The Practitioner View

Abstract

On paper, plans are most often technically “correct”. But a large percentage of implementations fail—due to delay, missed targets or lack of sustainability. The most common pitfall is neglect of the “soft” side of change. All implementation projects imply change, and successful change requires leadership. What separates leaders from managers is the ability to engage and excite stakeholders, to lead by example and to drive the change agenda. In my opinion most people will be part of change if they understand the need for change, have the adequate competences to perform in their new role and have the right incentives. Therefore leaders that are able to communicate the need for change, provide for adequate training and aligned incentives will be most successful. In addition, leaders that engage and motivate their employees through role modelling and personal involvement will not only succeed in implementation – they will thrive.