Picture this.\u00a0 You\u2019re in a meeting to discuss a particular operating problem you need to solve.\u00a0 The group discusses several possible solutions, and finally settles on the one that seems most likely to succeed.\u00a0 Then the leader of the group says, \u201cGood work gang!\u00a0 I think we\u2019re on the right track here,\u201d and adjourns the meeting.\u00a0 Huh?\u00a0 Where\u2019s the implementation part of this solution?\u00a0 Who\u2019s going to do what and by when?\u00a0 And how are we going to track our progress so that this solution doesn\u2019t get sidetracked and forgotten?\u00a0 Unfortunately, too many good ideas are lost or forgotten because our action plans are either non-existent, or they lack follow-up and follow-through.\u00a0 In short, they lack accountability.\u00a0 If this is a problem for you, please continue reading below.<\/p>\n
\u00a0<\/strong>\u201cIt’s important to have a sound idea, but the really important thing is the implementation.\u201d<\/strong> Charles Kettering was an American inventor, engineer, the holder of 186 patents, and the founder of Delco.\u00a0 He once said, \u201cA problem well-stated is a problem half-solved.\u201d\u00a0 But we can\u2019t be content with a half-solved problem.\u00a0 We need to finish the job with a well-implemented action plan.\u00a0 So why don\u2019t we?\u00a0 What\u2019s getting in our way?\u00a0 There could be a number of obstacles, but there are principally three:<\/p>\n Fundamentally, this is a leadership issue.\u00a0 Too often, people in leadership positions assume that once we\u2019ve figured out a solution to a problem, implementing the solution will be automatic . . . everybody knows what to do, so they\u2019ll just go ahead and do it.\u00a0 Clearly, that\u2019s not the case.<\/p>\n So before we adjourn the meeting, we need to look at our proposed solution and break it down into its component parts and develop action plans for each . . . Step 1, Step 2, Step 3, etc.\u00a0 This is particularly important if the problem were trying to solve is the big, complex, scary variety.\u00a0 Breaking it down into a series of small action steps makes it less complex and less scary.<\/p>\n Next we need to develop a timeline . . . deadlines for each of our action steps.\u00a0 In some cases, we\u2019ll have the luxury of creating our own timetable, but in others, a timetable will be imposed on us by outside forces (competitive issues, government regulations, etc.).<\/p>\n Then we need to figure out what resources we\u2019ll need to implement our solution within the time constraints we\u2019ve established.\u00a0 Is this a one-person job or will it require a team of people?\u00a0 Will we need equipment or materials beyond what is normally available?\u00a0 Do we need to establish a budget for it?\u00a0 Can we fund our solution internally, or do we need to find outside financing for it?<\/p>\n We\u2019ll need tracking mechanisms of some kind to make sure everything is going as planned, on time and on budget.\u00a0 If our time frame is relatively short, we may only need to make sure that each action step is being completed on time.\u00a0 \u00a0But if our solution is complex and will unfold over a longer period of time, we may need additional information to give us early warning if the implementation of our solution is starting to leave the rails.<\/p>\n Finally, we need to assign responsibility for overseeing the entire project.\u00a0 Who will lead the charge?\u00a0 When a team of people is involved, each member of the team can be responsible for his or her piece of the puzzle, but still, someone has to be accountable for the overall outcome the team is expected to achieve.\u00a0 Who will that be?<\/p>\n Now we can adjourn the meeting.<\/p>\n Obviously, for small, incidental problems, we can shortcut or eliminate some of these problem-solving steps.\u00a0 But for solutions to our big, important, complex problems, sticking with a well-defined implementation process will pay big dividends.\u00a0 And for implementing the solutions to all problems, big and small, be guided by Ronald Reagan\u2019s, \u201cTrust but verify.\u201d\u00a0 When you trust but fail to verify, the people implementing the solution to a problem will assume you\u2019ve forgotten about it, and they will too.<\/p>\n","protected":false},"excerpt":{"rendered":" Picture this.\u00a0 You\u2019re in a meeting to discuss a particular operating problem you need to solve.\u00a0 The group discusses several possible solutions, and finally settles on the one that seems most likely to succeed.\u00a0 Then the leader of the group says, \u201cGood work gang!\u00a0 I think we\u2019re on the right track here,\u201d and adjourns the<\/p>\n
\n<\/strong>\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>~ Wilbur Ross<\/em><\/p>\n\n