by Dr Neil Miller,
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on the net: http://www.taskey.com
UNITED STATES, Feb 14 — A strategy has two broad types of actions: the core actions that are an integral part of the strategy and enabling actions that are only required during implementation. Enabling actions include meetings, phone calls, emails, face to face coordination, creating personal lists so core actions are not forgotten, feedback so people involved know what is happening, and reporting.
When implementing a strategy many of the people involved are usually doing other tasks.
Most importantly, users know what is happening, what they have done, and what they need to do
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strategy has two broad types of actions: the core actions that are an integral part of the strategy and enabling actions that are only required during implementation. Enabling actions include meetings, phone calls, emails, face to face coordination, creating personal lists so core actions are not forgotten, feedback so people involved know what is happening, and reporting.
When implementing a strategy many of the people involved are usually doing other tasks. Consequently the time and effort they can devote to the strategy has to fit in with everything else.
So strategy implementers face a dilemma. The people who need to adopt the strategy cannot afford the time required to coordinate it, but they are the ones who need to adopt and sustain the strategy.
One way to overcome this shortage of time is to outsource enabling actions. They can’t all be outsourced, because the people doing the core actions still need to do some coordination. A common way to outsource enabling actions is to set up a separate implementation team to coordinate the introduction of the strategy.
The use of external people (such as consultants or project managers) to drive and coordinate the strategy is a common practice. However the downside is a high risk of the adoption of the strategy taking longer or not being sustained, because many of the issues that are important to individuals are not addressed.
Outsourcing core actions is usually not appropriate, because people in the workplace need to adopt and sustain the strategy. It may be appropriate to outsource core actions to fill knowledge and skill gaps. However knowledge and skills should be transferred to existing people, so a longer term dependency doesn’t arise.
Usually there are costs associated with employing external people to enable the strategy. In many cases, these costs are relatively high for managing simple implementation processes to get enabling actions done. Using internal staff to do enabling actions is also costly, because it takes time away from core actions.
TASKey has developed and validated a solution that allows the people doing the core actions to also easily handle enabling actions. Web and mobile software is used to facilitate many enabling actions, so external support can be limited to filling in gaps in core knowledge and skills.
The greatest benefit is that core and enabling actions are explicit and integrated, so little training is required, and less time is wasted. Both core and enabling actions from plans and meetings are automatically sorted into personal To Do lists. Completed actions (ToDo’s) trigger feedback to relevant people and update progress for all users.
Core and enabling actions can be accessed from anywhere at any time. This allows people to focus on, and complete, core actions in a way that better matches their work practices and adoption requirements. Attending a lot of meetings to brief external people is no longer needed, and interruptions are fewer.
Most importantly, users know what is happening, what they have done, and what they need to do. Because they have a record of what they actually did, they can create templates to make implementing the next strategy even easier.
Communicate directly with Dr Neil Miller, the author of this article. Ask questions, send suggestions, comments, engage in conversation, or perhaps you would like to submit a project.
Click Here to ask a question, send a comment, or proposal.
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