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Organizational Change Can Be as Easy as 1 2 3

By Joseph Krause

Organizational Change Can Be as Easy as 1 2 3

As 2020 kicks off, we’re preparing to launch a new workshop focused on helping organizations with a topic they often struggle with. Coming off the tail end of planning season, many organizations are eternal optimists awaiting the chance to capitalize on their new ideas. But instead of capitalizing on these opportunities, many organizations squander them. Once March or April rolls around, their excitement turns to fatigue and they forget everything they agreed to transform.

Being such a common problem, this likely isn’t a surprise to you. Change is hard, and most people lose steam once the year gets hectic. But, people don’t typically resist change, they resist the change management process.

Since this resistance is such a common problem, the AchieveIt team and I are always on the hunt for new ways to examine the issue and build new frameworks. I recently reviewed “Leadership and Change Management” by Keow Ngang Tang. In it, a framework, Lewin’s Three Stages Change Model, immediately stood out. In the model, change management is broken down into three easy to understand phases.

Unfreezing

An organization in the unfreezing phase has come to the realization that they need to change. Typical trigger points include declining revenues, increased competitive activity, and a lack of innovation. In the unfreezing phase, an organization is akin to a big block of ice.

To unfreeze they must begin to question current processes and assumptions. As questions arise, the organization slowly begins to thaw, enabling a path forward. This is the critical step to make your organization more self-aware.

While some organizations embark on this journey willingly, others are dragged along kicking and screaming. As AchieveIt interacts with “willing” organizations, it’s a breeze because the decision to transform has already been made.

Organizations hesitant to change usually await the chance to criticize the decision to unfreeze. “This looks like a lot of work”; “We have a lot going on right now”; “Call us back in a few months and we’ll be ready for this type of change”. Ever heard these before? I’d imagine every organization is filled with individuals who regularly respond in this fashion.

Change is such a problem because it doesn’t fit neatly into our calendars. It doesn’t present itself during a time when you have “less going on”. To change, it’s critical to articulate the case for change and encourage challenging the status quo. The goal of unfreezing is to create an opening to overcome operational inertia, kicking off the changing phase.

Changing

If approached correctly, changing is the fun part. It’s when you decide what the future will look like. The changing phase often takes the form of a company offsite, a strategic planning session, or some other meeting of the minds. You engage a large group of stakeholders and determine which initiatives will generate success.

You’re looking at a big block of ice and trying to decide what type of sculpture you want. A swan? A dragon? So many options to consider!

To yield the best results you must involve individuals beyond the senior leadership team. Sure, senior leaders will make the initial decision on the primary focus areas, but after, include the broader leadership. If you’ve never invited a larger group into the planning process before, this step is even more important. Your invitation will signal a commitment to overcoming operational inertia and drive a top-notch plan.

As we’ve discussed before, effective planning takes a village.

Refreezing

In the third and last phase, we see organizations fail to commit enough time or effort. In most cases, it’s because they’re fatigued from unfreezing and changing. But what if we told you all would be for naught if you stopped there?

Consider this example. You spend time unfreezing your ice block and shaping your new swan sculpture. As you admire your work, instead of saving it, you decide to leave it out in the sun. It’s only a matter of time before all the hard work is transformed into a puddle of water.

As is the case in this analogy, poor change management can even lead to a worse outcome than the original state. Refreezing is ensuring the changes you put in place are long-lasting.

What happens the first time someone doesn’t follow a new process? What happens the first time there’s a missed deadline? What happens six months from now when the management meeting agenda is packed, pushing the plan review?

Successful refreezing considers everything that could go wrong and establishes plans to address them. Set high expectations. Sustain your commitment when processes are challenged. With these commitments, you will be well on your way to refreezing your swan for the foreseeable future.

As you launch into 2020, leverage this framework within your ongoing planning efforts. Change is a three-part process with each part having distinct requirements and commitments. Unfreezing braces the organization for change, changing creates your plan for the future, and refreezing ensures your changes are long-lasting.

Happy planning and I look forward to working with you along your journey of change!

About AchieveIt

AchieveIt is the platform that large organizations use to get their biggest, most important initiatives out of the boardroom and into reality. Too many great ideas never quite make it across the finish line, because there’s no real way to keep everyone on course and keep everything on track. What does it take to actually guide these initiatives all the way through to completion? You’ve got to:

  1. Get everything in view – so you can see what’s happening with every initiative, at every level, from the enterprise to the individual, in real time.
  2. Get everyone engaged – with an easy-to-use platform that connects your organization from the executive leadership to the project teams, keeping everyone accountable and on the same page.
  3. Get every possible advantage – not only because you have the premier platform in this space, but because you can draw on the experience and best practices of our execution experts.

That’s why everyone from global corporations, to regional healthcare systems, to federal agencies have turned to AchieveIt for their Integrated Plan Management. Let’s actually do this.

Reframing Your Framework: The 4A Planning Model

By Joseph Krause

Reframing Your Framework: The 4A Planning Model

By Joe Krause


Planning frameworks set our teams up for the best success in guiding the way we build and measure goals. The problem with frameworks is that there are so many options that selecting one is a paralyzing process.

Balanced Scorecard, Six Sigma, OGSTM, Gap Planning, OKRs, PESTEL Analysis, Scenario Planning, Blue Ocean Strategy, Five Forces Framework, VRIO Framework, Hoshin Planning, Issue-Based Strategic Planning – you feel like a kid in a candy store with all these options.

Choose a Planning Framework that Works for You – When Nobody’s Looking

For those that hire consultants to help build their plans, it’s fairly common for different consulting firms to have their own way of doing things. Any way that deviates from their chosen method is quickly dismissed. This is what they do, and they do it well.

This works when the consultant is engaged with your organization, but when their contract is up, you need a methodology you can perpetuate on your own. While that framework can sometimes work, most of the time it’s incongruous with your company culture or requires a lot of change management.

Other times, senior management may want to use the trendy methodology from last month’s conference that helped that other portfolio company increase their bookings by 11%.

It’s sort of a chicken-or-the-egg dilemma. Should you go with a methodology that works for your team, or get your team to work for the methodology?

When it comes time to choose, err on the side of flexibility. Having a strong process is great, but the best kinds of framework are responsive to change. You can’t succeed in today’s market without agility. Look for one that guides you in the right direction but doesn’t stymie progress with rigidity.

