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Write You - How to Avoid Implementation Failure
Leading organizational change requires a manifesto for change. Your manifesto begins by saying the following:1. I understand that all progress requires change but all change is not progress.2. I understand that all change comes from leadership but not all leaders can drive change.Okay, if you truly get that the next step is to answer these two questions:1. What problem am I trying to solve?2. What will success look like when I solve it?It’s important that you answer the two questions above. They are the key to your change success. Because you must know that the bridge between what problem you are trying to solve and what success will look like when you do will hinge on the execution of the following steps:1. You must stop BS’ing yourself about where your organization is today. You must admit where you are an
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan Being a Skilled Listener
Whether you are a corporate executive trying to manage hundreds of employees, a marketing or sales rep trying to land a new client, or even an entry level gofer just struggling to appease a demanding boss, it is almost impossible to succeed without developing effective communication skills. In fact, effective communication skills are fundamental to almost every successful business interaction- a fact acknowledged by the plethora of courses and seminars offered teaching people how to persuasively convey their ideas and get what they want.However, all too often we forget that communication is a two way street, and that in order to effectively communicate we must learn not only to be a good speaker, but also to be a good listener. how to speak well, but also how to listen well. how to listen communicate thei is widely acknowledged that solid communicat
For some organisations it is a serial norm. As a consultant arriving to complete the analysis of a perceived problem or to determine the problem behind some prevalent symptoms, one of our first requests is to have delivered to us previous reports into the problem.
It is normal to have delivered to us ten or more reports consisting of internal and external audit reports, previous consultant reports, incident reports, strategy documents and planning documents. The documents have two things in common.
The first common element is that problem areas are repeatedly identified and acknowledged in the documents which may cover over five years of elapsed time.
The second common element is that all of the documents are heavy on analysis and light on implementation. Classic consultant reports give two to five pages on why the consultancy was set up, three to five pages on method and any number like, fifty or one hundred pages, on analysis and recommendations.
Implementation, if considered at all, scores two or three pages on a high level implementation plan which does not take into account the operating environment, resource requirements and availability, likely support and opposition to the changes recommended and the timing interrelationship between the recommendations.
To avoid the apparent paralysis by analysis syndrome, an approach with six simple elements has, in my experience, met with more success than failure.
Plan the implementation
When, as a leader of an organisation, you receive a report which consists of ninety-five percent analysis of the problem and five percent implementation of the solution, reject it. Better still, when setting the scope of the investigation and the charter for the team, insist that the final report has as much to say about implementation as it does about the problem and its causes.
Insist further that the implementation plan take into consideration the resource requirements and availability, relationships with other projects and day-to-day business and whether a pilot programme is required to understand all the implementation issues.
Challenge the analysis
An aspect which is common to failed implementations is a lingering disbelief in the analysis by influential stakeholders. During the presentation of the analysis these stakeholders may say a few words in opposition and are often seen as a "negative" influence on change. Others say very little in the room and wait until they get to the corridor before they voice their concerns. Even a well planned implementation will fail if the basis on which it was planned is not believed.
Presentations of analysis should be set up so that it is mandatory to challenge the analysis. Don't be afraid of opposition to analysis, welcome it. It is the means by which organisations can do two things.
One is to get all of the intellectual and practical understanding of what makes an organisation tick out on the table. Counter-arguments to perceptions embedded in the analysis will ensure the analysis is robust.
The other is that those with opposing views will be able to rationally debate what the correct analysis is and if the session(s) is facilitated well, will come to a level of agreement that will not hinder the implementation of the recommendations.
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan Career as a Big Franchise Attorney
Many folks know that our nation and business community is being turned over to the lawyers and therefore many parents want their kids to become a lawyer. But which kind of law should they practice?Should they become a class-action lawyer, which often destroy jobs in America and rape Corporations like John Edwards? Should they become a lawyer and then become a district attorney and parlay that into becoming a politician? One would suppose if misrepresentation runs in your family genes then that would make sense. Two-thirds of our politicians are lawyers and all the Judicial Branch.Franchise Law is a good place to work because you are dealing with a business model, which works best when there is a win/win situation. For instance when the franchisee makes money the franchisor is happy because they make money, extend brand name and are able to seheavy on analysis and light on implementation. Classic consultant reports give two to five pages on why the consultancy was set up, three to five pages on method and any number like, fifty or one hundred pages, on analysis and recommendations.
