How to Get Where You’re Going, Part 2
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Typically, when an organization wants to make large, dramatic or fundamental changes in the way they operate, and they have trouble or simply can’t do it themselves (due to lack of available personnel, not enough expertise, or whatever), they usually call in a consultant.
Now, I’m going to go out on a limb here (sound of limb cracking ominously) and say that generally speaking, all consulting engagements consist of the same basic steps. It generally doesn’t matter if it’s a financial institution or a manufacturing facility, a new customer service initiative or an improvement in process throughput; they’re all the same.
So what exactly are these mysterious steps? I thought you’d never ask!
Step 1: Visualize the Future
Most consulting gigs begin when a client identifies some condition they’d like to change, typically followed by a vision of where they’d like to be in relation to it. This vision may be prompted by financial considerations, operational issues, or possibly the CEO’s attack of indigestion. (The truth is, there’s almost always room for improvement.) Whatever the case, the client has presumably given it some thought and decided they want to move from one condition to another.
It’s important to note; that future state is likely a bit nebulous at this point. That’s because it hasn’t been completely thought through yet (hence, the need for help). But at least there’s a vision; that’s the starting point.
Step 2: Perform an Assessment
Once the consultant becomes involved, the first thing they usually do is assess where exactly the client is (in relation to where they want to be). In accordance with the vision as it currently stands, the assessment usually consists of a series of interviews with appropriate personnel, along with the collection of pertinent historical data.
This provides that critical point of reference (the “you are here” spot). See, no improvement is possible without knowing where you are first; it’s just the way it is. This is also where specific elements that must be changed get identified. These are usually called Key Progress Indicators (KPI’s), and will be the means of measuring progress later during the implementation.
Step 3: Conduct a Gap Analysis
OK; once the KPI’s are identified, the idea is to define the differences between the future state of each KPI and the current state. That gives you the “gap”. Now the client knows exactly how much improvement is required, and the consultant can build a plan that will (if they did their job correctly), get them there.
It’s important to identify all the KPIs that are pertinent to the expected change; no more and no less.
Step 4: Create an Implementation Plan
The implementation plan is a detailed list of steps required to move every KPI from point A to point B. Unfortunately, this is where most consulting gigs come to a grinding halt (sound of grinding halt). For instance (assuming the plan is a good one), making the change turns out to be bigger than the client thought at first (a not unusual discovery) and they become nervous about expending that much money, time, or resources.
There may also be other factors at play as well; outside influences, uncertainties in the market, etc. Alas, way too many implementation plans end up as a nice set of binders on a shelf somewhere, gathering dust instead of doing what they’re supposed to do: foster improvement.
Step 5: Implement the Plan
Finally, the plan now created gets put into place. A famous quote comes to mind here: “No battle plan survives contact with the enemy.” Although often attributed to Patton or Eisenhower, it was actually Helmuth von Moltke who is first credited with the saying (although I’m sure every commander since time began has had a similar thought!)
In any case, no truer words were ever spoken! The thing to remember about implementation plans is they must be detailed enough for easy execution, but flexible enough for modification when necessary (notice I said when, not if).
Step 6: Monitor and Correct as Needed
Although called a “step” this one is really a continuous action. Once implemented, presumably conditions have improved to match the future envisioned at the beginning and detailed during the project. However, it’s important to keep an eye on things since there are always a few (or many) things that get missed and/or need to be “tweaked” a bit.
Think of it as a “living program” that goes back and constantly compares the KPI’s to make sure the improvement is “permanent”. Eventually, the future state becomes second nature, and then it’s time to start thinking about yet another improvement… and thus, the beat goes on.
C’mon, Make It Personal
You know, what’s really amazing is these steps aren’t just for big corporations; they can be almost universally applied to any growth or improvement, whether you’re dealing with a large organization or (and here is where it really gets good) a single individual (that’s you!)
I know, I know; there’s bound to be a few skeptics out there. And right about now you may be sayin’ to yourself, “OK, Mr. Smarty Pants, can it really be that easy? What if I want to… write a novel? Or learn to fly (an airplane, that is - if you want to learn to fly like Superman, well, you’ll have to check with Jor-El), or otherwise change my life in large, dramatic and/or fundamental ways?”
Well, first of all, please note that I did not say it was easy! Simple - maybe - but in consulting, as in life, execution is everything. Second, I’m here to tell ya; you absolutely can use these steps to accomplish pretty much anything that’s actually, you know, possible. (However, if you want to do something that’s genuinely not possible, it’s like I said: you’re on your own, Bubba!)
About the only prerequisites to move yourself from point A to point B are 1) the desire to make a change, and 2) the motivation you’ll need to stick with it until it’s done.
So how would you implement a major change in your life? How would you translate those steps above into something useful for you? What would you add or change?
(Image credit: A friend of mine dropped this comic on my desk some time ago. It’s from a Dilbert desk calendar, but I have no idea what the date is, although the year appears to be 2003. Or 2005. Or maybe 3002.)
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15 responses so far
Middle Zone Musings is a comfortable place to stop, have a cup of coffee, swap a few stories and share practical ideas for the real world. I don't ask for much, just a bit of your brain every now and then. Have a seat, take a load off, and relax...
Bob, you make the process sound easy, which it is (or should be). Sorting through the details, the tactics, is where experience and expertise come into play. Still, do you see companies getting wrapped around the axle just trying to put a framework in place? I’ve seen it plenty of times.
“… wrapped around the axle…”
Man, what a great descriptive phrase! It really makes a vivid picture of what happens to most of us when we forget to pay attention to the details!
