A concept not implemented is worthless
Staff’s reservations and uncertainties might become a considerable obstacle to implementation. New and sweeping changes, such as might be created by a project, are met with mistrust and rejection. This objection is often couched in “rational” reasons why the new solution will not do; for example, by over-estimating and generalizing detail issues. As soon as such an objection is formed, it is almost impossible to create far-reaching acceptance for the innovations, and the optimization fails.
In addition to these obstacles, another problem arises: non-quantified efficiency potentials are only rarely being implemented. This means that it is almost impossible to implement savings, which are linked to individual changes and improvements, if they are not quantified in an acceptable manner. An assessment following the pattern “improvements must generate X% savings” is not sufficient, and quickly leads to a “passive” opposition among the staff.
Planning and executing an implementation (realisation) is the critical factor for all project types, and often underestimated. Especially the effort and the evolving resistance are underestimated many times. At the end of the day, a concept’s worth is that which is being implemented. Along with the actual implementation management, which corresponds to classical project management, it is chiefly the ‘soft’ factors which are decisive for success.