Implementation, if considered at all, scores two or three pages on a high level implementation plan which does not take into account the operating environment, resource requirements and availability, likely support and opposition to the changes recommended and the timing interrelationship between the recommendations.
To avoid the apparent paralysis by analysis syndrome, an approach with six simple elements has, in my experience, met with more success than failure.
Plan the implementation
When, as a leader of an organisation, you receive a report which consists of ninety-five percent analysis of the problem and five percent implementation of the solution, reject it. Better still, when setting the scope of the investigation and the charter for the team, insist that the final report has as much to say about implementation as it does about the problem and its causes.
Insist further that the implementation plan take into consideration the resource requirements and availability, relationships with other projects and day-to-day business and whether a pilot programme is required to understand all the implementation issues.
Challenge the analysis
An aspect which is common to failed implementations is a lingering disbelief in the analysis by influential stakeholders. During the presentation of the analysis these stakeholders may say a few words in opposition and are often seen as a "negative" influence on change. Others say very little in the room and wait until they get to the corridor before they voice their concerns. Even a well planned implementation will fail if the basis on which it was planned is not believed.
Presentations of analysis should be set up so that it is mandatory to challenge the analysis. Don't be afraid of opposition to analysis, welcome it. It is the means by which organisations can do two things.
One is to get all of the intellectual and practical understanding of what makes an organisation tick out on the table. Counter-arguments to perceptions embedded in the analysis will ensure the analysis is robust.
The other is that those with opposing views will be able to rationally debate what the correct analysis is and if the session(s) is facilitated well, will come to a level of agreement that will not hinder the implementation of the recommendations.
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan Bureaucracy is the Parasite to Productivity
A parasite is medically defined as an organism that lives on within another organism at
the expense of the host. Bureaucracy is an administrative system, which places undue
emphasis on adherence to complex procedures and inflexible rules of operation. It is an
administration characterised by excessive red tape and routine. This impedes effective
action, slows down decision-making and adds unnecessary layers of costs. Bureaucracy
is sometimes described as the tail wagging the dog and is a parasite to productivity. It is
also like the millstone around one’s neck, limiting mobility.Most of the large organisations have some form of bureaucracy. It is a given, inherent
structure created largely by Alfred P. Sloan, who became president and CEO of General
Motors (GM) in 1923. He recognised the need for coherence and unifying order when he
rcent analysis of the problem and five percent implementation of the solution, reject it. Better still, when setting the scope of the investigation and the charter for the team, insist that the final report has as much to say about implementation as it does about the problem and its causes.
Insist further that the implementation plan take into consideration the resource requirements and availability, relationships with other projects and day-to-day business and whether a pilot programme is required to understand all the implementation issues.
Challenge the analysis
An aspect which is common to failed implementations is a lingering disbelief in the analysis by influential stakeholders. During the presentation of the analysis these stakeholders may say a few words in opposition and are often seen as a "negative" influence on change. Others say very little in the room and wait until they get to the corridor before they voice their concerns. Even a well planned implementation will fail if the basis on which it was planned is not believed.
Presentations of analysis should be set up so that it is mandatory to challenge the analysis. Don't be afraid of opposition to analysis, welcome it. It is the means by which organisations can do two things.
One is to get all of the intellectual and practical understanding of what makes an organisation tick out on the table. Counter-arguments to perceptions embedded in the analysis will ensure the analysis is robust.
The other is that those with opposing views will be able to rationally debate what the correct analysis is and if the session(s) is facilitated well, will come to a level of agreement that will not hinder the implementation of the recommendations.
