Engaging Stakeholders in Projects

Stop Using SAP S/4HANA as a "Garbage Dump" for Your Missing Vision! An SAP S/4HANA project is not an IT project—it’s a business transformation. But for many companies, this massive investment becomes a costly failure because they treat it as a cure-all for a deeper problem: a lack of vision and preparation. Consider this: How effectively does management support project decisions beyond just the budget? The truth is, implementing S/4HANA without first preparing your organization is a complete waste of money. Here’s why: You can't pave over a weak foundation. A new system can't fix broken value creation. Without a clean-up phase, you're just moving your old problems to a new, expensive platform. A project can't create a vision. The biggest mistake is using S/4HANA to compensate for a missing business strategy. Technology can't tell you what your goals are, which processes matter most, or how to get there. It can only enable a vision that already exists. Reflect: Is there a clear connection between your company mission, project charter, and change story? A disconnect often leads directly to scope creep, conflicting priorities, and an over-customized, underutilized system. A successful implementation starts with a clear, strategic vision. Before you spend a single euro on the technology, you must: Let the management define your project "Why": Clearly articulate your business goals and how S/4HANA will help you achieve them. 1. Clean House leads to (SAP) clean core : Get your data in order and analyze your current business processes to find what's broken. 2. Invest in Your People: Make change management a priority, not an afterthought. Don't let your S/4HANA project become a costly lesson in what not to do. A successful transformation is built on preparation, purpose, and people—not just technology. #Changemangement #ocm #sap

Memoirs of a Gully Boy Episode 36: #Trust – The Foundation of Impactful Leadership Trust is the cornerstone of every successful relationship, whether it’s with your team, clients, or stakeholders. It’s the invisible currency that fosters collaboration, inspires loyalty, and drives meaningful results. Earning Trust in the Early Days In one of my first leadership roles, I was tasked with managing a team of seasoned professionals who were skeptical about my approach. I knew that earning their trust wouldn’t happen overnight. Instead of asserting authority, I spent the initial weeks observing, listening, and understanding their challenges. When I finally proposed changes, they were based on what I had learned from the team. The response was overwhelmingly positive because they felt heard and respected. Trust wasn’t built with grand gestures but through small, consistent actions that demonstrated empathy and accountability. Lesson 1: Trust is earned through listening and delivering on promises, not by demanding it. Building Client Trust in a Crisis A project for a major client once faced an unexpected technical failure just days before launch. The client was understandably frustrated, and tensions ran high. Instead of deflecting blame or downplaying the issue, I took full ownership, provided a transparent timeline for resolution, and kept them updated at every step. This approach turned a potentially damaging situation into an opportunity to strengthen the relationship. The client appreciated the honesty and accountability, and our partnership grew stronger as a result. Lesson 2: Trust thrives on transparency, especially in challenging times. Empowering Teams Through Trust Trust isn’t just about earning it for yourself—it’s about extending it to others. During a high-pressure system migration project, I delegated critical tasks to team members who were relatively new. While some questioned the decision, I trusted their capabilities and provided the necessary support. Their performance exceeded expectations, and the project was a resounding success. That experience reinforced that trust empowers individuals to rise to challenges and reach their potential. Lesson 3: Trust isn’t a risk; it’s an investment in people’s growth and confidence. Sustaining Trust Through Integrity Trust, once broken, is hard to rebuild. Over the years, I’ve learned that the simplest way to sustain trust is to lead with integrity. Whether it’s meeting deadlines, delivering quality, or admitting mistakes, consistency in actions speaks louder than words. In one instance, a client project faced delays due to unforeseen challenges. Rather than overpromising and underdelivering, I laid out a realistic plan and ensured that every milestone was met thereafter. That consistency solidified trust, even in difficult circumstances. Lesson 4: Trust is maintained through unwavering integrity and consistent follow-through. To be continued...

