A Marketplace of Ideas

Jeffrey Pfeffer and Robert Sutton wrote about the Knowing-Doing Gap 11 years ago. Invaluable concept for explaining why the business world is full of companies with great ideas, yet they never get their plans implemented.

So what drives implementation? And what enables us to leap the Gap after Knowing-Doing—that between Doing and Being—when Doing becomes an unconscious skill and part of the organization’s DNA.

I’ve identified five drivers in helping my clients leap those gaps—perhaps none earth-shattering, but each plan-shattering if not honored.

1. Get the Right People at the Table. If you want a plan to be implemented, make sure that those who must implement are part of the planning process. There’s no quicker way to kill a plan than to hand it to someone to implement who has had no input or buy-in to the plan.
2. Prioritize and Mobilize. Assign Champions and Sponsors for the initiatives and provide them with the appropriate resources for implementation. Choose a short list of doable tasks for early wins and momentum.
3. Report Progress. Report regularly using the metrics agreed upon in the plan. Provide a reporting structure that reaches the right people the appropriate number of times in a variety of ways to keep them engaged in the plan. Make sure to celebrate success.
4. Continuous Improvement. Within the governance structure, also include a time and place for problem solving to help get people unstuck. Remember, even the best plan is organic—circumstances change, often growing more complex—so continuous improvement is a critical step.
5. The Communications Loop. One of the biggest threats to implementation is a lack of communication. Motivation to implement in anonymity or a vacuum can be weak at best. By keeping all stakeholders informed and engaged, you treat the plan with the importance it requires. Good communications techniques can give energy and momentum to motivate plan implementation.

Done consistently, these five implementation drivers eventually becomes, “the way we do it around here.” From Knowing to Doing To Being.

What other strategies do you have for driving implementation?