The simple answer is, improper planning. The root cause, however, is a little more complex.
Major changes in our organizations promise some very specific results. We will generate new market share, or penetrate new markets. We will strengthen customer loyalty and retention. We will increase the delivery of our charitable services to a significantly larger percentage of those in need of them. As a foundation, we will ensure the nonprofits we fund obtain the program results they promise when they apply for funding.
In our personal lives, the changes we undertake are often equally significant. We may plan on changing employers, or careers, to provide ourselves and our families a better life. We may choose to relocate for the same reason. We may enter into, or end, a long-term relationship, seeking “happily ever after.”
Whether organizational or personal, the reason these changes all-too-often fail to come to full fruition is that we confuse “installation” with “realization.”
Achieving the types of outcomes that large-scale changes promise is referred to as “realizing the benefits” of the change. It is the promise of realization that underlies the decision to move forward, to invest the necessary resources to make the change happen.
Then, the planning process begins. It may involve organizational design. New technology may be specified, or these days, a move away from local servers to the cloud. New software specs may need to be developed, and training scheduled. Perhaps there are new processes to be established and rolled out.
At the personal level, a similar path is taken; though there may not be a formal “plan,” we call out in our minds (or create a check list) of all the things that need to be put in place.
All too often, this is where we stop…and why our changes don’t deliver on their promises. We plan to install the components of the change, somehow believing that “if we build it, realization will come.”
Planning cannot stop at installation. Nor should you plan to start working toward realization once installation is completed; doing so is more costly, and less likely to yield success.
Plan for realization from the outset. How do you and other leaders in the organization (or, at the personal level, you and others significant to the success of the change) have to think and act differently in order to achieve realization? How are you going to ensure those changes occur? What do you have to put in place to prepare the organization for the disruption that will occur during the transition? How will you effectively communicate both the “what” and the “how” of the change, the experience of the journey, and life in the future once realization is achieved? What is needed to ensure that the change progresses, that risks are surfaced early and mitigated, and that the integrity of the desired intent is maintained? Do you need to change some of the “foundation elements” that under-gird your organization (or personal life)? This might include things like changing compensation plans, how time is allocated, family budgets, etc.
The change journey isn’t done once the new system goes live, the merger is announced, or the honeymoon is over. A lot of work remains before the benefits can be fully realized. Don’t promise realization, and then fail to plan for it. You, and all those who bought into the promise, will be disappointed in the outcome.
What has been your experience with improper planning? What lessons have you learned? Please share them below.