The Secret? It Doesn’t Matter Which Framework You Choose

From our perspective, there’s no one single methodology that works best for everyone. The good news is you can’t choose a “wrong” planning framework as long as you put in the work to get everyone engaged, get all your plans in view, and set up a regular cadence of accountability.

Our AchieveIt Consulting Team is methodology agnostic. No matter what direction our customers take to create their plans, they invested energy, time, and resources into this framework because they believe in it. We work with any method to add missing elements to their plans to make sure they can be executed most effectively. (And unlike traditional consultants, we partner with you for as long as you’re using the AchieveIt platform!)

The most important things to remember are 1) your stakeholders have to understand the framework, 2) the methodology has to work with your team, and 3) no matter what framework you’re using – you must have due dates and measurements along the way.

Use the 4A Model as Your Plan Framework Litmus Test

In finding a flexible framework from which to build your plan, I recommend using the 4A Model to help double check your choice.

Developed by Scott Snell and Ken Carrig from the University of Virginia Darden School of Business, the strategy framework, called the 4A Model, helps plan leaders organize their company’s areas of growth by focusing on four primary factors that enable execution excellence: alignment, ability, architecture, and agility.

No matter which framework your organization chooses, dig into each of these four As to make sure your plan has initiatives addressing all of them. By tying each of your initiatives to bettering one of these four factors, you’ll start seeing results right away.

What Are the 4 As?

Snell and Carrig place the 4As on an x-axis – Type of Energy (Potential and Kinetic) vs. Type of Resource (Organizational and Human).

Agility

Examine your ability to move quickly and confidently in response to environment and strategy. Cultivating a dynamic environment allows your organization to learn rapidly and make better decisions.

In building your plan, agility is the usual culprit in throwing off your balance. By weighting the importance of agile reaction too heavily, you run the risk of losing foresight and long-term goals in direct response to short-term impacts.

Create initiatives that engage these rapid response mechanics in your organization so you can fall back on the skill when you need it.

Alignment

The most straightforward to understand, alignment is sneakily elusive. You think you have a strongly aligned strategy, but is alignment a part of your culture?

If you’re having trouble engaging employees, build alignment into your plan and into your culture by showing how even the smallest tasks roll up to support enterprise-wide goals.

By analyzing your plan initiatives for alignment, work to make sure your departmental silos are connected. While each team will specialize in their own work, having interconnected visibility into how their work aligns to other teams’, your company will develop a cohesive responsibility and start pushing forward in the same direction.

Alignment can also help you identify if you’re working on the “right” things – if your tactics are driving results – or too many things – if your input resources are outnumbered by outputs.

Architecture

Architecture is your foundation. Do you have the systems in place to execute your plan?

By using Architecture as one of your major initiative buckets in building your plan, you can choose projects that support the analysis of your organizational infrastructure.

This is where most Performance Improvement initiatives lie; constantly refine your processes, reassess your resources and expenditures, and check all your decision-making processes for bottlenecks and undue bureaucracy. There’s a delicate balance between these things, and they’re different for every organization.

Simplify.

Ability

Finally, you have to enable your organization with the human capital to execute your plan.

Whether it’s taking on initiatives that support training, technology, or hiring, you must dedicate execution time to multiplying your talent and leveraging your workforce in the most impactful way possible.

Choose plan goals that improve performance on an individual as well as a macro level, and you have the last piece to your execution excellence puzzle.

No Matter Which Framework You Choose, Check Your Plan with the 4A Model

No matter which framework works best for your organization, using the 4A model to perform a sanity check on your plan once it’s complete is a great way to identify blind spots. It could be entirely possible that your strategy won’t be able to be executed until you make a critical hire, for example, and the 4A Model will help you find those risks.

Always remember, plan creation is only the first part of the equation. Don’t expend all your energy getting things perfect on paper; most of your energy will be spent executing that plan and adapting along the way. Use a variety of different dimensions and perspectives to review your plan once it’s created. Champion agility and balance it with long-term focus. Remember to be involved in every level of your organization, constantly listening and learning – your plan should be a living thing.

About AchieveIt

AchieveIt is the platform that large organizations use to get their biggest, most important initiatives out of the boardroom and into reality. Too many great ideas never quite make it across the finish line, because there’s no real way to keep everyone on course and keep everything on track. What does it take to actually guide these initiatives all the way through to completion? You’ve got to:

  1. Get everything in view – so you can see what’s happening with every initiative, at every level, from the enterprise to the individual, in real time.
  2. Get everyone engaged – with an easy-to-use platform that connects your organization from the executive leadership to the project teams, keeping everyone accountable and on the same page.
  3. Get every possible advantage – not only because you have the premier platform in this space, but because you can draw on the experience and best practices of our execution experts.

That’s why everyone from global corporations, to regional healthcare systems, to federal agencies have turned to AchieveIt for their Integrated Plan Management. Let’s actually do this.

 

Modernize Strategy with Agile Planning

By Joseph Krause

How to Modernize Your Strategy with Agile Planning

By Joe Krause


Just like perms, business trends go in and out of style.

You’d be hard-pressed to walk into the conference room of any organization today and not hear the phrase “we need to be more agile.” Admittedly, if you walked into that same conference room 5 years ago however, you would’ve heard, “we need to be more lean.”

Different terms, slightly different concepts – more on that below. Of course, there are strict indoctrinations that accompany both Lean and Agile specifically (note the capitalization). But for the majority of the business world, we glom onto these words as ideologies that make our work more effective with fewer roadblocks.

As you sift through history, you’ll find similar work concepts. The common theme among them is to focus on initiatives that keep driving the most positive change with the fewest amount of resources.

The shift from lean to agile is happening whether we’re ready or not. The good news is – since we’ve now collectively spent years driving lean initiatives as a business community, we can use that experience to provide context for our agile journey.

While not every organization drives fast-paced (mostly software) projects, every organization has plans. Whether it’s a strategic, operational, or transformation plan, these plans are our roadmaps to our organization’s future. We can use the iterative and incremental approach of agile methodology and create our own hybrid of agile planning.

Managing change to move to agile planning is daunting, but with the right approach, there are ways you can adapt your plan execution process to be more effective with principles of agile planning.

Lean Planning vs. Agile Planning

I’m currently attending business school at Rutgers University and one of my professors is the former CFO and Chief Supply Chain Officer of Schindler Elevator. Professor John Impellizzeri spent close to 25 years in the C-suite. He shared with the class the epitome of the apprehension about making a full leap from “lean” to “agile” methodologies.

