Often with companies in our industry the analysis process is rich with data, insights, experience and educated opinions. The gaps identified that need to be closed are all too often broad and vague. The financial benefits identified are often ratio driven and experienced based instead of being linked to specific improvement actions. Clients are left with broad, general scopes of implementation work that are too vague to even know where to begin to start. If you ask many of the traditional consulting firms what specifically needs to get done to make the recommended improvements, the answer may likely be "That will be determined during implementation!"
In our opinion, another major issue with traditional analysis lies in basic change management philosophy. Many change management experts argue that people must be involved in the solution in order for them to support the changes required to make the improvement possible. From our experience and perspective, when you combine a vague analytical result with this basic change management philosophy, organizations end up spending more energy trying to agree on what to do than doing it! Further, valuable resources often get frustrated with the process and disengage. Many initiatives fail for these reasons.
What we have learned over the years is somewhat counterintuitive. We have a unique, analytical, data-driven Implementation Engineering℠ methodology that allows data to become information in microcosms across the business value chain. We have learned that when data is turned into facts, sensitive issues can be discussed rationally versus emotionally. Further, this detailed, factual summary of information and the process an individual uses to assimilate it seems to create emotional support for making the improvements happen! This does not necessarily mean that normal, healthy people will not resist when it comes time to actually change, but it certainly gets the journey off to a more rational start.
In terms of our methodology, Implementation Engineering℠ is a unique approach to determining the gaps from current state to required state of performance and can be applied to any operation, product, or service. We apply a type of value stream analysis combined with deep data analysis to identify the key gaps or areas of improvement in the value stream. We share this factual information with people involved and accountable for each part of the business value stream, get their agreement that improvements can be made, and establish achievable improvement goals and expected benefits. Next, we set implementation priorities based on the overall value stream map constraints as well as ensuring alignment with the strategic objectives of the organization. Lastly, detailed implementation plans are developed with clear roles and responsibilities and associated metrics to ensure the project is implemented and results are attained. We realize this verbal description of our methodology may sound like all the other traditional advice-based consulting firms in the market, but as one recent prospective client said: "I have interviewed over 70 consulting firms and no one does what you do!" We invite you to explore our Implementation Engineering℠ methodology in person to see if you are equally impressed.
Lastly, when Implementation Engineering℠ is linked to , real organizational synergy is created because allows the impact of each improvement project to be visually seen by all organizational levels real-time both operationally and financially. This linkage ensures that results are not only attained but sustained permanently.