ContentsCommunication Objectives and Guiding PrinciplesCommunication ApproachStakeholder/Audience ResponseCommunications ActivitiesCurrent Communications InfrastructureCommunications Audience & Key Stakeholder GroupsCommunication Plan ElementsRoles and ResponsibilitiesCommunication Approval Process

This communication strategy documents the overarching approach and helps to guide the communications plan which defines the specific events, owners, content, etc.

Communication Objectives and Guiding PrinciplesCommunication ObjectivesProvide the right information to the right people at the right timeDevelop and execute a communication plan that communicates the change vision and addresses stakeholder concerns in order to build commitment, facilitate acceptance, and help minimize implementation risks.

Guiding Principles (based on {Insert Client Name} culture and input from interviews) Communications should be targeted, relevant, direct, and timelyKeep communications as concise as possibleLeverage existing vehicles, resources, and media where possibleTailor communications by stakeholder group/audience based on cultural differences (e.g. Engineering vs. Manufacturing)Employ a layered communications strategy to build momentum towards launchDevelop materials centrally and distribute for tailoring (minimize need for tailoring where possible)Utilize multiple media to underscore key messages and gain feedback (e.g. email, face-to-face, etc.)Help ensure consistency of key messages (content, look & feel)Develop an end-state vision and then continually reinforce the benefitsLeverage change agents (CA) as a key two-way communication channel.

The primary objectives of coordinated project communications include awareness, readiness, learning, acceptance, and anxiety reduction. The purpose, frequency, and vehicles/modes of communications change and intensify as the project progresses through the project lifecycle. We will develop a master communications strategy and plan and then make it specific to each site. For example, in Asia certain comm media like posters and cartoons were effective, whereas in the US employees didnt really care for it. Also, access to computers and intranet is limited in Asia.

Lets not forget to communicate forthcoming changes to customers and suppliers.

Approach- A layered approach beginning with an awareness campaign followed by a launch campaign will work best given the project type and timeline Vehicles should include: emails, Intranet site content, articles in existing vehicles, some face to face meetings (e.g. brown bag sessions), FAQs, Change agent networkAnnounce the item master solutionCommunicate compelling business reasons Set expectations and begin preparing people for changes (e.g. different part nomenclature).

Communicate vision for item master solution and how it links to {Insert Client Name}/supply chain visionFocus on 2-way communications (CAs)Allow for resistance and questioningClearly define changes.

Build on current awarenessMotivate people to let go of the old way of doing things (e.g. engineers, buyers)Influence people to try and accept new way of doing things.

Reinforce the changes and desired behaviorPromote the new way of doing things and related benefitsEncourage sustained acceptance and culture changeCelebrate success.

Item Master Solution in DesignSolution LaunchItem Master Solution in DevelopmentSolution Maintenance/ Post Go-Live SupportGo-Live Campaign BeginsBegins at least three months before Go-Live (August)Begins at least four weeks before go-Live (October)Concentrated communication effort for at least one month after Go-LiveAwarenessCampaign BeginsVehicles should include: face to face meetings (roadshows/ demos), emails, webcasts, change agent networkVehicles- TBD

Road shows An Effective form of Communication Allows for open and honest face-to-face communicationEncourages project participation and promotes excitement for the projectForum to gauge change readiness and assess audience acceptance of the To-Be State in order to determine where adjustments are neededMinimizes the surprise factor at project end.

May 200XProject Communication commencedSept. 200XRoad Shows BeginsNov. 200XProject Go-LivePotential BenefitsWhat is the intent of the proposed Road Shows?

Why do we need Road Shows for the Item Master Project?

When should we do them?

Who is our Audience?

Can become costly, which can be controlled by limiting the number of Road ShowsCan be time-consuming to plan and coordinate.

Cons Form of face-to-face communication about project status and key successes Discuss the Change Agent Network and recognize participating champions Forum for presenting the proposed To Be State and discuss impacted processes Demonstrate the Product Lifecycle Management (PLM) technology Gain consensus on To Be State from impacted audiences Present new access restrictions Discuss Next steps in the project plan and participation requirements.

The audience for these Road Shows would be highly impacted groups at select sites

EnthusiasticNon-supportiveAwarenessQuestioningAcceptance SustainingTime / Project lifecycleUnclear on scope, rationale, and nature of changeUnrealistic expectationsRumor mill activity.

Realization of effort and complexityFear of the unknownUncertainty & confusionConcern over personal impact.

Recognition of benefitsValue to organization understoodComfort achievedWillingness to try change.

Change internalizedSupporting behaviors demonstrated.

StakeholderReaction to ChangeStakeholder/Audience Response{Insert Client Name} Stakeholder ObservationsBased on our interviews, most stakeholders are aware of the initiative but the vision for the end-state remains unclearOverall, stakeholders seem neutral to supportive at this point but the reaction is based on limited informationCurrent stakeholder response is typical for this stage in the projectHowever, early communication efforts should focus on building and communicating the vision and what it means for each stakeholder group (personal impact and overall benefits)Our layered communication approach will anticipate stakeholder reaction to change and guide them along the change curve (see left)There is a significant amount of communications noise at {Insert Client Name} given the current tough economic environmentThe communications plan should leverage leadership advocacy to help break through the noise and reinforce the project as a key priority.

