Change Program Stakeholders

Change Program Stakeholders

Many change programs fail because one or more key stakeholders were not engaged in the process of change.

Change Program Stakeholders

Businessman sitting and looking towards cameraFor your organizational change program to succeed, you will depend upon a range of people. These people can be divided into five stakeholder groups.

A stakeholder is any person with an interest in the process or the outcome of the proposed organizational change. Consider each group separately if you are to avoid one or more groups falling off the edge of the map just when you find that you need them the most.

The table below provides a description of each change program stakeholder group and examples of each.

Stakeholder Group Description Examples
change recipients intended receivers of the products of change or change outcomes
  • end users of new software, such as a new accounting package
  • employees of two merged companies
decision makers people that approve a change effort and decide its scope and direction
  • Steering Committee Members
  • Project Sponsor
  • Chief Executive Officer
resource holders people authorized to release financial and human resources required by a change effort
  • Chief Financial Officer
  • Financial institution such as a bank
  • Line Manager
program implementers people charged with the responsibility for bringing about the change
  • Program Manager
  • Project Manager
  • Project Team Members
external parties people that are not the intended recipients but who are impacted by the change
  • suppliers whose access to a business is restricted after a change in business hours
  • broader community impacted adversely by a new product that contaminates the local environment

Once you have identified your stakeholders, consider the key messages you will need to deliver to each group in order to gain their support. You will need to tailor your message for each group, showing them the “pay-off” or the WIIFM (“what’s in it for me”). Once you have settled on your key messages for each stakeholder group, how will you communicate these? Consider the communication style and preferences of each target group. Some methods and modes of communication will suit some stakeholder groups and put others right off.

Leslie Allan’s comprehensive change management guide will show you how to identify the key messages for each stakeholder group and the most effective methods and modes of communication for each. Use the workbook provided to develop a comprehensive Stakeholder Communication Plan that you will use throughout the life of your change program. Whether you are new to managing workplace change or have some experience, you will find a variety of useful tools, techniques and tips for ensuring that your change program delivers on its promises.
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