Part VII

PART VII: Implementation

Chapter 11: A Recommendation Isn’t a Strategy Until You Can Execute It

Video: Recommendation & Implementation That Seals the Win: Make It Realistic, Visual & Unforgettable

One of the biggest differences between an interesting idea and a winning case solution is implementation. The judges need to see: How does the organisation make this happen?

The Implementation Framework

•  WHAT?

  • What needs to happen?

  • Break the recommendation into specific actions.

• WHO?
  • Who owns each action?
  • Think beyond the CEO; consider:

    • departments;

    • managers;

    • employees;

    • external partners;

    • consultants;

    • suppliers;

    •  new hires.

•  WHEN?
  • What happens:

    • immediately;

    • next week;

    • next month;

    • next quarter;

    • over the next year?

•  HOW?
  • What resources and capabilities are required?
• RISK
  • What could prevent the plan from succeeding?
• MITIGATION
  • What will you do to reduce that risk?
• KPI
  • How will you know whether it is working?

Implementation Should Be Visual

Whenever possible, show implementation using:

• timelines;
• Gantt charts;
• phased plans;
• critical paths;
• tables;
• ownership structures.

Don’t make the judge read a paragraph explaining the implementation. Show it.

KPIs

KPIs should measure whether the strategy is actually working. Consider both:

• Leading indicators: Signals that tell you what is likely to happen.
• Lagging indicators: Results that tell you what actually happened.

For example:

Leading:

• customer adoption;
• employee training completion;
• conversion rate;
•  implementation milestones.

Lagging:

• revenue;
• profit;
• market share;
•  retention;
• customer satisfaction.

A good implementation plan tells the organisation: What are they doing? | How will they know whether it worked?