Implementation Strategy
by Sam Miller
It is said that a poor strategy implemented well is more effective than a great strategy poorly implemented. We have seen this play out time and time again in the manufacturing arena. Has it happened to you? Well, it doesn’t have to.
To prevent poor implementation, management has to provide realistic deliverables that are measurable. While this sounds fairly simple it often turns out to be very difficult. Many managers excel at being able to set goals and formulate strategy. The problem is that those same managers do not make strategic change a part of their organization's culture. The culture of change needs to be passed through every level of the organization with an understanding that change is happening and that a successful implementation is as critical to the future of the business as the production of the product.
As soon as the manufcturing culture is set to change and understands the significance of implementation, we can begin to focus on monitoring. Through our experience we have seen organizations set forth unattainable goals, which have no support or step ladder benchmarks. This strategy is geared towards failure. Setting short term incremental dates provides urgency and incentive to get to the end goal.
Even if some or all of these measures are taken into account it does not protect the organization from implantation issues. Far from it as a matter of fact, you should expect implementation problems. The real issue with these problems is how you are going to handle them from a management standpoint
As implementation issues continue to rise to the surface you want to be able to provide effective long lasting solutions, not a quick band-aid fix. This requires an in-depth look at the problem. As a manager, the issue will fall into one of five categories.
Planning (set a clear plan)
Organizing (have monies available to make it happen)
Staffing (put the right person in the right seat)
Directing (be very clear in what you expect and need to have accomplished)
Controlling (follow-up and make sure the tasks are being completed)
The majority of the time the root problem is not that of the employee, but the manager’s lack of effectiveness in one of the five categories. As many of us know, it’s difficult to take an unbiased look at the situation and realize you potentially could be the problem. However, we are in the business of making money and solving problems, even if that problem is you. As you continue to use this guide for assessing the situation you will realize that the implementation and continued success will be hinged on your ability as a manager to effectively discern the root problem then fixing it for the long term.
Therefore, as you look towards implementation of your next project; look at the strategy, align your culture, set forth attainable benchmark goals, use the five guidelines for successful problem solving, and most important be the solution.
Copyright © 2006 Barry Group, Inc