You’re absolutely right about this, though. I my opinion, the biggest problem most organizations (including those numbering, er, one) is, when attempting to act strategically, they let tactical considerations get in the way. Generally speaking, one will usually be at the expense of the other.
Yes, there’s a short-term benefit to tactical thinking - excellent number this quarter, for instance. But almost all strategic benefits won’t pay off in the long run without some short-term cost, and there’s where we tend to get the heebee-jeebees.
Alas, it’s the way we’re conditioned to think, both in business and in our personal lives. That also explains why there has to be a very large bucket of motivation on hand - a clear and highly desirable vision.
I agree wholeheartedly. It takes enormous discipline and the right foundation of knowledge to think and more especially act strategically. I just finished reading an incredible book by Ken Fisher on investing — “The Only Three Questions that Count”. One point he makes again and again is that people fear a loss more than they love a gain. Although he’s talking about investing, I think it explains why small business leaders are unwilling to sacrifice tactical losses for a strategic gain. The sense of urgency in a small business is a hard feeling to shake.
Sorry for my hamfisted use of HTML in my comment above.
Hey, no worries, Brad. I could offer to fix it… but would that make me an enabler?
“Ham-fisted”? All we need are some green eggs and we’re done! (Er, sorry; been reading Dr. Seuss lately.)
You two are so …. male. May I say that?
I completely agree with this path driven vision method, Male or female. The extra layer for me is to imagine it - imagine the success or the goal with every part of me, the smells, the tastes, the sights, the sounds. If the goal is to spend summers writing at a cottage deep in the woods in Michigan…I say to myself — hey self, tell me more about that !! When I do that, I get that queeezy pit in my stomach feeling that tells me not only did I pick a great goal - it resonates in my heart. If I get really sick feeling I know I am pushing my vision. I know that it’s a stretch.
Mother Earth, those are fine sentiments, and so female!
Male or female we should follow our instincts, I agree!
There are two important points missed here:
1. The step where consultants ask everything there is to ask how the company actually works today is missing. You have to educate them on how things work. Sometimes that’s useful. Most of the time it is burning consulting dollars because consultants don’t understand how things work in real companies. Or indicative of how little the current management understands how things work in their own companies…
2. While the above may be commentary, this is the flaw with following this process personally: people don’t know what they don’t know.
It’s easy to say the grand plan is to publish a novel, but when you don’t know all of the things to be done to get the novel published you will never get the gap steps to execute.
In companies this translates into buying the expertise — usually buying another existing business where the work is already done so what you don’t know gets known.
I suppose in personal goals, this would translate into getting a coach, joining a club, or going to a conference to learn about the subject and have some contacts to help with what you don’t know.
But, I don’t think you can unilaterally go from Point A to Point B and know what all the gaps are in the process. You need to work with someone who has been through this before so that you know what you don’t know now.
Howdy, Scott! Whew, great comment! Let’s see if I got what you’re sayin’ here…
1. Thought I mentioned this in the Assessment phase (step 2), but I’ll agree it wasn’t too clear that’s what I meant. I think of this phase as “getting everything there is to get” from the client. Sometimes you have to really “drill down” (or use dynamite!) to find those important nuggets that many clients sortof take for granted - or don’t know. Yet another problem, as you mentioned, is when the consultants don’t understand the client’s business. Not good for anyone.
2. It isn’t just people who don’t know what they don’t know - companies are generally the same way. That’s part of the challenge of designing a good outcome - and why it’s useful to be a bit flexible in setting goals. You’re pretty much guaranteed to discover more, and better, information as you get into the meat of an engagement.
(By the way, the above is precluded on the idea that both consultant and company are honest and upright in their dealings with each other. Alas, there are people out there who are just out to make a buck, and present themselves as experts when they’re, um, not.)
As far as personally - I agree one usually can’t go STRAIGHT from A to B; I’m not sayin’ that. But I do think it’s possible to take things one step at a time, build on what is learned, and eventually reach the goal (if it’s indeed a possible goal, of course). The decision to hire a personal coach, outside consultant or whatever, can hinge as much on the time frame as much as it hinges on experience.
Did I miss something, Scott? Let me know - I like to think I’m still teachable…
And hey, welcome to the Middle Zone, my friend!
Howdy,
Wasn’t all that covered in the movie “Office Space?”
But seriously, why do so many companies fail to make significant change after spending significant bucks on consultants?
I think the answer lies in having to answer to a board of directors and shareholders eyeing immediate returns instead of long-term gains.
By the way, you’ve impressed me to the point you’re now on my blogroll.
-Sam
Great advice (and the Dilbert cartoon didn’t hurt any).
I’m going to give this a stumble.
Howdy, Samuel - and may I say, what a great name!
What you say is so true, and happens far more than anyone likes to admit. Unfortunately the short-term thinking pattern is a hard one to break, especially when it’s built into the culture.
And thanks for the kind words, Sam - and a spot on your roll! I’m honored!
Howdy, Laura! Yeah, that friend claims this strip was about ME - can you believe it? I don’t look anything like that dude. Except for the glasses. And the beard. And the fact that I’m a consultant. And, er, never mind… :-\
a columnist in our local paper once stated, with his tongue in cheek manner ” an expert is anyone who is from out of town”. Most consultants in Louisiana come from out of state…however, though I am not a consultant, I do understand and appreciate the views expressed in middlezonemusings !
very nice and clean points and facts Robert, some addition to the content from my side. sometimes when you are on some theme some destination you need badly first 3-6-12 months seems slow death and you think a hundred times about it daily will you make it?! that moment of desperation really need to be over come or you are done ended up nothing else wasting your time. in that situation you really need to talk to some wise friend of yours who can get your moral back to the top levels.
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