Client / Vendor Engagement Breakdown Scenario: The working relationship between two internal divisions and a number of local government customers had broken down to an… “intractable position of mutual distrust” The internal divisions were conducting themselves as separate entities inside the customer and failing to deliver on contract.

1. STAKEHOLDER
ENGAGEMENT
a case study
dysfunction

2. STAKEHOLDER DYSFUNCTION
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2)
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6)
CLIENT ISSUES
GAP ANALYSIS
APPLIED SOLUTIONS
FOOD FOR THOUGHT
RESULTS
CLIENT TESTIMONIAL

3. 1) CLIENT ISSUES
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Client / Vendor Engagement Breakdown
Scenario: The working relationship between two internal
divisions and a number of local government customers
had broken down to an…
“intractable position of mutual distrust”
The internal divisions were conducting themselves as
separate entities inside the customer and failing to deliver
on contract.

4. 1) CLIENT ISSUES
1)
2)
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The risk to their brand and reputation was
heightened as there were a number of legal
moves being made by their customers for
failure to deliver on contract.

5. 2) GAP ANALYSIS
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Process and Cultural Alignment Required
Our client had undertaken a number of projects for delivery
of services. We discovered major gaps in process and
culture both internally and externally with their customers,
these included:
‣ No leadership governance framework for the internal
divisions to partner on the contracted projects
‣ No project performance structure to deal with the
contract requirements
‣ No stakeholder risk analysis done

6. 2) GAP ANALYSIS
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‣ No systemised engagement process for all
stakeholders
‣ No defined and shared project process to complete
contracts
‣ No formal contract management process or systems
‣ Different divisions had different cultural approaches to
customer complaints and issues
‣ Lack of formalised internal and external communication
process

7. 1)
3) APPLIED SOLUTIONS
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Performance Improvement on Contracts
A stakeholder change management program was
developed and implemented for both divisions.
We applied our stakeholder methodology across three key
components of the client/vendor engagement process.

8. 1)
3) APPLIED SOLUTIONS
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We established a Steering Committee for the purpose of
implementing the program, provide governance and mitigate
risk.
We had a range of internal stakeholders who included
communication & PR, legal counsel, project directors, general
managers and key project team members.

9. 1)
3) APPLIED SOLUTIONS
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3)
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We workshopped a range of internal change projects based
on a completed stakeholder risk analysis.
We worked with the Steering Committee in developing and
implementing 14 projects to improve the cultural realignment
and process improvement.

10. 4) RESULTS
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Re-engagement of Stakeholders
We delivered 14 projects across the
three key components contained within
the change management program.

11. 4) RESULTS
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Re-engagement of Stakeholders
Navig8 also successfully implemented a range of stakeholder
engagement processes which enabled the divisions to work
together harmoniously understanding the importance of the
commitment each department must have .
These engagement processes were mirrored with the client to
enable the re-engagement of all internal parties within the
client and as a result the contracts were put back on track.

12. “At the time of engaging the Navig8 team,
SITA’s relationship with our customer was
dysfunctional and at risk of disintegrating
into a contractual war. The Navig8 team was
briefed to facilitate a relationship review with
three parties; two internal and our customer.
Ben Connell, SUEZ
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5) CLIENT TESTIMONIAL

13. “SITA has been particularly pleased with
the team’s ability to quickly mobilize and
execute the brief. The project timeline has
been met and the level of expert advice
provided by the Navig8 team has been
exceptional…
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5) CLIENT TESTIMONIAL
Ben Connell, SUEZ

14. “At the time of writing, SITA has
reorganized and is progressing well in the
reparation of our previously damaged
relationship and is enjoying a
strengthened ‘partnership’ approach to
the contract management process. “
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5) CLIENT TESTIMONIAL
Ben Connell, SUEZ

15. 1)
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Driving New Behaviours in Projects
The project landscape is littered with failures. The
risk of not managing the change and stakeholder
engagement component significantly damages brand
and erodes reputation. Some interesting statistics to
consider on your next complex stakeholder project
The major cost components of large projects are:
‣ 50% - Reorganisation
‣ 30% - Management
‣ 20% - R&D
6) FOOD FOR THOUGHT

16. 1)
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6) FOOD FOR THOUGHT
Top 3 Reasons for Project Failure
58%
FAIL TO SHIFT
MINDSETS & ATTITUDES
49%
FAIL TO SHIFT
CULTURE
32%
LACK LEADERSHIP
SUPPORT

17. 168
Kent
St
Millers
Point
NSW
2000
+61
2
9233
8878
www.navig8.com.au