Communication is the backbone of any operational transformation. The classic communication challenge--the right message to the right audience at the right time--is even more important with change. To build buy-in, a communication program should begin as soon as investigation of a potential change is initiated, and should continue until a steady state of operations is resumed.

This column covers content, context and timing--the elements of communication that are essential for success.

Researchers who have studied long-term happily married couples have found one constant factor in determining the success of the relationship: communication. Whether times are smooth or turbulent, it is this constant thread of communication that holds a relationship together. Operational change is likely to have a significant impact on stakeholders at all levels of an extended organization. Therefore, maintaining effective working relationships through communication is an essential ingredient throughout the process.

Operational transformation is usually triggered by a business mandate expressed in the form of a corporate vision. By coupling a clear business mandate with a fact-based assessment [see the first column in this series in the January/February 2005 Frontline Solutions, pg 14], companies can both characterize the opportunity and confirm that the initiative will deliver value to the business.

Facts Remove Emotion

A fact-based assessment creates a value proposition by using such tools and processes as benchmarking, gap assessment, and the Supply-Chain Operations Reference model (SCOR) of the Supply Chain Council. Creating a fact-based assessment provides the first element of communication--the content. Facts remove the emotional element from the communication. A strong vision and a solid value proposition are essential elements for building credible content for communication.

Once a change is approved for implementation, a communication strategy and plan must be developed. A communication plan has three elements: content, context, and timing. It answers the questions of who, what, when and how.

Content and Context

The content (what) element is made up of the vision, value proposition, concrete plans for change, the action required from the audience, and status updates. The context (who and how) element factors the stages of change, the various stakeholders, the impact of change on each stakeholder, and the various communication vehicles. The timing (when) element reflects the changing communication needs before, during, and after implementation. These elements are interwoven and need to be developed in tandem.

The motivation levels and communication needs of the stakeholders vary at different stages of the transformation process. A performance chain framework describes the stages through which an individual or group rationalize change. The framework illustrates the appropriate timing of communications.

Active Campaigners for Change

The simple goal of communication is to move all the stakeholders in the performance chain from a state of awareness to a state of performance, where they become active campaigners for the change as opposed to passive campaigners (as described in the knowledge stage.) The critical stage is inquisition, where the link can break either because the individual or group does not support the change or becomes indifferent to it.

All stakeholders progress through the stages in the performance chain at different speeds.

In a typical scenario, change is implemented by a core team responsible for developing and implementing a communication plan. The core team has representatives from each of the impacted areas, including manufacturing, engineering, human resources, and procurement, and is assisted by extended team members. The end-users, often the ones most affected by the change, are likely to be the larger population, as well as the one with the least amount of information about the change. Core team members are likely to become active campaigners for the change much faster than extended team members. The core team receives communication every day as an incentive to complete the change, while the extended team members receive communication less frequently. So at any point during the change, end users will be further to the left of the chain than the extended or core team members.

In addition, the level of communication efforts required increases as stakeholder groups progress through the chain.

Communication Effort by Stage

You can design an effective communication plan once you understand the context and timing of communication.

The first step in communicating change is identifying key stakeholders. Supply chain transformation involves external players in addition to internal ones. Focused and partitioned communication has to be developed for major stakeholders, including employees, customers, suppliers, and analysts, and should begin with the strategy for transformation. Communication with suppliers has traditionally been adversarial in nature as suppliers are just "told" what is required. However, given the benefits of long-term supplier relationships, individuals or groups within the supplier's organization must also be identified and handled separately, rather aggregating all suppliers as one stakeholder.