We have all been asked, how do you change the airplane engine mid-flight?
The answer is almost always: “With a great deal of difficulty”!
Replacing current products, services, processes, or operations with new ones, while continuing to conduct business, and meet customer demands and obligations is no easy task. But it can, and must be done. The alternative is simply business failure!
Here are the 10 (not so easy) steps I have taken in the past to replace the engine:
1- First, and before all else, Sharpen The Saw. You must thoroughly analyze the current state, and identify all deficiencies, inefficiencies, and conflicts. I can’t over emphasize enough the need for crisp understanding of the current state, and the exact need to change, including a clear understanding of strategic imperative, and operational needs.
2- Armed with your analysis from step 1, work on the architecture and design of the solution(s), and ensure alignment with the strategies, financial, and operational goals of all stakeholders.
3- Architecture and design may direct you to two possible directions (or a combination thereof). One possible direction could be a green field approach, where an entirely new ‘system’ is created, while the old system remains operational until a new one is ready. If this is the case, congratulations, you need not read any further!
4- However, like most organizations, step 3 is hardly feasible. If this is the case, you must begin a process of detailed design and analysis of a piece-wise replacement of processes, products, or operations ‘in-situ’. This step also includes the selection of technology platforms (if applicable), resources, financials, and change management strategy.
5- Ensure that solutions and designs are aligned with strategy(s), financial and operational goals… Not an easy task, but it must be done methodically and systemically, and not just by Power Point slides. There are mapping tools and techniques that can assist you with this step.
6- Create a clear road map and an implementation plan based on previous steps. It is important to note that small wins and proving that the proposed solution will work is an important part of maintaining credibility and trust. It is like building up a credibility ‘savings account’ for when the time comes when you will need to spend it (and the time WILL come). Be transparent and share both gain and pain with all stakeholders.
7- Create a self-correcting process for ensuring that plans stay on target. Many corrections will be needed, and project plans will deviate many times from original designs.
8- Once a quarter (I like to break the year into 4 quarters-worth for several reasons, fiscal is a primary one) ask these two questions: 1) Are we doing things right? This your continuous improvement exercise. 2) Are we doing the right things? This is your strategy and operational alignment mapping.
9- Knowing that initiatives of this nature never really ‘end’, you need to create lines in the sand … some road markers to indicate when done is done from the ‘customer’ perspective… You must let your customer define these markers upfront
10- Celebrate small and big wins. No, I am not talking about just calling in for pizza, cake or drinks. Celebrating means acknowledging and rewarding people who are the reasons for success, and correcting others who stand in the way.
Enjoy the flight!