Is it a success or a failure - half empty or half full

Recently, I had the opportunity to learn about a role that required picking up a software rollout from the implementation team. It was characterized to me as a failure because many steps were missed and it had not achieved 100% adoption. So I was reflecting on how to approach this project to move it forward to the next level. But a little background first.

At McKinsey, we were in a constant state of change – new leaders, new mandates, new clients, new priorities – everyone worked on making change happen in some capacity. My work in knowledge management was all about developing new approaches to serving clients and then influencing how 7,000 consultants do business. I developed a very strong understanding of my audience, their needs, their communication styles, and how new approaches would make them smarter and more efficient. I built new knowledge delivery applications and analytical approaches directly in response to problems that needed to be solved. I'm the implementer - a critical team member who makes things happen when others could not. My secret is to build collaborative relationships to accomplish my goals. Changing and improving is all in a day's work and a bit taken for granted.

Now, the project in question had achieved a 25% adoption rate in a 8 month timeframe. This translated into nearly 2,000 people actively using the system after limited communication rollout consisting of 3 emails and a webinar - yet, my discussion partner considered it a failure!  Gosh, the darned thing practically sold itself!

In light of reaching this number of people, I recommended that they rebrand the soft launch as a pilot and put a positive spin on the high adoption level. They could then, develop success stories and include some analysis of the ROI to help build enthusiasm when communicating the value proposition to the next wave of users.

At McKinsey, we have had great success when cells volunteer to join a schedule of implementation waves - they chose the timing that works for them. This allowed the small implementation team to work at a sustainable level and time to integrate learnings from past waves so that they could improve the process each time they began working with a new group. This method engages new users, helps them gain a sense of control and ownership, reduces resistance, and increases the chances of success.

Below is an excerpt from a McKinsey Quarterly article outlining the importance of engaging the frontline and the value of focusing on the aspects that go well, rather than what does not. 

By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities - particularly leadership capabilities - to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. 

Early participants would then become change evangelists to help drive higher adoption levels to future waves. In 18-24 months, I would consider a spectacular success if it achieved the following:

• 90% adoption by happy users
• Quantifiable cost savings and ROI
• Clear understanding of what is preventing the stragglers from converting 
• Change team actively working to satisfy the remaining identified needs

Of course, that’s not the end - there are many sub-phases and steps to get ready for the next push, all of which are tumbling around in my head right now. I can only scratch the surface of ideas I have for rolling out a large-scale change project.  I've been attending some Prosci change management seminars recently and realize that this only scratches the surface of a strong structured change management project plan.

These types of projects are so much fun - they have so many moving parts - never a dull moment.