2. Simulation Results
We achieved considerable success
after 120 days
Accepted:
10
Trying:
9
Interested:
4
Aware:
1
From 22 managers, we have 10
“accepted”, and 9 “trying”. Most of
the 9 trying are very close to
“accepted”.
6. Implementation Strategy
Worked from
diagnostic actions to
actions to support
appraisal/trial
Tried to make everyone
aware first
Utilized many strategic
face to face meetings to
gain interest and
approval
Used enthusiastic and
influential individuals
to help convince others
Face to face meetings,
pilot tests, workshops,
staff meetings, and
management training
most effective
7. Key Lessons Learned
•
Passive forms of communication are not as effective as personal
interactions
•
Important to learn about individuals prior to attempting to convince
them
•
•
Personal relationships are very important
Top-down approach was effective, but CEO’s direct reports needed to be
convinced first
•
Focus on innovators, early adopters, and early majority – the rest will
eventually follow
•
Time consuming actions – need time between implementation
9. Implications & Risks
Idea
Personal Risk
Successful
implementation
Innovation
Business Risk
•Loss of respect
•Lost revenue
•Fewer opportunities
•Decreased market share
•Decreased confidence
•Missed opportunities
10. Summary
•
•
•
Implementation strategy is key
Characterize the impacted individuals
Understand personal and business risks
Implementation planning is just as
important as developing the innovative idea
Notas do Editor
In this project, our team took on the difficult task of implementing EIS at Teleswitches. We had 120 days to change the attitude of the managers towards EIS.At the end of the scenario, we achieved considerable success by converting 10 of the top managers, including the CEO, to “Accepted” status. Overall, 19 of the 22 managers were in “accepted” or “trying” state.
There were many factors that contribute to success or failure of an action. Not all of them were within our control.Trust – Most of the managers did not trust us at first. It had to be earned over time.Timing – Some of the managers travel, or were very busy. Meeting with them was hit or miss. Timing is outside of our control.Personality – Personalities vary greatly. Some were forthcoming, while others were reserved. Some were very excited to try new things, while others like status quo. We had to learn about each manager and decide who would be a better fit for next action.Work Network Influence – Task force members, and members of the same department, can influence each other’s viewpoints. We observed that when interest level for a key influencer rise, it would raise the interest level of the entire department or team.Informal Network Influence – This works similarly as work network. Utilizing both informal networks gave us the opportunity to influence other departments.
Both formal and informal networks were extremely important to the simulation. As we can see here, the person with lowest interest level does not belong to any network.
Diagnostic actions – task forces, coffee breaks, networks, personal profiles, process teamsAwareness building actions – internal magazine, electronic mail, face-to-face meetings, memorandumInterest – building actions – seek advice, face-to-face meetings, management training, workshops, staff meeting discussion, questionnaire, external speakerActions to support appraisal/trial – directors meeting, face-to-face meetings, pilot test, dinner eventActions that we thought would not be effective – directive, covert lobbying
Worked down the line from diagnostic actions to actions to support appraisal/trial in orderWorked to make everyone aware prior to moving to the next set of actionsAttempted to build as much interest as possible using the enthusiastic and influential individuals to convince others that the EIS implementation was a good ideaUtilized many strategic face to face meetings to gain interest and approval We found face to face meetings, pilot tests, workshops, staff meetings, and management training most effective
Passive forms of communication are not as effective as personal interactionsImportant to learn about individuals prior to attempting to convince them to adopt your ideaPersonal relationships are very important – important to utilize formal and informal networks to convince peopleTop-down approach was effective, but CEO’s direct reports needed to be convinced before the CEO was convincedFocus on innovators, early adopters, and early majority – the rest will eventually followTime consuming actions – need to take time between implementing them because the business still needs to run while you are trying to implement this innovation.
Ensure an implementation strategy is developed for an innovationPlan actions for each stage: awareness, interest, trial & adoptionSpend time to understand where each person falls on the diffusion of innovation modelUnderstand who the big influencers are in the organization and leverage their ability
Risk with Disruptive Innovation
Every innovation project must have an implementation strategy (must not underestimate)There will always be resistance to change – need to understand the personalities and connections between individualsAll innovation plans have personal and business risks associated with them – need to incorporate mitigation plans
