4.2 Present Plan: Go or NoGo
Gain support from management and all involved partiesHow to inform and gain support from Upper-Management and stakeholders
Effect = Quality x Acceptance. Have your plan for change accepted by all participants AND have support of the (upper) management.
- At the end of the analysis week, present the results to all stakeholders:
- What losses did your find? What problems did you identify?
- How much potential improvement is there?
- What is the proposal for the future state?
- What results will you aim for?
- Where do you ask permission for?
- What support do you need from your management?
- How convinced it the team this result is achievable?
- Let ALL stakeholders ask critical questions: Check you did not forget things?
- Where needed add issues to the 100 Days Plan
- Ask permission IN PUBLIC to start implementation by running the 100 Days Plan.
Why Present Plan and What is the role of Management?
- You need a formal GO to execute your plan.
- It is the task of managers to know when to enable change and when to stick to the existing structure. Changing without enough preparation, acceptance and confidence to make it a success, will be expensive and dangerous. It is not your task to inform the mnagement what they need to support but also actively ask for this support. When this support is not given you can not start executing!
the current plan needs support in order to be able to succeed… This presentation is a crucial moment in this journey for change!
| ! | It is the task of the team to give management trust for change. This is why these presentations are so important. Here we synchronize all parties, challenge the quality of the work and gain trust for the changers and confidence for the changed processes. |
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Make sure ALL stakeholders are present/represented during the team presentation! Make sure they ALL understand what is the problem; what are the causes and how you are going to improve the situation! |
Go or No Go?
It is the task of managers to know when to enable change and when to stick to the existing structure. Changing without enough preparation, acceptance and confidence to make it a success, will be expensive and dangerous.
Sticking to the current situation while change is needed can be evenly demotivating and dangerous…
Please take some time to consider how yóu feel about my -maybe somewhat provoking- thoughts here:
Enabling or Inhibiting?
As long as you stick to existing structures, no real change and improvement is possible. The existing structure brought you where you are now. As well in a positive sense as in a negative sense.
With your team, you broke this status quo.
Why stick to existing structures?
You may stick to a structure to become skillful, to learn. This is what ‘kata‘ is about: it is a structure to allow you to practice your principles and to grow. However this assumes the structure is functional and ads a certain amount of value.
When to let go of existing structures?
- As soon as the level of your practice has grown you can start all over: let go the structure and grow into a next level.
- Also if you see the existing structure is dysfunctional, if there is no space to grow, get rid of it.
Always stick to your principles
To keep growing hold tight to your principles. Defining and choosing the right principles is a matter of survival.
Although in the short term there might seem to be some gain, not sticking to basic principles always comes with a serious price.
In Step 5.2 (Let go of old behavior) you will find already some of those principles. However I filled a complete booklet with them: Monozukuri Kata: Principles and Guidelines that can be acquired at Amazon
