Duplicate Initiatives – Problem or Opportunity?

It often happens that two or more initiatives are “discovered” to be working on the same thing. So-called scarce resources seem to have been made available, or found, for pure duplication.

How can this be? What can be done about it? It’s bad, right?

Question #1: How can this be?

Most issues facing an organization are multi-faceted. They may have a marketing component, a sales component, an IT component, and so on. If the organization is large enough, and if the pressure to “do something” is strong enough, a project team will be put together to take rapid action. The thing is: this is true not just in department “A,” but department “B” and department “C,” too.

Initiatives

Duplicate initiatives Photo: Darren Bond

Question #2: What can be done about it?

There are reactive (firstly) and proactive (secondly) steps.

Reactively, identify openly that there are duplicate teams working on the same thing. Don’t avoid that. Don’t be concerned about strained relationships and stay quiet.

Find a way either to merge the teams, thus freeing up resources to work on something else, or separate the individual activities and make the project go twice as fast (well, one and a half times as fast) with the same number of people.

Proactively, ensure that your strategy and strategy execution follow some kind of balanced scorecard methodology that includes all areas of the organization in the creation of the plan, and that establishes metrics, targets and initiatives that become part of the monthly status. This prevents redundancy and encourages open, ongoing dialogue on priorities and execution success.

Question #3: It’s bad, right?

Depends on how you look at it.

Yes, it’s unfortunate when any kind of resources are being wasted, but on the other hand, it shows that some kind of issue needed strong attention and there was obviously a clear call to action. The priority must be high on many people’s agenda.

So, when you see duplication, don’t get irate and go on a witch-hunt. Treat it as an opportunity to redeploy resources that were already identified and made available.

The alternative is the all-to-frequent scenario of spending time trying to scrape together resources in the first place.

It’s a nice problem to have.  But don’t let it happen again…

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Budgets: One Quarter Down – Three To Go

Now that we’ve gone past March 31st, which is the end of the first quarter for most organizations, it’s a good time to sit back, take a breath, and think about how the year-to-date tracking is reflecting on your strategy execution success.

Spring

First quarter is over. Photo: Darren Bond

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Opportunities: Clarity of Purpose

Having gone through a strategic planning methodology, a group will produce a list of prioritized initiatives. Hopefully.

From there, one executive champion is named. Hopefully.

From there, a team gets assembled and is tasked with fleshing out the details for execution, but still staying at a high level.

Single Purpose

An initiative should have a single clear purpose. Photo: Darren Bond

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Pay for [What] Performance

The last few years have seen a great deal of interest and scrutiny in compensation. While focused mainly on executive compensation, it has also zeroed in on pay-for-performance more generally as it becomes a more commonly practiced approach. In many companies, it is used for both management and bargaining unit members.

Studies seem both to prove and disprove the effectiveness of the methodology. Financial performance has been shown to be better for those who practice pay-for-performance than for those who don’t. Yet, others have suggested that long-term performance is being sacrificed by chasing short-term profits that may only benefit those at the very top of the organizational structure.

Pay for Performance

Organizations need to decide what to include in pay for performance

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Metrics – Fundamental and Strategic

A lot of time is spent debating metrics. Which is best? Which is most strategic? How many should there be? 

To a large degree, the debating itself takes away from the getting-on-with-it. Many of the arguments are legitimate, but when they result in a stalemate, something’s wrong.

As with strategy itself, the key is in the establishment of the common vision and objectives. And then executing. And executing. And executing.

And knowing that you reserve the right to be wrong.

Metrics

Some metrics are permanent, some perishable

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Take Turns Owning the Budget

If you don’t immediately see the connection between budgets and strategy, it’s probably time to take a turn at being in charge of it.

Strategy and Budgets

Develop your people

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Monthly Meetings – Agenda Management

Now that January is over and the rest of the year is kicking in, it’s worthwhile taking a moment to think about how you stay on top of strategy execution along with regular operations.

Call for agenda items

A common problem occurs when teams get together on a regular basis, usually monthly. The leader asks someone to put out an email asking for agenda items. What comes back is an agenda that is somewhat scattered.

Now, the topics being placed on the agenda are all sound; they represent current priorities as seen by the various members of the team. The problem arises when the urgent items push out the important items. Further, the important items increasingly fade into the background. Then, somewhere down the road, consternation kicks in when special projects aren’t being completed on time.

What to do

Agenda management may sound like the most boring topic on the face of the Earth, but when you think about how much time people spend thinking about time, you start to realize where old-fashioned methodologies such as Roberts Rules and parliamentary procedures came from. Without a bit of structure, there can be lots of talk, but not a lot of action, and not a lot of action on the right things.

Agenda

Recurring Agenda

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It’s the Balance, Stupid

I keep hearing debates about whether organizations should focus primarily on shareholders; or customers; or processes; or people; or something else. They’re pretty animated and pretty opinionated. Which is good, I guess.

I think they’re misguided. Well, put another way: they’re all right and they’re all wrong. The nature of the question is wrong.

All of those elements are necessary to remain a “going concern.”

Balance of Tools

Balance of Tools Photo: John McLachlan

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January Strategy To-Do List

As everyone returns from the holidays, we’re both fresh and forgetful.

Starting the new year

Starting the new year Photo: John McLachlan

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Management by Fact – Like Losing Weight

I’m a believer in “management by fact.” What is it? It is simply the notion that decisions based on some numbers tend to be better than decisions based on gut feel.

Is it always better? Nope. Is it susceptible to bad data? Yup.

Management by fact

Management by fact. Photo: Darren Bond

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