I walked into a room full of frustration. The project was off track, the budget was bleeding, and trust had worn thin. As the new project manager, I had 30 days to rebuild what was broken not just the plan, but the relationships. 𝐇𝐞𝐫𝐞’𝐬 𝐭𝐡𝐞 𝐞𝐱𝐚𝐜𝐭 𝐭𝐫𝐮𝐬𝐭-𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐈 𝐮𝐬𝐞𝐝 𝐭𝐨 𝐬𝐡𝐢𝐟𝐭 𝐭𝐡𝐞 𝐦𝐨𝐦𝐞𝐧𝐭𝐮𝐦 - 𝐨𝐧𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧, 𝐨𝐧𝐞 𝐪𝐮𝐢𝐜𝐤 𝐰𝐢𝐧, 𝐚𝐧𝐝 𝐨𝐧𝐞 𝐡𝐨𝐧𝐞𝐬𝐭 𝐮𝐩𝐝𝐚𝐭𝐞 𝐚𝐭 𝐚 𝐭𝐢𝐦𝐞. ▶ Day 1–5: I started with ears, not answers. - Active Listening & Empathy Sessions I sat down with stakeholders - one by one, department by department. No slides. No status updates. Just questions, empathy, and silence when needed. I didn’t try to fix anything. I just listened - and documented everything they shared. Why it worked: They finally felt heard. That alone opened more doors than any roadmap ever could. ▶ Day 6–10: I called out the elephant in the room. - Honest Assessment & Transparent Communication I reviewed everything - timelines, budgets, blockers, and team dynamics. By day 10, I sent out a clear, no-spin summary of the real issues we were facing. Why it worked: I didn’t sugarcoat it - but I didn’t dwell in blame either. Clarity brought calm. Transparency brought trust. ▶ Day 11–15: I delivered results - fast. - Quick Wins & Early Action We fixed a minor automation glitch that had frustrated a key stakeholder for months. It wasn’t massive, but it mattered. Why it worked: One small win → renewed hope → stakeholders leaning in again. ▶ Day 16–20: I gave them a rhythm. - Clear Communication Channels & Cadence We set up weekly pulse updates, real-time dashboards, and clear points of contact. No more guessing who’s doing what, or when. Why it worked: Consistency replaced confusion. The team knew what to expect and when. ▶ Day 21–25: I invited them to the table. - Collaborative Problem-Solving Instead of pushing fixes, I hosted solution workshops. We mapped risks, brainstormed priorities, and made decisions together. Why it worked: Involvement turned critics into co-owners. People support what they help build. ▶ Day 26–30: I grounded us in reality. -Realistic Expectations & Clear Next Steps No overpromising. I laid out a realistic path forward  timelines, budgets, trade-offs, and all. I closed the month by outlining what we’d tackle next together. Why it worked: Honesty created stability. A shared plan gave them control. In 30 days, we hadn’t fixed everything but we had built something more valuable: trust. And from trust, everything else became possible. Follow Shraddha Sahu for more insights

How a Project Manager earns the trust of their team, and keeps it? Many project managers underestimate how fragile trust is within teams. It takes weeks to build and seconds to lose. Often, team members quietly feel that the Project Manager is on the client’s side, not theirs. They think the PM: - Pushes for unrealistic deadlines, - Won’t defend them if there’s a delay, - Is always on the client and management's side. This creates frustration, tension, and sometimes a silent resistance that kills collaboration and performance. So, how can a Project Manager truly earn their team’s trust? Here are 15 Practical Ways to Build Team Trust: ✅ Listen deeply and often. Dedicate at least 1 hour per day to listen to your team’s technical and human challenges, and that is besides your daily/Weekly regular meetings with them. ✅ Show that you care. Be there when they need help. Not as a boss, but as a supporter. ✅ Understand their world. Learn the basics of their technical work, not to control, but to appreciate the complexity behind every task. ✅ Protect your team from pressure. When management or clients push, absorb the pressure. Don’t pass it down. ✅ Remove roadblocks early. Anticipate what could stop them, and clear the path before they hit the wall. This will make the team realize that you know where they're heading and that they're not alone. ✅ Defend them when it’s fair. When the delay is justified, explain it clearly to management instead of shifting blame. ✅ Admit your own mistakes. Nothing builds trust faster than a leader who says: “I was wrong.” ✅ Be transparent about information and decisions. Don’t surprise the team with last-minute changes, and don't hide information from them. Share why decisions are made, even when they’re unpopular. ✅ Manage expectations clearly. Align clients and sponsors early so the team doesn’t pay the price for unclear scope or unrealistic promises. Trust grows stronger when you do this. ✅ Recognize individual strengths. Show each team member that you see their contribution. People trust leaders who make them feel valued. ✅ Keep your word. If you say you’ll do something - even small things like sending a file - do it. Consistency builds credibility. Credibility builds trust. ✅ Balance empathy and accountability. Be kind, but firm. Teams respect PMs who are fair and consistent. ✅ Encourage honest feedback. Create a culture where your team can say what’s not working without fear of consequences. ✅ Invest in their growth. Support certifications, learning, and exposure to new responsibilities. People trust leaders who help them grow. ✅ Celebrate success together. When something goes right, give public credit to your team, not to yourself only. A Project Manager doesn’t earn trust by being perfect, but by being present, transparent, and human. When your team truly trusts you, they’ll not only deliver the project. They’ll deliver for you. ♻️ Share if you agree.