Every senior leader loves the idea of lean because it saves money. They’re apprehensive about agile because it costs money.

Let’s make these pros and cons a bit more clear.

Yes, lean methodologies are obsessed with reducing waste (or “muda”) to deliver product quickly, which acts mostly as a cost-cutting measure for companies and provides a path to fast revenue. Yes, agile methodologies value collaboration and quick response to change – which can require a lot of unforeseen changes in budget along the way, but results in a more customer-focused product. They are often pitted against each other because of this fundamental difference.

It’s likely one is a better fit for your product or industry than the other, and only you know what’s best for your specific organization. But, consider looking at the benefits of agile through a different lens before sticking with the status quo of lean.

Why Start Agile Planning Now?

The truth is, as we stand today, 49% of plans don’t achieve desired results.

67% of well-formulated strategies fail due to poor execution.

Something isn’t working.

If we, as a collective business community, have been using lean-based plan execution habits for the past few years and aren’t seeing an improvement – maybe it’s time to switch to agile planning.

Agile Planning is Better Suited for Today’s Fast-Paced Environment

Harvard Business Review recently published an article titled, “Planning Doesn’t Have to Be the Enemy of Agile” written by Alessandro Di Fiore that contends the traditional planning model – decisions based solely on hard data (i.e. lean planning) – is dead and we need to move into a new era of agile planning.

(Just a note – I’m never a fan of saying something is “dead,” but I respect the article’s attempt to get us out of our comfort zone.)

Today’s market is far too fast-developing to be successful with traditional planning. While most like to think we can control every variable and make decisions based solely on hard data ahead of time, competitors and the surrounding world are too turbulent to stay on a path we carved out even 6 months ago. Organizations must constantly adapt, or risk falling victim to the planning fallacy, losing revenue, and therefore failing out of the market.

Lean planning isn’t always ineffective, but agile planning might be a better fit for most of today’s global business climate.

4 Principles of Agile Planning

In the HBR article, Di Fiore states that agile planning has 4 key characteristics:

  • Frameworks and tools able to deal with a future that will be different
  • The ability to cope with more frequent and dynamic changes
  • The need for quality time to be invested for a true strategic conversation rather than simply being a numbers game
  • Resources and funds are available in a flexible way for emerging opportunities

To be clear, agile planning shouldn’t shift your entire business strategy with the tides of change. There’s a tough balance between protecting the overall goals of your plan, and reserving the right to change the path by which you get there.

All of these agile planning principles support a strong vision of the future, while maintaining the ability to call an audible as consumers, markets, and competitors change their strategies.

Agile planning is all about a focus on qualitative data, not just numbers. Reacting to the stories of customers, network connections, and even employees can lead to feedback that can immediately be incorporated into agile plan execution.

How to Move Towards Agile Planning in Your Organization

It may seem daunting or expensive, but agile planning is an emergent trend that can truly catapult you past companies that aren’t paying attention to the human element.

Following are 3 small adjustments to introduce to your team to start to warm up to agile thinking – and eventually – agile plan execution.

1. Start Creating a Culture of Innovation 

Part of the AchieveIt onboarding process is walking our clients through an exercise to figure out which stage of cultural evolution they’re in. The 4th and final stage is called a Culture of Innovation. The key indicator of operating in this ideal stage are that you’ve broken down the rigid nature of strategic planning and you reserve the right to make changes to your plan as market conditions dictate. That sounds eerily similar to agile planning, right? Stage 4 of an organization’s strategy execution culture is all about being agile, yes – but it’s reliant upon a solid planning process established in the earlier stages.

So, you can’t start with innovation. You must have a strong base of historical commitment to execution. However, you can start fueling creativity and fearlessness in your organization. Encourage and reward new ideas. Try new techniques in sprints with well-defined budgets and success measures. Track your progress over a short, defined term, analyze your outcomes against your predetermined desired results, and make a quick call as to whether or not you should continue. Big innovation starts with small ideas.

2. Split the Difference Between Traditional and Agile Planning…At First

In the HBR article, Di Fiore asks the reader to draw a Venn Diagram with “planning” on one side and “agility” on the other. In the middle is the workable sweet spot. Too much of a good thing is a bad thing.

I’ve seen firsthand what can happen when you jump into any single methodology with both feet. If you claim that either traditional strategic planning is dead or agile planning is the only true way – you’d be wrong. Your company’s process and culture are unique. Borrow from different methodologies to create your own methodology that works for your team.

However – to pick a side – after being part of hundreds of different planning cycles of companies of all sizes and industries, I would agree that most organizations can benefit from being more agile. Organizations need the ability to cope with frequent changes without having to wait to create a new plan at the end of the year to implement already-outdated processes.

Start by keeping your annual or multi-year plan as-is, but insert regular frequent check-ins along the way (if you don’t already). Maybe try executing a single project plan with an agile framework. Follow up with your team regularly and assess results along the way. This will make for a healthier feedback loop and help start to allocate your resources more effectively by making small adjustments.

So, you can’t start with innovation. You must have a strong base of historical commitment to execution. However, you can start fueling creativity and fearlessness in your organization. Encourage and reward new ideas. Try new techniques in sprints with well-defined budgets and success measures. Track your progress over a short, defined term, analyze your outcomes against your predetermined desired results, and make a quick call as to whether or not you should continue. Big innovation starts with small ideas.

3. Begin Collecting More Soft Data

You only have half of the story you need to make decisions if all you have is hard data. Di Fiore states that every planning process needs to “make use of both limitless hard data and human judgment.” Agility is all about incorporating the human element to the equation. Along with traditional data, verbal feedback and context are also causing organizations to pivot.

One of our mantras at AchieveIt is, “we need quantitative and qualitative data to make informed decisions.” You absolutely need both quantitative and qualitative data in order to get a true sense of how your plan is progressing against your targets. Hard data doesn’t tell a story without context. Hard data also relies heavily on the past, with the assumption that the past will act like the future. This is dangerous. You need human judgement to make the picture of the future clearer and you’ll make better decisions because of it.

Your first steps towards incorporating human data into your plan is to start by adding a comment field to your status reports. Ask for your employees providing updates to explain why the metric is what it is, what progress was most recently made, and what the next steps are. This context around your data is an easy way to start collecting non-numerical feedback to start framing the plan execution conversation around more actionable items.

