Lowering the quality of your SAP S/4HANA Communications
I agree this title reads negatively… of course lowering the quality of SAP S/4HANA transformation programmes is not the intention but I wanted to share a common pitfall I have experienced.
There is a real skillset required for SAP S/4HANA transformation programme communications. The right skillset here can make a huge difference to how stakeholders and the business are engaged and involved in the transformation narrative.
On a busy programme, perhaps one with multiple deployments, highly valued Communication Consultants can be pulled in multiple directions, which is all part of managing challenging priorities and deliverables. However, care must be taken to ring-fence focus and responsibility for this role. Over the years, I have witnessed the passing over the fence of various operational programme activities to the Communications Consultant to communicate to the business and operationalise a programme deliverable.
An example of this might be preparing for and running the Global Process Design workshops. Here the Process / Functional Team (or PMO) should own and manage executing these workshops – it is not for the Communications Consultant to be tasked with engaging the business and administering the workshop invitations. The Communications Consultant should be sign-posting the event more broadly or communicating the benefits it will or has delivered.
To avoid misunderstanding of responsibilities, one thing I advocate up front is outlining and agreeing a Communications RACI Matrix. The content of which will vary depending on the programme itself and resourcing approach. Regardless, the end result will be same; which is a clear and aligned understanding on the remit of the Communication Consultant. The RACI would examine factors such as:
Communicating internally to business functions (such as strategic messaging, tactical messaging and programme administration messaging).
Communicating externally to parties (such as vendors, customers, regulators, and Works Council).
Communicating internally within the Programme Team (such as joiners and movers).
Communicating & engaging internally to senior stakeholders and sponsors.
Does your Transformation Programme have a clearly defined Communications RACI Matrix that the team is aware of? If not, your Communications Consultant may be left between a rock and hard place in managing mis-assigned workloads. This is when the quality of communication and engagement will suffer where it counts, with key stakeholders.
Category: Communication & Engagement
Author: Alex Yim