SAP ECC to S/4HANA Reality (Episode 1) What changed. Why it matters. How to act. SAP AI Masterclass series  In Collab with Devraj Bardhan (SAP AI leader at IBM) It’s a business reset disguised as a technical migration. Let me say something uncomfortable. Most S/4HANA projects underdeliver because they’re treated like IT upgrades. But S/4HANA isn’t ECC with better performance. It’s a different architecture. A different data model. A different operating mindset. Here’s the real difference: 1. ECC was built for stability. S/4HANA is built for speed. 2. ECC separated systems. S/4 embeds intelligence. 3. ECC relied on batch logic. S/4 runs real-time. So why do so many migrations disappoint? Because companies: ↳ Move broken processes faster ↳ Carry 15 years of custom code ↳ Migrate dirty data without archiving ↳ Treat Go Live as the finish line ↳ Ignore clean core principles And the most dangerous phrase in any program? “Let’s just do a Technical Conversion.” That mindset gives you modern software with legacy thinking. S/4HANA can: ↳ Close books in hours, not days ↳ Run MRP in real time ↳ Embed analytics into transactions ↳ Support AI-driven decisions But none of that matters if business behavior doesn’t change. Technology-first delivers systems. Business-first delivers outcomes. The companies winning with S/4HANA aren’t upgrading ERP. They’re redesigning how the business runs. So here’s the real question: Are you migrating a system? OR transforming your operating model? P.S. If you’re moving to S/4HANA in the next 24 months, is your roadmap "IT Led" OR "Business Led"? Save 💾 ➞ React 👍 ➞ Share ♻️ Follow me Alok Kumar for more such latest SAP AI Videos and Content and stay ahead in the Tech Industry.

Climate change and energy transition are critical issues, but communicating them effectively can be a challenge. This is especially true for Civil Society Organizations (CSOs) and Community Based Organizations (CBOs) working in Nigeria's diverse landscape. Experienced communicators, Research papers advocate town halls and door-to-door conversations and yes those have their place, but we at the Energy Transition Office believe there's a whole symphony of engagement waiting to be explored. Nigeria is a nation of over 250 tribes, each with its own cultural nuances. A one-size-fits-all communication strategy simply cannot work. During a recent workshop with CSOs and CBOs on communication strategies for engaging communities, we explored the power of going beyond conventional methods. We looked into the world of "ewi," a rhythmic storytelling tradition from Southwest Nigeria, traditionally used to convey information. Partnering with a talking drum artist, we co-created ewi messages that promote climate action and renewable energy adoption. This is just one example. Effective communication transcends established methods. We must tap into the cultural pulse of the communities we serve. To help navigate this diverse landscape, the Energy Transition Office has developed a comprehensive communications guide. This guide empowers CSOs and CBOs to: a. Identify the Right Instruments: Understand the communication preferences of each target community. b. Craft Compelling Melodies: Tailor messages to resonate with local cultural contexts. c. Choose the Right Stage: Utilize a mix of traditional and modern communication channels. Together, let's create a symphony of understanding that drives climate action and a smooth energy transition across Nigeria.

Creating an environment where good decisions can happen without constant supervision. It’s the kind of leadership that starts with trust. Everything a team does: speed, quality, execution, accountability, depends on it. With trust, people do what’s right for the work. Trust is built through three simple actions: openness, consistency, and accountability. ↳ Openness comes first. Openness means you’re approachable and transparent. People can speak up without calculating the consequences. They can share perspectives. It means explaining decisions, especially the difficult ones. And welcoming bad news early instead of reacting emotionally to it. When leaders aren’t open, teams just stop being honest. ↳ Consistency comes next. Consistency means applying the same standards, values, and decisions over time, and across people. It’s about being fair and predictable. Nothing damages trust faster than changing the rules depending on who’s involved. Teams notice right away when some people get flexibility, and others don’t. When leaders are consistent, people know where they stand. They know what’s expected. And they spend less energy managing personalities and more time doing good work. ↳ Accountability ties it all together. Accountability is about taking responsibility for your own actions, decisions, and mistakes. When leaders take responsibility, people do the same. If leaders take responsibility first, people feel safe doing the same, and it will fix problems faster. These three traits strengthen each other. → Openness improves communication. → Consistency makes things easier. → Accountability sets the standard. And together, they create trust. When teams trust each other, they complete their tasks more efficiently, speak up sooner, disagree without fear, and correct mistakes rather than hiding them. If you want to lead well, build trust through openness, consistency, and accountability. That’s how you build a team that works, even when you’re not there.

