In over 90% of our company’s engagements, performance improvement occurs at the interface of people, business process, and execution – with 58% of program barriers attributed to the difficulty in changing behaviours and leadership capability (KPMG 2010). In organizations today, the human factor has emerged as the biggest cause for the failure of change and performance improvement initiatives (Gilley et al, 2009).
Fiscally, the impact of failed performance improvement programs is even more concerning. Over 60% of strategic projects fail to meet their time, budget, or quality goals (IBM 2008), and 17% of large scale projects go so badly they threaten the very existence of the company (Oxford 2012). Billions of dollars are spent on transformational change programs, operational excellence initiatives, training programs, and big IT investments, and not towards the ROI and program benefits as originally planned.
The Engine Room’s approach involves accelerating the implementation of behavioural practices and competencies in a manner that is digestible, understood, owned, and executed by local management, ensuring the tools are applied to each business unit’s unique situation. We take a blended learning approach consisting of training, coaching, and experiential implementation. This ensures processes and behaviours are anchored, and yields productivity increases four times the level achieved by a one-dimensional approach, such as training alone. Our solutions are successful because we work with all the employees, managers, and executives in alignment and in a position to influence the true root cause of performance issues throughout the implementation process. (We don’t write a report and leave.) The Implementation and Execution phase typically includes:
Successful Implementations and Execution require well-designed action plans, with everyone, from frontline employees to support groups to executives, operating effectively in their respective roles. This anchors communication, role clarity, responsibility, and ownership of operational performance. However, The Engine Room pays particular attention to the bottom line impact to ensure: