At the end of each year, most businesses create a plan to navigate through the next. We often put a lot of manpower and time into our strategy in hopes to achieve great gains. We pursue various ways to make our operations more efficient and responsive to our customers' demands. We even develop a roadmap and highlight the route we are going to take to get there. But sometimes, companies fall short when it comes to translating that great strategy into day-to-day success.
When implementing new business processes to pursue your strategy, you first need to make sure you're not holding onto old habits and methods. Using previous metrics while implementing new initiatives is a fine placeholder, but once the new process is in place you should adjust your criteria and accountabilities appropriately. The perfect time to do so is when the preliminary phase has been completed.
It's also extremely important to make sure you're not burdening others when you make the transition. Often times, operational areas find a fantastic new way to do things and they don't consider the impacts outside of themselves. If you create inefficiencies in other areas of your process to acquire your local efficiencies, you will likely not achieve an overall gain.
Not being cognizant of the ripple effect of your changes, might just create a "bottleneck." And unless it is the cold one that you are holding in your hand on the weekend, this is a major process issue. This can be caused if your newfound efficiencies lead to you increasing throughput without understanding connected processes. The last thing you want is to be celebrating your breakthrough while overwhelming the next process because you didn't consider its constraints.
Blitz processes have become widespread in recent years as a means for transformational change. Many people execute the blitz, and then forget to nurture the new method to ensure the change is maintained. Implementing modification without a maintenance plan won't result in improvement. The change will eventually revert back to the way it was unless you are engaged, have a plan, and create metrics to monitor the transformation.
Make sure your strategy's road map also includes a visualization of what everything will look when it is complete, as well as a plan for continued metrics. Once you understand what to scrap with the alteration you'll be on your way to getting the results you desire. But if you try to hold onto old ways you will eventually lose direction and find yourself in an uphill battle to accurately measure success. Even worse, you may also struggle to meet your customers' demands.