How Risk Allocation Impacts Contractors’ Cooperative Behavior and Their Perception of Fairness Research shows that, in construction projects, contractors often lack sufficient information to evaluate the trustworthiness of the owner [1]. Accordingly, they tend to rely on their perceptions, which influence their behavior when entering into the contract [2]. So, fairness perception can be seen as a behavioral risk that can serve as a signal for fostering the contractor’s cooperative behavior. Despite its significance, there remains limited awareness of what fairness perception entails and how it impacts project outcomes. According to the study conducted by Tianjin Univ in 2016 [2], risk allocation can affect contractors’ perception of fairness and their cooperative behavior. The study analyzed data captured from 284 Chinese project professionals including 159 project managers, 65 business managers, and 60 contract managers. Using regression analysis, the study empirically demonstrated that pro-owner contractual terms regarding risk allocation negatively affect the contractor’s cooperative behavior. This highlights that a contractor’s perception of fairness and the foundation for cooperative behavior are established during the RFP and even earlier stages, well before the contract is awarded. During contrct formation, through specific contractual terms and conditions such as limitations of liability, incentives, and penalties, the owner signals the degree of its trustworthiness and willingness to engage in collaborative risk sharing. Evidence shows that if risks are assessed and distributed fairly during these phase, it significantly reduces opportunistic behavior by contractors and helps the owner avoid paying a risk premium. Conversely, if fairness is lacking, the owner should be prepared for surprises down the line. Therefore, as noted in [1], “the owner should consider the consequences of the risk allocation strategies it adopts and shift from a one-sided win orientation to a fair and transparent approach to achieve a realistic win by promoting cooperative behavior.” Achieving this requires conducting quantitative risk analysis during contract formation phase to support both risk assessment and allocation, an essential step that is often overlooked due to limited awareness and maturity. At Hatch, we actively embraces emerging trends in risk management and continuously explores innovative ways of working to enhance efficiency and deliver greater value to our clients. At this year’s AACE International Conference, we introduced a novel model designed to support evidence-based risk allocation in collaborative projects. If you’d like to learn more about this initiative, feel free to reach out. Source: [1] https://lnkd.in/gGQ42i5s [2] https://lnkd.in/gunUGgsR #riskmanagement #riskallocation #trust #fairness #collaboration #cooperativebehavior

You're leading your company's biggest project ever — but only IT knows about it? This is the reality many project managers in S/4HANA transformations face. SAP touches nearly every business process, which means the implementation will have a real impact on every department — yet somehow, the project still gets written off as "oh, that's just an IT thing, right?" Sure, SAP is software, not a physical product. But the idea that technology reshapes everything around it? That's hardly news. So what do you actually do about it? My answer: claim your seat at the table. Here's how: 🔸 Present the objectives & timeline at all-hands meetings and town halls. Make it visible, make it real 🔸 Build a SteerCo that includes business leaders, not just your CIO 🔸 Create ownership among your VPs by pulling them into key decisions 🔸 Use your internal channels : Intranet, newsletters, Slack; to share regular updates 🔸 Talk about it everywhere. The coffee machine, lunch, the walk to the parking lot. Every casual conversation is a chance to communicate the value you're actually creating. The project isn't IT's — it's the whole company's. Start acting like it. #SAP #S4HANA #ChangeManagement #DigitalTransformation #Consulting #ProjectManagement

How to build trust as a project manager → Be transparent, even when it's uncomfortable → Ask questions rather than assuming → Lead with empathy over ego → Do what you say you'll do → Protect your team's time → Be consistent → Admit when you're wrong → Keep confidences from team members → Give credit/praise constantly and publicly → Advocate for your team when leadership isn't watching Trust isn't given because you're the PM. And it's not a "nice to have." It's the foundation for every deadline, deliverable, and decision you'll make in your projects and as a leader. And it's earned over time and through your actions. 🤙