Modern Planning is Agile Planning

Change management is overwhelming. Implementing agile practices will be hard work. But in order to remain competitive in your organization’s field, you must enable your team to become readily responsive to quantitative and qualitative factors. Start by adding in some small principles of agility and flexibility into the way your team functions day-to-day and organically grow into agile planning by building up a culture of execution.

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Project Management Tools Don’t Help Execute Strategic Plans

By Joseph Krause

Project Management Tools Don’t Help Execute Strategic Plans

Yep, you read that right. Project management tools are not built to help execute strategy. Yes, both strategic plans and projects have tasks that need to be completed by certain deadlines, tracking metrics, and task owners. PM and strategic plan leaders need software and a process that help put rigor around accountability and providing updates – but the two types of plan execution are not created equal.

I was reading an article posted by the Brightline Initiative titled, “Strategic Initiative Management: The PMO Imperative” which touches upon the importance of having a project management office within your organization.

Based on my experience in the plan execution space, I would wholeheartedly agree with their assessment. If you don’t have folks dedicated to the execution of your strategic initiatives, they won’t get done. Project Management leaders can help make sure those strategic initiatives get done.

The article contends that a PMO does four critical things:

1) Focus on Critical Initiatives
2) Institute Smart and Simple Processes
3) Foster Talent and Capabilities
4) Encourage a Culture of Change

Points 1 and 2 really have me thinking about how project management tools interact with strategy execution, and where they differ.

Plan Execution = Revenue

In this piece, the authors quote another article originally published by the Boston Consulting Group in 2013 which shows a direct connection between organizational financial performance and the percentage of strategic initiatives executed. The authors contend that if you execute 70% of your plan, your financial performance would be considered well above average against your peers.

Think about that for a moment. Even if you leave 30% of your plan “on the table,” you’d still experience amazing results. This is realistic; even the best plans aren’t executed in full; successful leaders adapt to moving targets and changing markets along the way.

Conversely, if you only execute 30% of your initiatives, your financial performance would be well below average compared to your peers. Unfortunately, this is the norm. Strategies are considered “nice-to-haves,” only executed after all your ongoing projects and operations. They’re made up of the initiatives that help propel your organization into the future, so it’s hard to focus on the tangible results.

Pro Tip: Make sure you use this statistic the next time someone tries to tell you that they don’t have time to focus on strategy! Innovation is the best way to lead your market.

A PMO in your organization can help establish some focus on critical initiatives, since employees are already in the process of executing. But using PM tools to do it can be very difficult.

The Problem with PM Tools

So, PMOs and better processes can help execute strategic plans. However, what about PM software?

As you would imagine, project management or project portfolio management tools are the logical choices for PMO professionals.

For some of you, the mere mention of project management tools conjures visions of Gantt Charts and discussions around Critical Path. If you were to ask a project manager how the construction of your new free-standing ER is going, they can update you on the most intricate details using the aforementioned tools.

Now, here’s the catch.

What would happen if your executive needed a dashboard of all your most important strategic initiatives? They don’t need the detailed metrics or status updates; they need an overall view of how all resources and departments are working together to produce results. Your CEO just needs to know how far off track you are to know where to allocate more resources. Executives need to be able to tell at-a-glance where they’re succeeded so they can analyze what’s working, rinse, and repeat.

Would your PM tools be able to provide that? Or would the only thing your COO be able to see be a detailed timeline of who has completed what task in how much time?

Strategic Initiatives by their very nature are a collection of KPIs and projects. If you can’t make sense of all those moving parts, you can’t determine your performance.

Our customers use AchieveIt to ensure you don’t need an act of congress to get an answer to the question, “How are we doing?” Our software platform helps leaders holistically look at plan execution across the enterprise without the low-level detail of PM tools.

Let AchieveIt Help with Your Enterprise Plan Tracking

Ask yourself the question, “How are we doing with our strategic plan?”

What’s your answer?

If the answer is “I don’t know,” you need to reexamine the tools you’re using to execute on your plan. You need to use the right tool for the right job, and project management tools are not cut out for strategy execution.

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People Don’t Resist Change; They Resist the Change Management Process

By Joseph Krause

People Don’t Resist Change; They Resist the Change Management Process

Change management is all about expectation setting and perspective.

When you can know for a fact that there’s money or some other positive outcome on the other side of change, you don’t need to turn to your bag of tricks to get people bought in. When you frame up the conversation from the beginning that a finely monitored, easily tracked process will help your team and organization “win the lottery” and be able to measure the results, you’ll get change champions leading the parade to the other side of the process change.

Positioning Change as Inherently Good

I owe this recent change in perspective on change management to Gregory North from Globe North. I recently had the pleasure of attending the OpEx business transformation conference, and the topic of change management was on everyone’s minds. Greg kicked off the first day with a keynote and this quick group exercise.

He asked the room, “Raise your hand if you feel that people naturally resist change.” As you would suspect from a room full of VPs of Operation and other change management professionals, 99% of the hands in the room shot up into the air.

Greg then proceeded to say, “What if I told you that I had a check for $25 million dollars in my left pocket and a letter from the Secretary of the Treasury in my right pocket stating the money was tax free. Raise your hand if you think that $25 million dollars would change your life.” Everyone’s hands shot up into the air once again.

Greg told everyone to keep their hands up and asked, “Everyone who wouldn’t take the money, put your hand down.” No one lowered their hand.

Greg laughed a bit and said, “You all just told me that people naturally resist change. Yet, when I told you that I would give you life-changing money, every one of would still take that money.”

We tend to resist change we perceive as negative.

Learning from OpEx Professionals

The OpEx conference consisted of professionals dedicated to the idea of organizational change. I found myself in the trenches on the front lines of change the minds and hearts of individuals for the overall good of an organization.

Everyone was exchanging war stories of people being dragged, kicking and screaming into a new change or process. Most of the stories centered around the idea that people tend to get ingrained in their routine and if you’re proposing a change, you may encounter a general lack of excitement.

How do you overcome this issue?

Prioritize Communicating Expectations at the Individual Level

Your main tactic as a change management agent in your organization is to give employees a clear understanding of 1. how their responsibilities will change from the status quo at an individual level, 2. how their new tasks will affect the company as a whole, and 3. how great the outcome will be on the enterprise scale.

Paul Strebel touched on this topic in an article from 1996 (yes, people have been dealing with change management issues since the 90s). Strebel refers to this idea as the idea of a “personal compact.” Basically, the personal compact is the relationship between the individual employee and their duties to the organization.

