by Conrado Morlan
When I started working for a leading global logistics company, I had to wait about three months to get my first regional program assigned. The program, which is still in the works, includes the deployment of a new centralized billing system — including changes to processes and reporting — across 50 countries and territories.
I did not dread the wait. Instead, I made the most of my time and began networking. I started to meet — in person or via teleconference — with people across the regions in which the system would be deployed.
This helped me build a strong foundation with cross-functional stakeholders across the region. I also got information in advance that helped me to draft my stakeholder engagement plan.
When the billing system inevitably changed, I had to perform support for each individual country’s CEO, CFO, CIO and human resources team to help them understand the new features, the improved processes, the consolidated reports and ultimately the benefits.
The program plans and benefits were discussed and approved during an annual strategy meeting with all of the individual country CEOs, CFOs, CIOs and human resources teams in attendance. However, I still faced difficulties with the deployment in those first few countries.
In the pre-implementation meetings, I had to reiterate the benefits of the program and why it was needed. I had to answer questions and provide solid arguments to justify the tradeoffs between the new and old billing system.
But I used these difficulties to refine my stakeholder engagement plan as I moved to the next country. Understanding the source of change and the stakeholders’ motivations helped me become a better change agent and provide better support during the program implementation.
For the early adopters, it took about three to four months to mature their operation and fully adopt the new system. It was a rough start. But after two months of having the new billing system running, country executives have started to accept the new way of operating.
To build credibility and engage executives from the remaining countries, I asked early adopting executives to share their story and the benefits of the new system.
With this program, I learned how important it is to be an influencer and to build strong arguments that will convince stakeholders to accept projects and programs that change their business-as-usual practices.
What difficulties have you faced when implementing significant change? How did you get buy-in?