2. Failing to Deliver Early,
Tangible Results
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Some would say that the half-life of a major Maintenance change project
is six months; that is, if you are not showing tangible benefits in six
months, expect support to halve, and the barriers to double. On the whole,
we endorse this view. The worst thing you can do is design a change program
that requires a major up-front investment, but offers no evidence of improved
performance until a "big bang" implementation is finally put into place.
It is vital to come up with a series of short-term, demonstrable wins. Publicize
those wins at the time that they happen, to build momentum and
support. |
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This need for quick results is important if for no other reason than to
keep hope alive. The discomfort of change eventually reaches everyone,
and as it does, you can expect resistance to increase. Unless tangible
benefits can be demonstrated early, you can expect that even those who
started the project as enthusiastic supporters can become skeptical, even
cynical, about whether the changes can, or even should be achieved. |
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