Executive sponsor, separation manager and deal team
Meeting Agenda, Whiteboard, Strategy Documents
Spend one day or more to prepare materials for a two hour play.
Consider key stakeholder groups likely to be impacted by the divestment (whether they are part of the unit being separated or not), segregated by location, business unit, level and/or function. Customers, suppliers and other business partners, as well as the public and other local community groups should also be considered. If unions or works councils are present in your organization, these should also be included in your list of groups.
Changes resulting from the divestment need should then be defined to allow deeper analysis on they are likely to be perceived and how to address them. One way to define each change is to break it down into smaller and more specific elements, eg:
Once the change itself has been defined, its impact can then be analyzed to support the development of management and communications actions to support and address issues. It is especially crucial to empathize with the group that is impacted by a change in this circumstance and understand change from their perspectives, so the more you can involve representatives from that group (within the constraints of confidentiality of course) the better.
Once the impact analysis is conducted, consider the interrelationship of interest and impact for each change and group to develop key insights, conclusions and recommendations to take forward into your communications planning. Which groups may need special care and attention, and when? Are there any employee or customer groups that are in a position – or that might be more likely – to resist or sabotage a critical change on which divestment success depends? Which groups will likely have little interest in the changes, and for which your communications efforts can be minimal? Develop 8-10 simple, practical bullets will make it easier to ensure the value of the exercise is delivered and used.