A while back Gustav Hasselskog posted an eight point list of advice relating to how to make e-procurement a success. In the discussion that followed; there was a consensus that the need for “selling the product” (point number seven on the list) cannot be underemphasized.
To sell e-procurement one needs to ensure that end users both understand the why and the how. This is the basic prerequisite for change. The organization needs to fully agree with the reason and objective of the change as well as getting training in the new procedures (be it processes or tools). Change requires effort and as humans we must believe that the rewards are greater than the urge to resist.
Communication (I’ll get back to training in a later post) does not only rely on the message being sent, it is a complex issue depending on context, communication channel, codes and feedback. Messages are often distorted (and misread) due to the sender not being aware of the surrounding factors. Thus communication often fails.
The best way to ensure that every one gets the message is to invest time and effort into a stakeholder analysis that generates a comprehensive communications plan. By identifying the stakeholders, targeted information can be sent to these groups using appropriate channels. This means that everyone will receive the necessary information, yet no one will experience information overload. It’s also important to remember that this is not a one-off effort; communication needs to be constant throughout the entire change process. Treat it as an ongoing process instead of an activity.
For example; a successful roll-out project can include project specific newsletters, a dedicated intranet site, end-user competitions and posters that were distributed and hung in affected offices.
- Newsletters can be distributed on a monthly basis to both management and important stakeholders as well as to trainers in order to get everyone on the same level, ensuring that all background information was available to all that need it and keeping everyone informed of the process. One can also look at opportunities to present the project in newsletters that belong to other organizational units – by using existing channels information hit rate will rise.
- Most companies have employee magazines or other employee news media; use them to promote and explain the initiative and spread the word around.
- By creating a dedicated intranet site which is frequently updated with project specifications, supplier status, training schedules and target descriptions information can be sought out by all, further enhancing the information hit rate.
- End-user competitions can be used to lighten up the roll-out project. It can be as simple as giving away movie tickets to who ever places the 50th order.
- In time for go-live; increase the information intensity by providing physical poster that can be hung in the offices of the affected units.
It’s also important to remember that once go-live is achieved; the need for communication does not diminish. Keep the users informed of the progress and allow them to feedback their experiences. By taking the communication needs of your audience seriously, chances are that your message will get through loud and clear.
