Introduction
I have been asked to write about effective implementation by management in corporates hence this article. Some managers are very good at implementing yet others are so bad at it.
Effects of lack of implementation
It is common sense that if nothing is implemented nothing changes. It does not matter how brilliant your ideas might be. If they are not tried through implementation nothing changes.
If company plans or decisions are not implemented the intended results will not be achieved. In fact businesses will struggle. They will lose ground to competitors.
At the beginning of the year most companies come up with strategic plans and annual budgets. They would have been crafted by management and presented to the board of directors for approval. Hopes will be very high, management believing they can fly. As the year progresses the strategic pans and budgets may be disregarded by some managers who then default to what they are comfortable with. Even as monthly and quarterly management reports are produced focus will be more on justifying negative variances. Such variances may be attributed to several factors such as the economic environment, lack of funding, competition, etc. Yes, the operating environment also has a bearing on business but management rarely, if at all, concedes that lack of implementation can be the biggest hurdle.
Slow rate of implementation
There are many reasons why some members of management are slow in implementing decisions or plans. Some of them are summarised below.
- An inherent culture of not implementing things. There are people who simply do not implement things. In meetings they will always say “we will”. They never say “we have” because they have not done anything. It’s a culture.
- No drive for results. Despite there being approved strategic plans or budgets some managers are simply not driven by the desire for results.
- There is also a thinking that some managers do just enough to ensure the company is able to pay salaries and benefits as well as some overheads. I am reminded of one board I used to chair. The Chief Executive Officer used to engage me on most staff issues and occasionally on business issues. One day I conveyed my frustrations to him and that was the turning point.
- No extraction of “to do” things and no follow up by the CEO or Managing Director.
- Lack of skill and character. Some young managers genuinely lack experience and guidance unless they meet a good mentor along the way. Due to financial constraints some corporates do not send their managers for training and development. Reality is that degrees including MBAs, do not necessarily translate to skill and character. The right experience gives someone skills. On the job training, mentorship and other programmes may also shape one’s character if the person is capable of being trained. Personal attributes define one’s character. For example one can be strong, aggressive, determined, results oriented whereas another, with the same degree qualifications, could be a quitter, a cry baby or even lazy.
- No performance management system. A performance management system gives clarity of direction, set targets and measures performances and takes corrective action.
- Long meetings leave managers with little time to implement.
- A Chinese friend once said to me some local managers simply delay implementing things saying they will do so tomorrow or at some point in future. He said he cannot understand “what is so special about tomorrow and not today”. He also said some managers do not want to work beyond 5pm or during weekends.
- “Side hustles”. During the day it is very much possible for some managers to sneak out to do their personal business. They come to work late or leave early thereby costing the company implementation time.
Entrepreneurs versus managers
It is opined that there are differences between entrepreneurs and managers as regards implementation. If you are a businessperson or you are paid on commission nothing is assured. Some say you “eat what you kill”. There is no assured salary or benefits. This is why many entrepreneurs are aggressive, they quickly move in if there is an opportunity because they know another person is looking for the same opportunity. You snooze you lose.
Safeguards to ensure implementation
- Promote a culture of implementation or performance.
- Implement a performance management system
- Hire people with the necessary skills and personal attributes.
- Promote training and development especially as managers are promoted into senior positions.
- Avail approved strategic plans and annual budgets. Uphold them.
- Extract “to do” things from meeting and implement right away.
- Avoid long meetings. Instead encourage implementation of decisions made in meetings.
- Ask management to prepare regular performance reports such as departmental reports, management accounts. Hold meetings to formally review performance based on those reports.
- Set strict rules on “side hassles” and to balance that time with employment time.
- During board meeting demand performance on outstanding issues or matter arising.
- Reward performer and punish non – performers.
Conclusion
Some managers perform very well yet other do not. Those not performing need to be managed so that businesses do not suffer. The factors explained above may affect the rate of implementation by management and therefore performance by a business.
Disclaimer
This simplified article is for general information purposes only and does not constitute the writer’s professional advice.
Profile
Godknows (GK) Hofisi, LLB(UNISA), B.Acc(UZ), Hons B.Compt (UNISA), CA(Z), MBA(EBS, Heriot- Watt, UK) is the Managing Partner of Hofisi & Partners Commercial Attorneys, chartered accountant, insolvency practitioner, registered tax accountant and advises on deal and transactions. He has extensive experience from industry and commerce and is a former World Bank staffer in the Resource Management Unit. He writes in his personal capacity. He can be contacted on +263 772 246 900 or gohofisi@gmail.com
