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Why Good Plans Go Bad
Turf battles, poor oversight, misplaced objectives and vaguely defined responsibilities derail many transformation initiatives. Switching from a task management mindset to a benefit management framework can get these projects back on track.
Consider the scenario: your organization undertakes an enterprisewide ERP initiative. The plan is meticulously defined; ROI targets and expectations are established. The project progresses smoothly, deadlines are met, milestones achieved. The implementation goes live, to kudos for the project team. Yet despite this “success,” you’re left to wonder if, in fact, any improvement has resulted.
You’re not alone. A majority of operational transformation initiatives fail to deliver anticipated business benefits in terms of increased productivity, enhanced service, lower cost, and reduced cycle times.
Businesses seeking to implement such initiatives confront a series of challenges that traditional management practices are ill-equipped to address. From an organizational perspective, misplaced priorities and objectives, turf battles, and ineffective managerial oversight can derail projects. Moreover, many projects fail to quantify the scope of the opportunity, define the specific actions that should be taken to drive change, or link actions to results achieved on an ongoing basis.
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"Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so." - Douglas Adams |