Step 7: Managing through the rough spots
When we try something new in our personal lives we don’t expect to be great at it right away. In fact sometimes the failures along the way are part of the joy of learning. But in business we sometimes feel any setbacks or mistakes are ‘failures’ to be shunned or even attacked by detractors or skeptics. The reality is that new things --especially big new things that can really change a business-- are hard and will have rough spots along the way. Managing those effectively is often the key to success. For manufacturing teams that are not used to rolling out new technologies and software solutions there will definitely be a learning curve and some tough moments, so be ready and embrace them.
Make failure a part of success.
It might sound counterintuitive but the rough spots in rolling out a new technology or process are actually signs of progress. Something got changed or broken but that’s only because you’re pushing forward. Set expectations with the team and all adjacent stakeholders that those issues will occur so nobody is surprised. Quiz your solution provider on what are the most likely issues people encounter in the rollout and actually highlight those ahead of time as possibilities. (And if the vendor says there are no issues, start to worry about their trustworthiness or expertise).
Face the issues head on.
Sometimes we want to sweep the issues under the rug, concerned that showing any bumps in the road will cause people to lose confidence. But in reality communicating them clearly, along with an action plan to remediate, is how you build trust within the team and with the executives or others who might be paying attention. But don’t stop there- make sure to let everyone know when the issue is resolved and progress is continuing. That process of identifying the issue, communicating the plan and showing success builds confidence and trust at every level.
Build a broad team to address the issues.
Make sure your vendor is committed to regular reviews of progress or issues. Make sure you have access to their best experts when you need them. Before you buy, ask them for a few references who might be willing to also talk about how they achieved success and the issues they faced, and see if they’ll be mentors along the way for you. Enlist all the best experts in your own company to help on the issues that might be outside your direct areas of expertise. Your role is to ensure the company is successful with the new technology, not to feel you need to do it all yourself.
Document the issues and how you addressed them
This will help as you scale the solution to new plants or business units. There is not reason other teams will need to live through those same challenges if you can help them anticipate and avoid them.
Comments
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I think most would agree that success doesn't just happen. It requires a path were obstacles and impedances (where seen and identifed) have been cleared or minimized and where danger/failue zones are identified proactively. Even with these best efforts, it's likely that something will need to be adjusted or fixed in order for progress to continue. Being able to anticipate the form and nature of these failures many times is an art unless you've lived through these before and they've been documented and shared via robust institutional knowledge management systems (right!) - OK, most cased doomed to repeating…
Brian's comment on building a broad team speaks volumes. Too often this is thought of as internal only as most organizations don't want anyone from the outside judging their processes. Having sources from the outside that has lived what you are going through enables a dialog where clear differences can be understood and alternative solutions or workarounds may be collectively identified and deployed to assure progress stays on track. The most difficult path to success is finding your own way off a deserted island.
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