Why is it so important to create the right conditions for the design to be realised?
Because many people need to work together to get a new or improved service to market it’s important the people involved continue to feel good about doing the work. Those involved need to be clear and in agreement from the start about the opportunity and desired outcome. Investing time in the team’s understanding, comfort and confidence with the direction accelerates time-to-market and reduces the risk of project failure. Importantly, remain alert to shifts in people’s understanding of what’s required of them.
Everybody has to be aligned and motivated by a single to-market process.
One of the global management consultancies estimated that 48% of research and development budget is wasted through a combination of weak market insight (what’s being developed is not what customers want) and delays. A slow time to market or failure to get there at all, limits or eliminates the benefits of investment. For this reason, what’s needed is a to-market approach that’s able to identify a clear marketable proposition, but perhaps even more importantly, one that focuses on the needs and motivations of those involved in making it a success.
Everybody needs to understand the vision and the part they play in it
The Leadership Professor, John P Kotter, wrote in The Harvard Review of Business that forming a ‘guiding coalition’ is an important factor in making significant change happen in organisations. This coalition, he writes, may never need to include the most senior people in the organisation but must include enough people in order that momentum is created for that change. A group of 5 perhaps growing to 20 or 50 in very large organisations will need to be engaged in the vision, and motivated to apply their effort and influence their networks.
People will falter and risk the organisation snapping back into old habits
Radically new ways of working are often required to bring better, more customer-centred propositions to market. This requires innovating both the proposition and the process of creating it, at the same time. Often organisations set-out without recognising this and without ensuring everyone is clear about the implications of trying to do both. Not enough time is spent designing the design process, scoping the work and dependencies or, importantly, negotiating shared ownership and governance of a new approach across functions.
Although the project might begin with an exciting launch and workshop, without the terms of engagement set-out and reiterated, teams and individuals slowly revert back to traditional ways of running meetings, defining requirements and making decisions.
Five questions to check if your project is creating the right conditions to get to market
- Is everybody comfortable that the project is defined correctly?
- Are the right people engaged and are they motivated to commit and sustain effort?
- Is the project purpose clear? Do the messages remain relevant throughout the process?
- Are issues spotted early and course corrections made quickly?
- Are senior sponsors reporting positively about the progress and benefits of the project?
If you’re looking for a new way to scope a to-market project and to build excitement and momentum, we can help.
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