then let the questioner know when and how you will get the answer — andfollow through on that promise.

To prompt change participants to provide feedback, ask them:

■ What is positive about this change? What do we need to get right?

■ What are your biggest concerns regarding this change?

■ What can we do to assist you to overcome these concerns?

Effective communications plans always include a mechanism to feed this information back to theproject change manager team. Change managers can use collaboration technologies, instantmessaging, email and blogs to make themselves more accessible to change participants. Inaddition, ensure you have the resources to address the concerns that surface. Asking for people'sviewpoints is better than not asking, but only when that feedback is taken seriously and visiblefollow-up actions are taken. Asking for feedback with no intention of addressing it undermines yourcredibility as a change leader and demoralizes those who offered feedback.

Select a Set of Meaningful Success Measures

As you think about how to measure the communications plan success, focus your indicators onyour performance as a change management communicator, not on the participants' pace ofadopting the change. Change sponsors and managers must also remember to "play the longgame." Success does not mean that all involved change participants are immediately convinced of




the need for change or your solution to a problem. Instead, they are engaged along the way, indifferent ways and at different paces.

Identify performance indicators that align with your objectives for change communications to:

■ Create two-way dialogue with stakeholders

■ Help stakeholders move through the rational and emotional stages of the change until they havesuccessfully transitioned to the new way of doing things.

With this in mind, plan to design success measures that help you understand if you are successfullyengaging people in the right ways. They are likely to be qualitative, rather than quantitative,indicators. Because it's impossible to thoroughly research and predict the responses of eachemployee as you develop your communications plan, the planning process is iterative and ofteninvolves course correction as you move forward with the change effort and the plan.

Consider ways to obtain answers to the following questions, as indicators of successfulcommunications.

■ Have we correctly identified all of our stakeholders, including change influencers? If weoverlooked some on our first effort, then have we subsequently added them and brought theminto the effort?

■ Have we correctly segmented our stakeholders as early adopters, the reluctant majority and thelaggards? Does our segmentation follow a normal distribution?

■ Have we engaged our change influencers throughout the project?

■ When we ask for ideas, are people openly sharing negative and positive feedback through atleast one of our feedback mechanisms?

■ If a particular message failed to connect, then did we see improvements in a response to ourrevised message?

■ Did our recognition of recent milestones and achievements have any effect on stakeholderperceptions of this effort? If not, then what might we do differently the next time?

■ Do we know which communicators are most effective at communicating with particularstakeholder groups?

■ Have the same questions or concerns persisted, even after we thought we adequatelyaddressed them?

■ What shape is our adoption stage distribution in at this point in the transition? (See Figure 4.) Astime goes on, are we seeing more stakeholders gradually transition through the changestruggles from denial, to hard work and acceptance?

■ When we are requesting action, are people executing on that action, with few errors ormistakes?




Adapt Your Plan and Move Forward

Open your mind to receiving the feedback — both good and bad. Both types will offer insight thatyou can use to adapt your plan as you continue to engage people in the transition. Dig into eachtype of feedback so you can truly understand why certain approaches succeeded and others failed.

Continue to assess the position of your stakeholders on the transition curve. How many havemoved toward commitment? Are any groups or individuals stuck in place or backsliding? Find outwhy and develop a communications plan to address it.

As you refine your communications plan, remember to share the rationale behind any plan changeswith your change communications team. Your core team of communicators, including changesponsors and change managers, will need this understanding so they can execute their part withconfidence and project a sense of unity among the change leaders. These qualities will fortify thechange participants' sense of trust in leadership and commitment to the new way of working.

Gartner Recommended ReadingSome documents may not be available as part of your current Gartner subscription.

"Five Strategies for Successful Supply Chain Change"

"Managing Transitions and Employee Experiences Is Critical to Supply Chain Change Management"

"Toolkit: Effective Communications for Supply Chain Leaders — Stakeholder Analysis"

"Toolkit: Effective Communications for Supply Chain Leaders — Communications Plan"

Evidence

This research is based on work from Mary Mesaglio of the Gartner CIO research team and wasoriginally published as "Leadership Development Module 5, Chapter 5: Best Practices inCommunications."

The findings are rooted in widely accepted best practices for business change managementcommunications and are appropriate for adoption by supply chain leaders. We have changedlanguage and examples to make the findings and directives relevant to the issues faced by supplychain executives. We also added and revised sections to align with our body of supply chain-focused research on change management, as referenced throughout this document.




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Change Management for Supply Chain

Documents

personal use of

contradictory communications

communications plan

research note

change recipients

communications planning

emotional dimensions

stakeholders emotional