Paul writes, “…[C]orporate change initiatives, whether proactive or reactive, alter [the personal compacts’] terms. Unless managers define new terms and persuade employees to accept them, it is unrealistic for managers to expect employees fully to buy into changes that alter the status quo.”

How often are you communicating about the changes your proposing?

Set a Regular Cadence for Organization-wide Communication

Assuming you already have a way to track your transformation plan, so you can easily see alignment, ownership, and areas that need attention, communication is the next all-important part of your change management process. When you have a process like this in place, collecting data and running status meetings becomes quicker and more efficient, so you can make better decisions.

In my experience, most organizations are sharing the results of their strategic plan twice a year, if that. That’s not frequent enough.

If your strategic plan outlines the change you’re proposing for your organization and you’re not consistently reviewing it, you run the risk of violating your employees’ personal compacts.

Take the time to communicate with your employees to get buy-in from the front lines, and reinforce it with communication and encouragement from your executive level.

Reexamine Your Plan for Maximum Effectiveness

To further drive the point home, The Harvard Business Review examined why people tend to resist change.

The one reason outlined is excess uncertainty.

The author of the article, Rosabeth Moss Kanter states that, “to overcome inertia requires a sense of safety as well as an inspiring vision. Leaders should create certainty of process, with clear, simple steps and timetables.”

Would you classify your plan as one with certainty of process, clear steps, and timetables? If not, why not?

Keep Adapting

Once you’ve optimized your plan to make it fully executable, communicated expectations, and painted a picture of a positive outcome, is that all you need to do? No. Your work is never done.

And the great news is – it isn’t possible to overshare. You can’t over-communicate expectations or results. The only way to win the war against teams who think they’re averse to change is to get rid of any excess uncertainty. Only then can you get the buy-in you want on your change initiatives.

About AchieveIt

AchieveIt is the platform that large organizations use to get their biggest, most important initiatives out of the boardroom and into reality. Too many great ideas never quite make it across the finish line, because there’s no real way to keep everyone on course and keep everything on track. What does it take to actually guide these initiatives all the way through to completion? You’ve got to:

  1. Get everything in view – so you can see what’s happening with every initiative, at every level, from the enterprise to the individual, in real time.
  2. Get everyone engaged – with an easy-to-use platform that connects your organization from the executive leadership to the project teams, keeping everyone accountable and on the same page.
  3. Get every possible advantage – not only because you have the premier platform in this space, but because you can draw on the experience and best practices of our execution experts.

That’s why everyone from global corporations, to regional healthcare systems, to federal agencies have turned to AchieveIt for their Integrated Plan Management. Let’s actually do this.

The Only Two Questions You Need to Build Your Strategic Plan

The Questions You Need to Build Your Strategic Plan

By Joseph Krause

The Only Two Questions You Need to Build Your Strategic Plan

For business leaders, summer marks the official kick-off of planning season. For those organizations with fiscal years that begin on July 1st, even the longer days still don’t seem to create enough hours for those last-minute approvals to finalize your various strategic and operational plans.

During brainstorming, mapping, and organization, executives will inevitably reach a roadblock in the plan creation process. You’re not alone – it’s difficult to put the final touches on such a cumbersome plan that will guarantee most of your initiatives will see the finish line next year.

Then, once you have your plan finalized (whether it’s operational, strategic, or project management), what are some cultural changes you can champion to ensure its execution?

If you’re up against the clock, here’s a simple, tested method we use at AchieveIt to quickly finalize your plan content and motivate your teams.

All Strategic Plans Should Answer “How?” and “Why?”

We always recommend taking the time to carefully optimize your plan with a room full of stakeholders. I have a lot of experience sitting in conference rooms, going over plans line by line with a table full of executives and bringing to light many missing items that make plans effective: due dates, accountability, success metrics, plan alignment, etc. It’s better to work this way to avoid becoming a victim of the Planning Fallacy. However, if you need to have your plan prepped and ready for execution tomorrow – I recommend using the simple gut-check described below.

In its purest form, planning comes down to two main questions.

How? and Why?

AchieveIt diagram for plan building asking how and why by plan tier

Let me show you how to apply these two questions through an example:

1. Define Your Focus

Let’s say you work for a healthcare organization. You’re in the process of developing your plans.

The top level of your plan is most likely called an area of focus, pillar, or strategic priority. (The terminology doesn’t matter; what those words represent is what’s important to the organization.)

If someone were to say, “What are you focused on this year?” you might reply with: safety, quality, patient satisfaction, and growth.

2. How: Build Out the Measurements

Now that you’ve defined your focus, it’s time to build out the details of what you’re going to do in each of those areas of focus to create the change you wish to see. This is where you ask yourself, “How?”

If your area of focus is safety, how are you going to know you’ve definitely improved in that area?

I would recommend leveraging quantitative measures whenever possible to define success. e.g. “Decrease harm events by 15%” would be a perfect way to know if you’ve improved safety.

Alternatively, you can call this level of your plan: measures, objectives, or key performance indicators.

3. How: Define Activities and Resources

Now that you’ve established success criteria in the form of objectives or KPIs, how will you ensure you reduce harm events by 15%? What activities will help you get to your 15% goal?

These actions will tier down as you fill in the specifics. You might, for instance, select an initiative that aims to start holding daily safety huddles in each service line. Since implementing lean thinking and daily huddles is a big undertaking, ask yourself how you will launch the roll-out of those huddles. Start by defining action items, like picking a safety champion in each service line. How will you choose each safety champion? (Keep building down from here.)

If you ask yourself how at every level in your hierarchy, you’ll be able to build the details of your plan in no time.

4. Why: Check Your Work

Okay, let’s recap what we defined above before applying our next step:

1) Area of Focus: Safety
2) Objective: Reduce harm events by 15%
3) Initiative: Implement daily safety huddles in each service line
4) Action Item: Pick a safety champion from each service line

Why helps you check your work. If your plan is built properly, every time you ask yourself why, the answer should be the next level up in your plan:

Why should we pick a safety champion for each service line? To help roll out the practice of daily safety huddles.

Why are we implementing daily safety huddles in each service line? In order to help decrease harm events by 15%.

Why do we want to see that reduction? We want to improve safety.

The Power of “Why” in Strategic Planning

The most powerful takeaway?

Asking why also ensures that everyone in your organization completely understands the connection between their work and the organizational strategy.

This is key.

