tailieunhanh - Guide to Managing creativity and innovation_4

Một cuộc khảo sát được tiến hành vào giữa những năm 1980 đã xác định bảy vấn đề thực hiện xảy ra trong ít nhất 60% của 93 công ty thăm dò ý kiến : 1 1. Thực hiện mất nhiều thời gian hơn so với ban đầu được phân bổ | Once people are convinced that change is necessary and that the change vision is the right one it s time to move forward with implementation. Implementation rarely proceeds smoothly. Once people get into the nitty-gritty of implementing their change initiative they discover that there is no tidy step-by-step march to the envisioned future. Mistakes are made. External factors upset schedules. Key people quit or are transferred. Different groups forget to communicate with each other. A survey conducted in the mid-1980s identified seven implementation problems that occurred in at least 60 percent of the ninety-three firms polled 1 1. Implementation took more time than originally allocated 76 percent . 2. Major problems surfaced during implementation that had not been identified beforehand 74 percent . 3. Coordination of implementation activities for example task forces or committees was not effective enough 66 percent . 4. Competing activities and crises distracted attention from implementing this strategic decision 64 percent . 5. Capabilities skill and abilities of employees involved with the implementation were not sufficient 63 percent . 6. Training and instruction given to lower-level employees were not adequate 62 percent . Implementation 53 7. Uncontrollable factors in the external environment had an adverse impact on implementation 60 percent . Other implementation problems include insufficient support for change or unclear goals. Although implementation can be a tricky and unpredictable challenge you can improve the odds of success if you enlist the support and involvement of key people craft a solid plan support the plan with consistent behaviors develop enabling structures celebrate milestone successes and communicate relentlessly. Enlist the Support and Involvement of Key People Your implementation will go more smoothly if it has the backing and involvement of key people and not just the CEO and his or her court. It is also critical to enlist managers and