According to the 2005 Global Project Management Survey, 58% of projects fail to deliver the benefits as set out in the business case.
All processes have the ability to look great on paper, however they are only worthwhile when they are consistently used. Implementation is the “diamond in the rough” for most companies. Often great processes have been designed and trained, but for some reason field teams are unable to successfully use the process as it was designed. Haploos specializes in its ability to successfully implement business processes where persistent and difficult work cultures exist and where, perhaps, others have failed.
Our simple four phase Implementation Methodology has proven to be effective in providing lasting, sustainable change. We utilize your SMEs to drive the change with the support of Haploos. Change must come from within your organization, not pushed in from the outside.
A corporate support group develops a process, procedure, tool, technology at HQ. HQ personnel implement the changes either through “E-Learning” or by spending a short amount of time training managers at different levels how easy life will be when they use the new item. This is also known in the field as the “binder and box of doughnuts” approach. More often than not, this approach creates a cultural clash. The field views HQ as out of touch with reality, while HQ views the field as not wanting to adopt new processes.
The idea: hire a large number of consultants to go to the field for the company and have them tell the entire company how to do whatever it is you want them to do and results will ensue. For the most part, the results are achieved in the short term. However the results are rarely sustainable. As soon as the driving force for the change leaves, the change dies.
Haploos brings in a small number of implementation specialists who work directly with frontline leaders to drive the change. This aligns perfectly with the organization's desire to develop internal capacity. Major challenges internal to each client remain, but this method has proven far more successful than any other approach. Ownership is the key factor. The client owns the development, implementation and sustainment of the new process, not Haploos.
This approach does not produce immediate results. Culture change is never achieved overnight. The results are somewhat organic and have to grow internally over time. This means that we will see the process successfully implemented, but value from this process will take time to develop.
Each leader involved must be grounded in the upcoming change, buy into the change, and be willing and able to drive change down to their team members. Each team member must be trained using proven training methods. They need to be involved in both the training development and the on-site training. Each leader must be able coach his or her team members through strong and competent communication skills. This will enable his or her team members to buy-in to the change and see the value in it. Following the implementation, sustainment activities ensure the change lasts when Haploos leaves. Haploos doesn't transfer ownership to the client because Haploos never had it. Throughout the entire implementation, each leader takes an active role in ensuring the success of the project and takes full ownership for its success.print