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Getting to Know the Stakeholders in the Enablement Strategy

<div id="content"><div class="parentsection"><div class="section"><div tabindex="0"><h3>The Key Stakeholders for the enablement strategy</h3></div><p tabindex="0">It is imperative to communicate the enablement strategy to all key stakeholders within the project and the business. Everyone should be clear on what the learning and enablement objectives are, the enablement approach, and key enablement activities to be carried out. Quite often, the project team overlooks the breadth of activities that need to happen prior to the start of training delivery starting, and the enablement activities that must continue beyond Go Live.</p><p tabindex="0">Be prepared that not all stakeholders will be interested in learning and enablement and think that it does not overly concern them. It is so important to make sure that everyone knows what the enablement approach will be and how enablement will affect them.</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="Now, it's your turn" alt="Now, it's your turn" src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/YourTurn.png" tabindex="0"></div></div><div class="parentsection"><div class="section"><p tabindex="0">Take a moment to consider the 4S Project. Who would Grace engage with as her key stakeholders for the enablement strategy?</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="Project Management downwards on this organisational chart. Shows 1) Organizational Change Management, 2) Project Management Office, 3) Master Data Management, 4) Governance, Risk &amp; Compliance" alt="Project Management downwards on this organisational chart. Shows 1) Organizational Change Management, 2) Project Management Office, 3) Master Data Management, 4) Governance, Risk &amp; Compliance" src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/PO 4S.png" tabindex="0"><div class="imageCaption"></div><p tabindex="0">Grace has several stakeholders to consider, both in the business and in the project:</p><ul style="list-style-type:disc"><li tabindex="0">CEOs, CFO, CTO, CDO</li><li tabindex="0">Steering Committee members&nbsp;</li><li tabindex="0">Business 4S project manager</li><li tabindex="0">IT 4S project manager</li><li tabindex="0">Change management lead</li><li tabindex="0">Functional workstream leads</li><li tabindex="0">Testing lead&nbsp;</li><li tabindex="0">Business process owners</li><li tabindex="0">Business SMEs</li><li tabindex="0">Business Learning &amp; Development lead</li></ul><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_y09mwm8t"></div></div><p tabindex="0">As we saw in the video, these are the key steps to follow:</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="Key steps from left to right, 1, create a stakeholder list, 2, present high level slide deck, 3, review enablement strategy" alt="Key steps from left to right, 1, create a stakeholder list, 2, present high level slide deck, 3, review enablement strategy" src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/The key steps to follow.png" tabindex="0"><div class="imageCaption"></div><p tabindex="0">Grace has started to create her stakeholder list here:</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="Excel spreadsheet stakeholder list with headings from left to right: Name, Role, Business Area, Company, Enablement Strategy Comment and Format e.g. Detailed Strategy, Date Strategy Issued and comments." alt="Excel spreadsheet stakeholder list with headings from left to right: Name, Role, Business Area, Company, Enablement Strategy Comment and Format e.g. Detailed Strategy, Date Strategy Issued and comments." src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/SH List.png" tabindex="0"><div class="imageCaption"></div><p tabindex="0">If some of the 4S project roles are confusing, here is a guide to other possible roles in your project/organization.</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="List of possible project roles for example in Production roles could be Head of Manufacturing and Logistics Manager. In Human Resources could be HR Manager" alt="List of possible project roles for example in Production roles could be Head of Manufacturing and Logistics Manager. In Human Resources could be HR Manager" src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/Possible Titles.png" tabindex="0"><div class="imageCaption"></div></div></div></div>

Who are the Key Stakeholders for the Enablement Strategy?

Learning and Enablement Planning in SAP Projects

<div>Learn how to effectively present an enablement strategy to key stakeholders, ensuring buy-in and support for learning initiatives. Discover key tips for engaging senior management and project teams.<br><br># This description was auto-generated #</div>

Learning and Enablement Planning in SAP Projects: Present Enablement Strategy

Once the enablement strategy is created, the enablement lead must take the time to present the findings to key stakeholders. Grace has her enablement strategy document and slides ready to present now. Let's take the forest project as an example. Here you can see there are CEO, CFO, CTO, CDOs in the Briscoe Bikes Holding Organization. Grace, as enablement lead, may feel daunted to approach the most senior levels of management to talk about the enablement strategy. This doesn't have to be in-depth, but it is imperative that senior managers in the business have a high-level view of how their people will learn how to use the new solution, what supporting enablement content will be available to them in their working days, and the importance of ensuring learning and enablement is given the project focus it most definitely deserves. To help you understand the different terminology we are using, you may have slightly different titles in your organization. The first step in presenting the enablement strategy to stakeholders is to create a list of all the stakeholders you need to involve in reviewing the enablement strategy, and to what level, to ensure you pitch the enablement strategy correctly. Your stakeholder list may differ from one organization to another. Take the time to understand who the key stakeholders are in your organization and understand the level of detail they would welcome, if possible. If you have a change manager in the project team, they should be able to help with this, so arrange a quick call with them to discuss. They will likely carry out an in-depth stakeholder analysis. Senior management often won't have the time to read a detailed strategy document. Consider creating a high-level slide deck introducing the key learning and enablement elements to senior management. For the project team, especially the project manager and key workstream leads, it's imperative that you present the detailed view of the enablement strategy to them. They need to understand all the learning and enablement activities you have outlined, the objectives, timeline, risks and issues and dependencies on other members of the project team. Often the budget and time considerations for enablement have not clearly been made by the project team. This gives a review opportunity for the project team members to feed back on the enablement approach. If they don't understand or agree on any topics, take the time to work these issues out. That is why the timing of the enablement strategy earlier run in the project is a good idea. Let's look at how this may work in practice at Briscoe Bikes. The CEOs, Jane Briscoe, Bart de Vries and Dirk Hauser, should be interested to learn about the enablement approach at a high level so they understand how their people will become knowledgeable in the new system and processes and where people will get supporting enablement content from. Grace should present the high-level enablement strategy slides to them. It doesn't have to be time intensive, but she should convey the key enablement activities in a concise and compelling way to get the CEO's buy-in. Jane Briscoe is the overall project sponsor. The Forest project is her vision for the future of her company. She will be interested in hearing about the enablement strategy. Then there are the different business areas focusing on finance, product development, operations and customer experience. These workstream leads will need to see the detailed picture of the enablement strategy as they will need to support with providing subject matter experts during peak times in the enablement project, namely learning needs analysis, content development, and delivery. Grace has had a meeting with Paul, the change manager, and has learned that Bart De Vries has more of an outdated approach to how training should be delivered. He favors face-to-face instructor-led training for his people. The high-level approach to enablement should be presented to him to bring him on board with the different ways the urban cyclist employees will be trained and also learn in the flow of work. From Paul, Grace knows that Dirk Hoser will be on board with how the Villa Rebels employees take advantage of learning in the flow of work. He will be really interested to see Grace has considered a blended learning approach and is looking to use a development tool to deliver in-application help. The project team, from the project management downwards on this organizational chart, must understand the learning and enablement approach in more detail. They will set the budget for enablement activities and allocate resources to support the enablement effort. As enablement lead, you will often need to challenge the budget and ask for more, in many circumstances and explain what is required resource-wise to ensure enablement is successful. The enablement strategy gives a clear argument for what is needed to make sure the project is a success.