If your entire organization is aligned, all forces will be applied in the same direction, pushing towards accomplishing the same great things you planned together.

If every employee understands the why behind every task – from filing insurance claims to building parking decks to sterilizing tools for spinal surgery – your organization can become culturally united and celebrate victories, large and small, together.

Conduct the How & Why Test Against Your Strategic Plan

Try asking how as you move down your plan, and why as you move up your plan. If you have a hard time aligning a tier to the one above it, you’ve found a hole in your plan that needs patching.

Using this method, I think you’ll find it will allow you to build an effective and compelling plan of any kind that is primed for execution. Now, as a business leader, read how other executives like you are helping sustain organizational change.

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How Executives Help Sustain Organizational Change

By Joseph Krause

How Executives Help Sustain Organizational Change

As a leader in your organization, you understand the “big two” of successful plan execution: 1. Reliable, effective plan formulation, and 2. An established execution process.

However, as you cruise through thought capital blogs to find the reason why your organization’s results are still less than ideal, how often do you read about the third element of successful plan execution – sustainment?

I’ve been thinking lately about what happens after you’ve effectively executed your strategy. How do you sustain the change you’ve created so that you don’t slip back into old habits? You might achieve your short-term goals, but without a plan for operationalizing those newly formed habits and processes that earned results, how do you suspect your metrics will look a year later?

The more I research the topic of sustaining organizational change, the more it seems like many organizations struggle with this very issue.

As it turns out, the key to sustaining process change that produces results is a little squishier than I’d imagined. And it all falls on the shoulders of the exec to set the tone for sustaining success for the rest of the organization.

The Role of Process, Discipline, and Resources in Sustaining Change

Yes, process, discipline, and resources are important. However, even with all the resources in the world and strict process discipline, sustaining change is still a challenge.

I would compare the idea of strategy sustainment to one most people can relate to – weight loss. Many of us, at some point, have taken up a healthier lifestyle and saw the results when we stepped on the scale. You probably had a goal weight or body fat percentage in mind and, through hard work, you hit your number.

Unfortunately, after hitting that goal, it’s likely that 6 months after reaching your goal, you’ve gained weight back. This is a known phenomenon.

In an interesting article published by the New York Times in 2016, they took a look at contestants from “The Biggest Loser.” Research showed that the majority of the people on the show gained their weight back. Sustained change is hard. In this instance, there are complicated contributing factors such as metabolism and other biological circumstances, but ultimately, the habits that were formed with lots of resources and strict discipline in order to reach that initial goal were not sustained after that first successful weigh-in.

The core of this issue impacts businesses every day. But there is a way we can break the cycle.

How did we get here?

Recalibrate Your Thinking About Failure

In an excellent article published in HBR, “Stop Using the Excuse Organizational Change Is Hard,” Nick Tasler contends that our brains are already wired to think about failure.

He says that, “we assume that failure is a more likely outcome than success, and, as a result, we wrongly treat successful outcomes as flukes and bad results as irrefutable proof that change is difficult.

Does this sound familiar? I’m sure each of you can point to a bevy of examples where you chalked up a success as a fluke and a failure as inevitable. We could even call back to the statistic that’s ingrained in all of us that says 70% of all change initiatives fail.

Does this failure have anything to do with how we define success?

Yes. It’s a “chicken or the egg” argument, but it comes down to mindset.

Tasler proceeds to discuss a change management study conducted by McKinsey where they found, “A third of executives believed that their change initiatives were total successes, and another third believed that their change initiatives were more successful than unsuccessful.” But only “about one in ten admit to having been involved in a transformation that was ‘completely’ or ‘mostly’ unsuccessful.”

Therefore, pointing to the McKinsey study as evidence for a 70% change initiative implementation failure rate is like saying that every time a baseball player steps up to the plate and doesn’t hit a home run, that player has “failed.”

But that isn’t true in baseball any more than it is true in organizations. The McKinsey results show that around 60% of change initiatives are somewhere between a base-hit and a home run, and only 1 in 10 are strikeouts.

Even if you’re not hitting it out of the park, your change initiatives could still be successful, if you define success as improvement. And if you set your mind to focus on seeing any improvement as the absence of failure, you could set your organization up for greater success in implementing change initiatives that work longterm.

Your team will look to you, their leader, to set the tone for success, and your chances of sustaining change will reflect that positivity.

The Key to Sustainment: A Mindset for Expecting Success

It all comes down to mindset.

In a study conducted by the University of Chicago, “researchers reminded study participants how most people do in fact successfully improve with a little bit of effort. In this study, the results were exactly opposite: study participants were quicker to notice changes for the better rather than changes for the worse. By priming people with a simple fact about the high probability of successful change, the researchers completely eliminated the negative bias.”

Think about this for a moment.

Simply reminding your stakeholders that successful change is possible, and then shouting their successes from the rooftops can redefine your entire process.

One of the crucial 4 Drivers of Execution we’ve defined is visibility. If you see change happening, communicate what you’re seeing. Create a forum where incremental improvement is shared and celebrated as success. Positive momentum is contagious and that can help executives lead the way in sustaining any strategy you choose to execute.

About AchieveIt

AchieveIt is the platform that large organizations use to get their biggest, most important initiatives out of the boardroom and into reality. Too many great ideas never quite make it across the finish line, because there’s no real way to keep everyone on course and keep everything on track. What does it take to actually guide these initiatives all the way through to completion? You’ve got to:

  1. Get everything in view – so you can see what’s happening with every initiative, at every level, from the enterprise to the individual, in real time.
  2. Get everyone engaged – with an easy-to-use platform that connects your organization from the executive leadership to the project teams, keeping everyone accountable and on the same page.
  3. Get every possible advantage – not only because you have the premier platform in this space, but because you can draw on the experience and best practices of our execution experts.

That’s why everyone from global corporations, to regional healthcare systems, to federal agencies have turned to AchieveIt for their Integrated Plan Management. Let’s actually do this.

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The Planning Fallacy: How to Avoid Becoming a Victim

By Joseph Krause

The Planning Fallacy: How to Avoid Becoming a Victim

When I was putting together the content for the AchieveIt webinar I hosted last week, Are You Working on the Right Initiatives? (watch on demand), I got to thinking more about why most organizations only accomplish a percentage of their initiatives. Yes, the main culprit is lack of a culture with rigor around commitment to execution. But there’s another villain in this story – and that’s optimism.

