One of the biggest challenges that organizations face is finding the time to implement the major initiatives that were developed during the planning process. In many cases the amount of time and effort required to put the vision into practice is under estimated and beyond realistic given the demands already on your key resources. As a result critical business initiatives will go uncompleted and the gain unrealized.
“Almost anything can be accomplished given the time and resources required to implement”
In my experience organizations put 90% of the effort into strategy creation and the remaining 10% into the implementation plan. This kind of “figure it out on the fly” thinking places a huge burden on already busy key resources to find the time after the fact to develop implementation plans. Spending the time on implementation isn’t near as exciting as coming up with ideas but it is every bit as important. In practice the breakdown should be more 50 -50.
Here are some best practices for your consideration:
- Spend the appropriate time on developing a realistic implementation plan defining the who, what, and when details using SMART objectives format. In reality the plan is a series of projects and should be run like projects.
- Prioritize and synchronize business initiatives. I recommend using a reverse engineering process to plan out the appropriate order that the initiatives should be addressed. Creating a roadmap and breaking the initiatives into 90 day time buckets will help keep the plan active and on schedule. Formal reviews maintain accountability and plan status. Every organization is different so the speed of change should fit with the circumstances of your business.
- Take a hard look at the time and resources required. If you need a skill or technology to accomplish an objective that you either don’t have or is not available plan how this roadblock will be overcome before commiting.
- Consider dedicating a resource to managing the overall plan. Having someone with the responsibility to oversee the plan will ensure focus and any issue or obstacles get immediate attention and resolution.
- Identify time spent on lesser priority projects than can be reallocated to the more urgent business requirements. Every plan should have a STOP list.
- Your plan should have as an objective on improving operational efficiency and error reduction. This is an ongoing initiative that deserves continuous focus.
In the diagram below I have identified the four ways time is spent in organizations.Planning is time spent developing policies and practices. Execution is performing those policies and practices. Fire Fighting is time spent correcting errors that have occurred because policies and practices were either not performed correctly or are not defined. Crisis is time spent by managerial level resources to fix major customer impacting or costly operational errors.