One of the critical success factors for successful change management in organizations is effective sponsorship. It seems like most Sponsors, however, believe that appointing the project team, providing sufficient resources and approving the project plan are all that they need to do. Effective sponsorship is about being visible, not just at the start and the end of the project, but throughout the project.
How do we help Sponsors realise this without making them feel/think that we do not understand that they have other priorities and commitments? How do we let them know that their project team needs them to be around every now and then without having to be asked, and most teams do not ask. They do not want to look incapable or they view the Sponsor’s time as too valuable for their internal deliberations.
I recall in the first BPR project I was involved in, the Executive Sponsor (who was the CEO) asked to be put down as a Core Team member as well of one of the working teams. While he did not attend all the team meetings, he made it for the important ones – the ones that required critical decisions. It made all the difference. The team felt empowered and seemed confident about making recommendations that would radically change the way services were to be delivered to customers. It turned out to be one of the more successful project teams when it came to implementation as well.
What do you think?
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