Nice Backswing, No Follow Through

Nice backswing, no follow through, that's the way a client described his organization. There are plenty of reasons that an organization can plan well, develop ideas well and not implement those initiatives well. The problem is usually that the planning process in the organization is well developed, but there is no implementation process, especially when implementation requires cross functional cooperation.

Typically, then, management meets and decides, "That's a good idea; lets do it". Unfortunately, that's the extent of the implementation process. At the next meeting, someone asks, "Whatever happened to that idea?", and the matter dies at the meeting table.

Implementation is a different activity from planning or idea generation. Organizations that are successful in implementation have a set of tools that they use to carry it out. And to be most successful, these tools need to be customised to each organization's unique culture. The hallmarks of a good implementation process though, are:

1. The process should have visible Executive support and active interest.
2. It respects the nature of authority and accountability. If someone is accountable for a project, that person must have the authority to muster resources, found a work team and lead the work. Conversely, that project should have a budget, a timeline and defined deliverables and that leader should be accountable to that.
3. The project should be supported by frequent and comprehensive communication especially about any changes that affects employees, functional areas or business processes.
4. Successful implementations should be celebrated and the key players should be recognised for their effort.
5. The process has to be in harmony with the business culture. A good business culture not only helps employees make hundreds of correct decisions every day, but should also be the source of trust in the organization. Most implementations are also change initiatives. Change is usually seen as a threat.

Good ideas can be stillborn in your organization unless you have a process to bring them to life. Capitalize on the strength of your culture to empower execution and change and the whole effort will seem natural, easy and successful.