In the presentation, we referenced the “The Eisenhower Box” to describe how employees lose time to tasks that don’t help accomplish initiatives that move strategic KPIs. This urgent/important matrix helps determine the difference between items that require immediate attention or long-term focus, and items that should be delegated or ignored. Coupled with the danger of white space risk, dedicating time to the non-important items can lead to oversight of necessary plan elements. e.g. A casino distracted with choosing bathroom countertop colors might arrive at opening week before realizing no one ever applied for a liquor license.

Both plan execution antagonists – attention-demanding, non-important tasks and white space risk – have their root in the same problematic soil: The Planning Fallacy. This third productivity hindrance is the downfall of rose-colored glasses. Those of you that see the glass as half full are why the planning fallacy is so deadly to your timelines.

It’s not just the optimists who are at fault. The planning fallacy is also born out of pride, ego, and a belief that your organization is extraordinary. While that may be true in certain circumstances, when it comes to planning, think of your company as just like everybody else.

What is the Planning Fallacy?

The planning fallacy was developed by Daniel Kahneman and Amos Tversky in 1979. They define the concept as, “a tendency to underestimate the time it will take to complete a project while knowing that similar projects have typically taken longer in the past. So it’s a combination of optimistic prediction about a particular case in the face of more general knowledge that would suggest otherwise.”

We’re all planning professionals. We pride ourselves in our ability to build plans. However, when it’s time to forecast timelines and allocate resources, we don’t use the data we have to make the best decisions.

Not one of us is exempt from the data of those who have project managed before us. No matter how hard we stare at the glass to make it half full, ignoring benchmarks will be the detriment to realistic plan execution.

What Does the Planning Fallacy Look Like in Day-to-Day Disguise?

How does the planning fallacy manifest itself in your current role?

Picture this:

You’re given a project. You start to develop your work breakdown structure. As you begin to put in your due dates, a wave of optimism washes over you. You think back to when you completed a similar project recently; it took you 12 weeks. You learned from your mistakes, you now have practice, and it will be quicker this time. You decide to commit to 10 weeks. No processes have changed since your last project roll out, yet somehow, you’re optimistic that things will be different this time.

It’s important to resist the urge played out above. The best, most reliable way to resource your upcoming project is to look at past projects. Let those projects be your guide and don’t be persuaded to move your timelines because “things will be different this time.”

The planning fallacy is out to derail your personal life, too. The Harvard Business Review wrote an article titled, “The Planning Fallacy and the Innovator’s Dilemma.” In the article, the author examines the planning fallacy as it applies to projects around the house. The typical homeowner budgets around $19,000 for a home improvement project, but the actual cost of those projects typically come in around $39,000.

How could this happen?

Most people like to think of the best-case scenario because it usually results in a lower cost outcome.

Here’s the thought process you may be all-too-familiar with:

From my research, I know that adding a deck to my house will likely cost $25,000…but I “know a guy,” and I could definitely shave off $7,500, no problem.

The allure of cost saving causes you to disregard readily available and relatable information.

To combat the planning fallacy, you need to be constantly vigilant in order to keep pesky optimism, ego, and the “but this time it will be different” mentality from creeping into your plan.

Three Tips to Help Avoid Becoming a Planning Fallacy Victim:

1. Use the data from past projects to predict your future project timelines.

Let history be your guide and realize that you typically have a solution to your scheduling problem right in front of you. If you haven’t conducted a project similar to the one you’re planning before, consult industry benchmarks. Find something that can set a precedent, even if the specific project isn’t directly comparable. (e.g. If you’re opening the first-ever Robot Cat Clothing Boutique, research the project timeline for the Hats for Fake House Plants store across the street.)

2. Be a pessimist.

Remember Murphy’s Law: what can go wrong, will go wrong. Your projects won’t run perfectly, even if you have the best intentions. Build your plan accordingly. It’s not to say that negativity will help you accomplish your goals, but approaching planning from a conservative, risk management standpoint will help curb enthusiasm.

3. Ask an unbiased party to gut-check your plan.

It can be difficult to distance yourself from a plan you’re working on. It’s easy to convince yourself that the ideal timeline you’ve created will work out perfectly. Pass your completed timeline off to a co-worker, and don’t campaign for your proposed timeline. Invite them to give open and honest feedback on whether or not they think the timeline is not just feasible, but realistic. Bonus points if you can get the office skeptic to take a pass at it.

Keep Your Plans in Check

A planning process that builds in accountability will help you realize quickly whether or not your plan timeline is realistic.

Remember, you’re not safe from the planning fallacy in your personal life, either. The next time you’re faced with a big life decision, don’t fall into the trap set by “it will be different this time.” Take precautions, do your research, and trust the data of those who have gone before you.

About AchieveIt

AchieveIt is the platform that large organizations use to get their biggest, most important initiatives out of the boardroom and into reality. Too many great ideas never quite make it across the finish line, because there’s no real way to keep everyone on course and keep everything on track. What does it take to actually guide these initiatives all the way through to completion? You’ve got to:

  1. Get everything in view – so you can see what’s happening with every initiative, at every level, from the enterprise to the individual, in real time.
  2. Get everyone engaged – with an easy-to-use platform that connects your organization from the executive leadership to the project teams, keeping everyone accountable and on the same page.
  3. Get every possible advantage – not only because you have the premier platform in this space, but because you can draw on the experience and best practices of our execution experts.

That’s why everyone from global corporations, to regional healthcare systems, to federal agencies have turned to AchieveIt for their Integrated Plan Management. Let’s actually do this.

make-time-for-innovation-leave-the-firefighting-to-the-firefighters-header

Leave the Firefighting to the Firefighters

By Joseph Krause

Making Time for Innovation: Leave the Firefighting to the Firefighters

I had the pleasure of attending the Business Transformation and Operational Excellence conference in chilly Orlando recently. After all the sessions I attended, one particular slide remained lodged in my brain, and has changed the way I think about planning.

This slide outlined how much time western organizations spend on “firefighting” compared to their Japanese counterparts. 3 times as much.

Firefighting, for the uninitiated, involves running around in a panic, solving problems that pop up unexpectedly that require immediate attention, and usually could have been prevented with due diligence. Firefighting can take the form of responding to a frantic email at 2 am because a supplier never showed, or calling a last-minute meeting to address the power outage in the warehouse.

Firefighting is time consuming and extremely exhausting because it doesn’t allow you to get into a consistent rhythm.

That said, the presentation claimed that western organizations spend 40% of their time on operations and 60% of their time on firefighting!