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan Neon Sign Prices
When referring to neon lights, people instantly visualize a bright and expressive medium of advertisements leading to an increase in customers and profitable trade. These devices are explosive and eye catching. This visual medium has been accepted by small, medium and large businesses. When considering the price factor, potential customers also need to be attentive towards craftsmanship, warranty, usefulness and the vendor's reputation.When Earle C. Anthony purchased the first pair of neon signs and bought them to America from France, he paid a large sum of $24,000. After its initial transit, numerous American companies have flourished in this trade. Initially, they were available only as a red light variety. In time, manufacturers experimented with xenon, carbon dioxide, mercury, krypton, helium and phosphor to produce multi colored neon lights. Wchange. Others say very little in the room and wait until they get to the corridor before they voice their concerns. Even a well planned implementation will fail if the basis on which it was planned is not believed.
Presentations of analysis should be set up so that it is mandatory to challenge the analysis. Don't be afraid of opposition to analysis, welcome it. It is the means by which organisations can do two things.
One is to get all of the intellectual and practical understanding of what makes an organisation tick out on the table. Counter-arguments to perceptions embedded in the analysis will ensure the analysis is robust.
The other is that those with opposing views will be able to rationally debate what the correct analysis is and if the session(s) is facilitated well, will come to a level of agreement that will not hinder the implementation of the recommendations.
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan What Motivates a Person to Work?
"Amar, if we implement this new performance evaluation system, all the kids would be demotivated and frustrated. It has a negative effect on morale!!!"....Now this is something I have heard so many time in my life. And maybe I get very frustrated just hearing the word "frustrated" :-DThe first question to be answered here is what motivates a person to work ?According to many these are the reasons that motivate people to work -Work Environment and colleagues.Salary, status and securityAchievementRecognition for achievementInterest in the particular assignmentGrowth and advancement to higher levels
So now the simple question is that even if we have all the above at your work place we get so "frustrated and demotivated"entation of the recommendations.
Challenge the Recommendations
For each set of analyses about a problem's origin, there are not only multiple solutions, there must be found multiple solutions to make implementation stick. Implementation set on a path of a group of singular solutions has a high risk of failure. Life never quite turns out as we expect it. External and internal influences occur which cannot be predicted. Some occur which are predicted but were thought to be low probability.
An implementation plan needs flexibility in building solutions to problems. Challenge the recommendations to find them. Whilst settling on a preferred solution, having alternate solutions known particularly for low probability and high impact scenarios is simply just good risk management.
Challenge the Implementation Plan
As well as challenging the "what" (recommendations), challenge the "how" (implementation plan). Challenge the use of resources, challenge the need for detailed design versus a pilot approach and challenge the timeline. Challenge everything about the implementation plan. If it is robust, it will survive the challenge and there will be some robust alternatives which have been thought through should circumstances change.
By welcoming challenge and making it a formal part of the process at each stage, the likelihood of having something robust to execute is greatly enhanced. More than this, the sense of ownership by the leaders of the organisation grows with a shift from, "This is being done to me" to "I own this".
Clear the Decks
Give the implementation plan room to breathe. Most organisations need to do less to get more done. If you are executing more than four strategic platforms and the implementation of the recommendations effectively creates a fifth strategic platform, decide which one to quit or postpone. If each function is coping with more than three tactics which are new rather than being part of business-as-usual, stop at least one of them.
If people with the appropriate skills knowledge and behaviour to make the implementation work are involved in other projects or business-as-usual, free up their time, give them authority and the resources to do the job. Don't add it on as an extra responsibility.
Lead and measure
Make sure everyone in the organisation knows how important implementing the recommendations are to the organisation, its key stakeholders and to you personally. What wavering support there is left for implementation will usually be galvanised by a "call to arms" if there has been the opportunity to be part of the process, to actively challenge the analysis, recommendations and implementation plan.
Make sure that implementation progress is measured and reported on against key milestones identified. Do not accept failure to meet milestones lightly. Tolerance of missing milestones (that is, tasks on the critical path) quickly creates an atmosphere where failure to implement is almost a given.
Implementing recommendations should be the norm in organisations rather than the exception. Otherwise, either the need to review or the analysis itself was flawed. Following a few simple principles and making challenge a formal part of the process will increase your rate of implementation and save significant costs of repeated analysis or implementation failure.
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