leveraging communication and relationship building to...
TRANSCRIPT
Leveraging Communication
and Relationship Building to
Optimize Stakeholder and
Change Management
Florida Blue
Allison BrownSenior Director
PwC (Buy-side)
John FafianDirector
sig.org/eval
Florida Blue is a leader in Florida’s health industry. Since 1944,
our members have counted on us to continuously develop
better solutions that promote more affordable health care
across the state.
Florida Blue has approximately 4 million health care members
and serves 15.5 million people in 16 states through its affiliated
companies. Florida Blue is a not-for-profit, policyholder-owned,
tax-paying mutual company. Headquartered in Jacksonville,
Fla., it is an independent licensee of the Blue Cross and Blue
Shield Association, an association of independent Blue Cross
and Blue Shield companies.
For more information, visit www.FloridaBlue.com
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At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 157
countries with more than 208,000 people who are
committed to delivering quality in assurance, advisory
and tax services. Find out more and tell us what matters
to you by visiting us at www.pwc.com.
PwC refers to the PwC network and/or one or more of its
member firms, each of which is a separate legal entity.
Please see www.pwc.com/structure for further details.
Learn more about PwC by following us online:
@PwC_LLP, YouTube, LinkedIn, Facebook and Google +.
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Agenda
Identifying Key Stakeholders
Gathering Stakeholder Objectives
Segmenting Key Stakeholders
Converting Opponents
Developing a Communication Plan
Implementing the Communication Plan
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Identifying Key Stakeholders
Determine Impacted Business Units Directly Impacted
Low
Medium
High
Tangentially Impacted
Key Influencers
Don’t Focus Solely on Managing Upward
Don’t Include All in Decision Making; Some Only Get Advised
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Identifying Key Stakeholders
Determine Key Staff within Impacted Business Units SMEs
Middle Management
Senior Leadership
Identify Champions to Represent the Impacted Business Unit
Don’t Try to Include All
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Gathering Stakeholder
Objectives
Understand Overarching Business
Objectives
Impact of Sourcing Initiative on
Business Objectives
Don’t develop Sourcing Initiatives
that Run Counter to Objectives
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Segmenting Key Stakeholders
Segment By Impact
Direct Impact
Tangential Impact
Advised, but Little Impact
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Segmenting Key Stakeholders
Segment By Role
SME
Middle Management
Senior Leadership
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Segmenting Key Stakeholders
Segment By Level of Support Opponent
Leadership Views Procurement as Necessary Evil
Closed to Procurement Involvement
Proponent Leadership Embraces Sourcing Process/Cooperation
Procurement has a Seat at Table (e.g., Staff Meeting Attendance)
Neutral Utilize Sourcing Process
Procurement Not Viewed as Strategic Advisor
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Converting Opponents
Communication
Inclusion
Involvement in Sourcing Event
Test for Understanding
Building on Successes
Don’t Set Business Strategy; Be a Trusted Advisor
Rely on Operational Partner for Expertise on their Business
Respect Business Decisions; Walk a Mile in Their Shoes
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Developing a Communication
Plan
Open and Honest
Tailor it to Each Segment Level of Impact
Role
Level of Support
Appropriate Cadence by Segment
Appropriate Level of Information By Segment
Cover Planning, Sourcing, Implementing and Steady-State
Don’t Over Communicate Creating Unnecessary Noise
Communicate Clearly and Concisely; Don’t Overcomplicate the Message
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Implementing a
Communication Plan
Communicate Progress Against Plan
Receive Feedback
Adjust Course based on Feedback
Measure Attainment of Business Objectives
Create a Deep Business Relationship
Expanding Number of Proponents
Embrace Feedback and Modify Message to Clarify Communication
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Key Takeaways
Know Your Audience
Understand and Segment Key
Stakeholders
Tailor Communication to each
Segment
Build Strong Relationships Via the
Communication Plan
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Session #38
Leveraging Communication and Relationship Building to
Optimize Stakeholder and Change Management
www.sig.org/eval
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Allison Brown
Senior Director
Florida Blue
John Fafian
Director
PwC