Making Time for Innovation and Strategic Planning

For the strategic planners out there – you’ve noticed that 60% firefighting + 40% operations = 0% left for strategy.

This should be cause for alarm. A fire alarm.

But everyone is left in this Groundhog Day situation, right? Don’t all business leaders wish they had time for innovative initatives, but never get to them?

As it turns out, this presentation also highlighted how Japanese companies spend their time. 20% of time is spent on daily operations, 20% on firefighting, and 60% on continuous improvement / innovation / strategic planning.

Think about that for a moment.

Japanese companies, on average, reduced the time spent firefighting by 40%, enabling space to spend 60% of their time on the most important thing – innovation.

What percentage of your time do you think you spend on firefighting vs. strategic planning / innovation?

Combatting Operational Pressure

I published a blog post recently on operational planning and what you’ll find is that most firefighting is related to operational pressures.

The issue with a laser focus on operations is that you spend all of your time worrying about the problems that impact how your organization functions today, instead of looking ahead to areas of which you’re not currently taking advantage.

While you’re optimizing what you already have, one of your competitors will do their best to out-innovate you.

One analogy used at the conference mentioned that you can only get so much added efficiency out of a horse, but it will never turn into a car. If you spend all of your time trying to make your horse run faster, someone will eventually beat you with their vehicle.

Who Started the Fire?

In order to reduce the amount of time you spend firefighting, you need to better understand the root cause of your problems.

When a house burns down, the fire department does an extensive investigation to better understand why the fire started in the first place. Was it arson? Was it the fuse box? Was it you leaving that frozen pizza in the oven overnight? (Be safe out there, folks!)

You need to take this same approach in your business. Learn from your mistakes to ensure you improve future results. If you’re only taking the time to run from fire to fire, you’re not spending the time you need to actually improve, and evolve past your competition.

What do you plan on doing to reduce the amount of time you spend firefighting? What would you be able to do with an extra 60% capacity in your workload?

One area that might be smoking up into a fire is your reporting. Do you have a way to see trends before they burst into flames? If you’re interested in seeing how AchieveIt can help, watch a product demo video.

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Your Project’s Silent Killer: White Space Risk

By Joseph Krause

What is White Space Risk and How Can You Avoid It?

You’re opening a casino. The project you’re managing culminates in the grand opening of your casino, Quitters Never Win, in just 4 weeks. Your project plan houses all the necessary processes and checklist items to ensure you start and end on time…or so you thought.

In making sure you had all the best slot machines in place – from Wheel of Fortune to Kitty Glitter – you discover that no one ever applied for the liquor license. Upon further research, you discover the process to apply for and receive a license takes six weeks, and you need to shift your entire opening timeline to half a month later (or suffer from a room full of reserved gamblers devoid of liquid luck).

How did this step not end up in your comprehensive project plan?

For you project managers, this scenario is something that sends a chill down your spine. This is what you know as white space risk.

For those of you not as well-acquainted with the frightening phenomenon, white space risk is the scourge of project planning. It will sabotage your best laid plans if you don’t take proper precautions.

But enough drama. Let’s get down to it.

What is White Space Risk?

The Harvard Business Review wrote an article back in 2003 that defines “white space risk” as the chance that some required project activities won’t be identified in advance of the project start, leaving gaps in the project plan.

The article also outlines the differences between “execution risk” – the probable risk that defined activities won’t be completed – and “integration risk” – the likelihood that all the different initiatives won’t form a cohesive outcome.

While you can factor in the statistics for execution and integration risks, the unknown variable is white space risk. How many undefined tasks should you prepare for, and how do you prepare for something you aren’t prepared for?

Like in the casino scenario, the terrifying thing about white space risk is that you think you have everything accounted for ahead of time, but you know there are things that you don’t yet know. Project planning professionals are very familiar with this risk, and have experienced it firsthand. For those of you strategic planners out there, you might think that since you’re not in project management you don’t have to worry about white space risk. Unfortunately, I’m going to have to be the messenger here, and tell you why that’s not the case.

Managing White Space Risk in Strategic Planning

Strategic plan overseers might fall into a false sense of security because strategic plans tend to have longer time horizons and include less detail than project plans. There should be less room for error when you’re talking at a higher level about overarching goals, right?

The brutal reality is that any time you’re dealing with a work breakdown structure, there’s a good chance you can miss a critical step. That missing step is what will kill the momentum of your entire plan.

It’s my belief that that the traditional methods used for creating strategic plans increase white space risk because they’re not graphical enough. If you’re trying to tell what’s going on by looking at a spreadsheet, you’re going to miss gaps.

Cost of Using Excel for Strategic Plan Management

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For example, if you think about why we upgraded from DOS based terminals to graphical user interface (GUI) on our personal computers in the 90s – it’s because the human brain responds better to iconography and images. Most of us are visual learners. If you apply the idea of using a GUI to plan execution, why would you use text-based methods to build your work breakdown structure? I promise there’s a better way.

Solutions for Decreasing White Space Risk

To reduce the opportunity for white space risk to rear its ugly head, we have developed the tree view feature (watch the video) within the AchieveIt platform. The tree view allows you to build your plan as if you used sticky notes on a whiteboard. This method ensures you’re able to see all the connection points within your plan, and allows you greater opportunity to identify missing key steps more often.

If you’re not already using AchieveIt and our tree view, for the time being, here are three steps to take when building and auditing your plans to help you decrease white space risk:

Step 1: Find all of your project plans or strategic plans from the past few years. You’re probably going to have to dig through multiple hard drives and play the version identification game to get the information you need.

Step 2: Conduct a post-mortem on each plan to get a sense of how successful your execution efforts were. Did you miss any critical steps? If so, how many steps were missed? Why do you think they were missed?

Step 3: Identify which tools you used to build out the plans and projects that were missing critical steps. Did you place your plan in a Word Document on your shared drive? Were you using Smartsheet to track your plan in a live spreadsheet?

It’s my suspicion that your answer to number three will be the typical answers I hear which include: Excel, PowerPoint, or MS Project.

Visibility is all-important in identifying gaps early and addressing them proactively. If you can’t see your plan at a 30,000-foot view, you’re going to miss applying for that liquor license, booking that conference hall, or installing that software connector that the entire success of your project wobbles upon, unseen until a critical moment.

By addressing this root cause of white space risk, your organization will be more open to exploring a better way to track and monitor your plan.

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