Communication Activities 123456

Interviews with core team and other key stakeholders/ change agents to assess {Insert Client Name} culture and existing communications environmentCommunications work better when tailored to existing environment

Strategy documents the overarching approach and guides the plan development and executionLayered strategy that leverages existing vehicles is optimal for {Insert Client Name}

A robust plan helps to ensure success and is used to track progress as wellFor item master project, plan must be targeted by group and focused at grass-roots level (field) given large number of diverse stakeholders impacted

Change team will coordinate development and delivery of communications/ events with oversight and insight from {Insert Client Name} HR and Corp. Comm. as appropriateApproval process for communications will be developed and followed

Change agents will serve as the primary feedback loop for communications effectivenessNo formal surveys or focus groups are planned

Adjustments will be handled by change team as feedback dictatesGiven the existing team structure, making should be straightforward.

Current Communications Infrastructure/VehiclesA key element of the strategy is to tie into existing vehicles with targeted content as much as possible in lieu of creating new, project specific vehicles. This is necessary given the large number of diverse areas impacted by item master.

VehicleAudienceOwnerFrequencyPurpose/ MessageMy {Insert Client Name} (Intranet)All employees with intranet access ConstantInternal {Insert Client Name} information/ updates{Insert Client Name} Extra NewsletterAll employees Corp. Comm.MonthlyUpdate information, performance, targeted stories Regular Staff Meetings Employees by group Executives/Managers WeeklyBi-weeklyUpdate and group specific info- common in most groups Quarterly MeetingAll employees Corp. Comm.QuarterlyGeneral information and performance updates T.V. KiosksEmployees at select sitesCorp. Comm. ConstantGeneral employee information and updates Supply Chain Intranet SiteSupply Chain stakeholdersTBDOngoingSupply Chain specific updatesAnd news (include item master tab) E-mailAll employees (but targeted)VariousConstantVery e-mail centric culture use as primary vehicle Mass Voice MailAll employeesTBDSeldom UsedAnnouncements Web-castsField employees/ Plant SitesTBDAs needed- more common in supply chainRoll-out activities, key updates- use with sites given travel/ expense constraints

Key Stakeholder Groups/AudiencesCore TeamSteering CommitteeManufacturingPlant/ Shop ManagersWarehouse Managers

Supply ChainSourcing GroupBuyersReport WritersSchedulersMaterial Managers

EngineeringCompressionProcess and TreatingProduction

Parts SalesSales & Use Tax

Field OperationsNorth America SitesLatin America SitesEastern Hemisphere

Suppliers/ VendorsBusiness TechnologyThe stakeholder groups identified will be analyzed to determine how best to handle them (see next slide)

Who are stakeholders? The stakeholder analysis will identify groups and individuals whose support is essential for the success. A key stakeholder is an individual or group who possesses most of these characteristics: Controls critical resourcesCan block the initiative by direct or indirect meansMust approve certain aspects of the changeShapes the thinking of other critical constituents Owns a key work process that will be impacted by the projectIs a change influencer or change target.

How do we manage stakeholders?Identify stakeholders - Understand stakeholders - Influence stakeholders through communications and other means

Needed SupportLowHighCurrent SupportPPT

CMPMMBUY

GEC

MFGFINITHRSampleSampleStakeholder Analysis- stakeholder analysis will be documented in separate deliverable

Stakeholder GroupCurrent Support (H,M,L)Needed Support (H,M,L)Level of Impact (H,M,L)Concerns/ Issues of Stakeholder GroupInfluence Strategy/ Tactics OwnerStatus/ Comment

Key information to communicate to affected groups Individuals or groups targeted to receive the planned communication The means or medium by which the communication will be delivered How often the planned communication will be delivered to the target audience The person responsible for developing the communication The person(s) responsible for sign-off prior to communication delivery The target date the audience is to receive the communication Current status of work needed to develop and distribute communication MessageAudience

Vehicle

Frequency

OwnerApprover(s)

Delivery Date

StatusCommunications Plan Elements

Tips for {Insert Client Name} Communication Plan

ElementTips for {Insert Client Name} Communication PlanCreate a compelling need and vision Better define end-state of item masterAnswer the who, what, why, when, hows Connect the dots to other activities (e.g. Oracle, Reporting, PLM, etc.).

Message/ ContentAudienceVehicleFrequencyOwner/ DeliveryRolesDelivery Date/ ScheduleStatusTailor communications to specific audience nuances (level of influence vs. level of support)Always answer the question Whats in it for me? (Manufacturing vs. Engineering).

Utilize multiple vehicles and media- Layer Communication to build supportEnlist active support from executives and managers to cascade communication.

