bawi2013-intervento-general_electric

Business Analyst, Project Manager and Emotional Buy-in

Fabrizio Bolle, Project Leader – Global Ops. Finance EU

GE Global Growth & Operations

NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13

© International Institute of Business Analysis

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Buy-in vs. Emotional Buy-in

BUY-IN: We all know what it is

How do we do that?

Business Case! Numbers, numbers and numbers.

GOOD! WE GOT THE APPROVAL!

IS THIS ENOUGH?

© International Institute of Business Analysis

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The emotional side of Buy-in (Part I)

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PM and BA Roles

A joint game plan is key to success

The Project Manager and the Business Analyst should partner during the stakeholder analysis which is key to identify who’s the target of the emotional buy-in efforts.

Deliverables

Stakeholder list, roles and responsibilities

Definition of the project tasks in which the emotional buy-in will require a specific effort (e.g. solution validation and approval, communication plan, etc.)

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Who’s our target?

Who’s the target?

Project Team

Biz Departments

Employees

INTERESTPO

WE

R

MonitorKeep

Informed

Keep Satisfied

Manage Closely

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Who’s our target? (Revised)

Who’s the target?

Project Team

Biz Departments

Employees

IMPACTINTEREST

CH

AN

GE

AG

EN

TPO

WE

R

MonitorKeep

Informed

Keep Satisfied

Manage Closely

Can we apply Roger’s model to project and change management?

Innovation Adoption (E. Rogers)

Innovators

1,5%

Early Ad.

13,5%

Early maj.

34%

Late maj.

34%

Laggards

16%

1,5% of our target population

Not our target

Stakeholders Analysis

Innovators

1,5%

Early Ad.

13,5%

Early maj.

34%

Late maj.

34%

Laggards

16%

Early Adopters

not our main target

Stakeholders Analysis

We don’t have to spend to much time on them, however we should use them as “INFLUENCERS” for the early and late majority

Innovators and Early Adopters

Stakeholders Analysis

Early+Late Majority

Our main target

Here is where we play the game: if we succeed in getting them “on board” we’ll have a booster effect on the overall project!

Early and Late Majority

The driver’s seat

How can we make sure we proactively drive the change?

We can leverage different studies and apply them to our activity:

Communication

Brain physiology

Golden Circle – S. Sinek

Human Interactions

7 Habits – S. Covey

5 stages of grief – E. Kübler-Ross

The emotional side of Buy-in (Part II)

It demonstrates how the function of our limbic brain and the neocortex directly relate to the way in which people interact with each other

We all know WHAT we do

Some know HOW we do it

Very few knows WHY we do it

Golden Circle (S. Sinek)

Human Interactions (S. Covey)

Win/Win Win/Lose Lose/Win Lose/Lose Win Win/Win or No Deal

Win/Win It's not your way or my way; it's a better way, a higher way

Six Paradigms of Human Interactions(S. Covey)

The 5 stages of grief (E. Kübler-Ross)

1. Denial — "I feel fine."; "This can't be happening, not to me."

2. Anger — "Why me? It's not fair!"; "Who is to blame?"

3. Bargaining — "I'll do anything for a few more years."

4. Depression — "I'm so sad, why bother with anything?"; "I'm going to die soon so what's the point?"

5. Acceptance — "It's going to be okay."; "I can't fight it, I may as well prepare for it."

© International Institute of Business Analysis

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Understand each other we open the doors

of creative solutions and third alternatives

THE KEY TO EFFECTIVE INTERPERSONAL COMMUNICATION

WIN-WIN!

Empathic Listening

4 level of listening: Ignoring, Selective, Attentive, EMPATHIC

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The booster effect

“(Customers) perceptions of an interaction…are influenced powerfully by considerations such as its sequence of painful and pleasurable experiences” Source: Using Behavioral Science To Improve The Customer Experience McKinsey Quarterly, January 2012

Thank youFabrizio Bolle, Project Leader – Global Ops. Finance EU

fabrizio.bolle@ge.com

GE Global Growth & Operations