I'm here to help: Winning Hearts for SWP

One of the hottest topics in the SWP profession this year is value realization.  In a  recent podcast with our good friend Nick Kennedy, I framed up an approach to winning stakeholder hearts to overcome common obstacles. How do we explain the benefits of actually doing an SWP?  What is the ROI that justifies the team and systems needed to deliver it? What outcomes got delivered??

The recent US election has had a clear lesson; simple tangibility trumped high minded ideals. Our profession that is built on Upstream Thinking has way overemphasized the latter to our detriment.  It has taken a turbulent journey for me and Alicia Roach to see this and to emphasize tangibility.  SWP is not just another process; it is a way of thinking, a philosophy. However, beyond the folks who would even read this article, philosophy is not going to move them. We need to explain how SWP acts in their personal interest!

Business Stakeholders, I’m here to help

Business leaders are the most important stakeholder in the SWP process.  Their insights into the future are crucial, and the discussion of various business scenarios is the coolest part of SWP. There is much ink and discussion spent on how to get them to care, so what is in it for them?

Ask them what worries business leaders about the future. They are very visibly on the hook for delivering results.  Let these leaders know you are here to help them:

·       Decrease uncertainty in delivery

·       Explain to Finance and others why certain resources are needed

·       Tie those resources to revenue realization instead of cost only

All they need to do is contribute two or three hours to clarify the business model and debate the future.  In other words, help us define the “S” part of SWP so we can help justify their critical resources.

Finance, I’m here to help

Finance is a tricky stakeholder. Often, they may think your function is unnecessary because they already have it covered or, worse, Finance doesn't really care beyond the 12-month budget view of the world.  A growing number of CFO's are beginning to see that SWP brings a depth, quality and nuance to forecasts, but HR has not always been a reliable source in the past. Either way, Finance will be asking what is in it for them?

Ask Finance what worries them how much volatility there has been in past headcount costs and of course, contingent labor. They are constantly having to reforecast and manage controls for folks circumventing resource rules.  Let Finance know you are here to help them:

·       Get greater alignment and predictability on workforce forecasts

·       Reduce politics in resource change requests

·       Push the business to have a clear commercial frame for input costs to revenue

·       Clarity on the business case for HR and workforce programs

All they need to do is to help ensure a robust business model and be ready to help translate SWP into a 12-month budget.  In other words, join in our effort to better forecast the “W” before they push out the business leaders’ budgets.

HR Colleagues, I’m here to help

HR is most often the team we are in and the ultimate beneficiary of a robust SWP. However, the function has many competing priorities and can be uncomfortable with the business acumen inherent in SWP.  Further, HR is often focused on process excellence, moving outcomes rapidly to meet business requests. SWP is about conducting a process of questioning the strategy or at least the underlying assumptions about workforce needed to deliver it, which can be uncomfortable. To take on this role (that often isn’t being requested by their other stakeholders) HR will be asking what is in it for them?

Ask them how constant fire-fighting has been going and if they foresee a path to not find themselves fighting the same fires in a year. Our HR colleagues have to lurch between people being crucial to keep to getting rid of people as the business cycles get more volatile faster.  Let HR know you are here to help them:

·       Getting them clarity on what the business believes the future holds

·       Much better ability to invest in people for the long term

·       Ability to explain clearly the ROI of its various programs and prioritize accordingly (see the Finance need above)

All they need to do is to step out of their comfort zone and engage in a business-first discussion instead of the normal headcount bidding process. Then we can have a grounded conversation on both the gap and the organization's strengths in spanning it. In other words, join in our effort to better prioritize actions in the “P” instead of defaulting to the detached standard HR toolkit.

As S, W, P practitioners, it is necessary for us to be in sales.  To get others playing their part, you have to be clear what’s in it for them.  Please do not make the mistake I made over the past few years in thinking that people would see the virtue of SWP in and of itself! Your belief alone in the Upstream benefits of the space will make the job frustrating. SWP is a symphony, not a solo act!