Success factor #2? Well, once again, it’s not about the vendor. It’s about you as a client implementing a solution. #2 is your internal governance. We reflected on it briefly in the prior article, but governance is really the definition of vision, the executive sponsorship and the infrastructure on decision making.
Of those 3 factors, the definition of vision is really most important. It will define in part not only your service delivery and your process capabilities, but it greatly impacts your employer brand. As stated in the previous article, if you have not defined vision your implementation is doomed for failure. What is also critical is coordination with your employer brand if you have identified what that is. Everyone has an employer brand, but not everyone knows what it is. If you have been cheap with your total rewards strategy, but decide to roll out large amounts of self service capabilities to automate talent management, have you determined if there are conflicts or synchronization in your employer brand messages?
Executive sponsorship is usually present in these implementation activities, but whether the sponsor actually knows his/er role is questionable. They are the ultimate person responsible for the success or failure ofthe project. The reason is because they should be the person driving the vision behind the implementation. Without strong sponorship connecting the vision to the implementation, you will lose track somewhere during the implementation. For example, when your vision is dependent on the ability of HRIS to create detailed analytics after go-live, but your executive sponsor forgets that vision in favor of not spending $1M on the OLAP reporting tool , you have just failed in your implementaion. Why? Because your executive sponsor did not believe enough or was not vested enough in the vision. Every other part of implementation may be perfect, but in the end, you won’t get the data the way you thought you’d get it and ultimately the executive’s decision support will not be there.
Decision making infrastructure is really the least of the three components as a process. However, it’s linked in with the above 2 puite tightly. If we look at the example of buying a OLAP reporting tool, we’d want to ask how the executive came to the decision and what was the decision framework. Did the executive bother to look at anything besides cost? Did the executive had a decision tree to evaluate the tradeoffs between the reporting tool and the cost? Was an ROI performed? Did the steering committee or project manager go to the executive with a recommendation or business case for a decision one way or the other?
Governance is critical because not only does it define the state of the organization as you go into the implementation, but it continuously defines the implementation’s shape throughout the process. Good governance makes for good implementation execution. Poor decision making and governance just causes regret after the fact.
I’m not going to write about this, but what would the #3 success factor be? It’s vendor partnership. I suppose this includes vendors selection, but it’s really how well the vendor listens to your needs and applies their application to your requirements.