Repeat, repeat, repeatAddress audience concerns with the right message at the right time (depending upon where they are on the change curve).

Constantly coordinate with communications owners to make sure that everyone is on messageVisible leadership support, involvement and delivery.

Detail the various people involved in creating and delivering the communication/event

Gain traction with communication of quick hit victoriesMaintain momentum of communications.

The plan should be a living document used to track progress and coordinate

*- Need for tailoring will be minimized where possibleRoles and Responsibilities

GroupRoleChange TeamDevelop and maintain overarching communication planCreate centralized communication content and materialsReview communications created by others to help ensure consistent messaging, same look and feel, etc.Coordinate execution of communication plan and measure effectiveness.Core Team Members/ Change AgentsProvide input into communication strategy and planTailor communications and materials as necessary for the stakeholder groups/audiences in their groups (in collaboration with Change Team)*Execute communication plan events/ communications specific to their groupProvide content for centralized communications as necessary.Internal Communication/ HR (Corp. Comm.)Provide insight and guidance on communication activities as necessaryCoordinate final review and revision of communications to mass audiencesDistribute communications through existing channels to mass audiences (e.g. my {Insert Client Name}, {Insert Client Name} Extra, etc.).Project ManagementReview and approve communications as necessaryProvide input into communication strategy and plan.

Distribute CommunicationThe Communication Funnel- Approval Process/Timeline Finalize and send communicator (e.g. change agents, corp. comm.)(Change Team)Review and revise content (PMs and Corp. Comm. If necessary)Revise as necessary; Send to Project Manager (PM) (Change Team)Review content for accuracy(Subject Matter Professionals [SMP]s, Core Leads, etc.)Complete initial draft(Change Team)Identify content for inclusion(Change Team)

By Delivery Date -1 working daysBy Delivery Date -5 working daysBy Delivery Date -6working daysBy Delivery Date -8working daysBy Delivery Date -9 working days

Delivery DateThis process is for communications to mass audiences (e.g. potential project newsletter)Content will be developed to avoid the need to tailor by audience as much as possible

Preliminary

Appendix

Change Agent Roles and ResponsibilitiesChampion change --- be an advocate for your business/group and the item master project Communicate regularly --- on key dates, progress, milestones and eventsProactively gain input/feedback from your group and bring back to the teamRaise awareness of readiness issues and work those issues at the local levelAnticipate problems, identify barriers, and work collaboratively to move forwardHelp ensure business and end-user readiness; prepare group for and participate in readiness assessmentsReport readiness status to both project management and the business groupFoster a sense of comfort with process and system changes.

Champion change---be an advocate for your business/service group and project. Develop a customized business/service group readiness plan from project template and coordinate regular plan updates.Communicate regularly --- on key dates, progress, milestones and events.Raise awareness of readiness issues to TRN and work those issues at local level.Anticipate problems, identify barriers, and work collaboratively to move forward.Ensure business and end-user readiness; prepare business/service group for and participate in readiness assessments.Understand business/service group training needs, participate in end user training registration, and track training participation ensuring compliance with training goals.Map individuals to security profiles.Work in tandem with the KSAT to manage the business/service group readiness process.Monitor go live processing and assist during any implementation disruptions.Report readiness status to project management and the business/service group.Foster a sense of comfort with the new systems, processes and job roles.Coordinate activities of business/service group extended team members (as needed.)

Characteristics of an effective change agentOrganizational influence and credibility (Well respected by others)Strong communication skillsAbility to marshal resources as appropriateAbility to assess business impacts at the local levelLocal business knowledgeCommitment to successful implementationPositive dispositionProactive participationCollaborative, team-focused work approach.

The primary objectives of coordinated project communications include awareness, readiness, learning, acceptance, and anxiety reduction. The purpose, frequency, and vehicles/modes of communications change and intensify as the project progresses through the project lifecycle. We will develop a master communications strategy and plan and then make it specific to each site. For example, in Asia certain comm media like posters and cartoons were effective, whereas in the US employees didnt really care for it. Also, access to computers and intranet is limited in Asia.

Lets not forget to communicate forthcoming changes to customers and suppliers.

Champion change---be an advocate for your business/service group and project. Develop a customized business/service group readiness plan from project template and coordinate regular plan updates.Communicate regularly --- on key dates, progress, milestones and events.Raise awareness of readiness issues to TRN and work those issues at local level.Anticipate problems, identify barriers, and work collaboratively to move forward.Ensure business and end-user readiness; prepare business/service group for and participate in readiness assessments.Understand business/service group training needs, participate in end user training registration, and track training participation ensuring compliance with training goals.Map individuals to security profiles.Work in tandem with the KSAT to manage the business/service group readiness process.Monitor go live processing and assist during any implementation disruptions.Report readiness status to project management and the business/service group.Foster a sense of comfort with the new systems, processes and job roles.Coordinate activities of business/service group extended team members (as needed.)