Over the years I managed to design a lessons learned methodology where we round up various persons and get them to collectively identify and share lessons. A second step involves prioritizing them and designing an action plan. This activity is less time consuming and allows you to quickly pass into the action part. Following this change in methodology we were able to apply 90% of lessons in comparison to the 25% conversation rate of previous years. Part of the activity consists in identifying metrics and objectives so that we know the expected end result.
Actions can vary. I have found that most end up in modifying or creating processes, but there are other types of actions which can vary in nature. Recently I was involved in a lesson which required modifying the contract which was applied for a specific service. Several items were included in order to reduce the risk of penalties and determining the scope of various services. The best thing you can do is help the organization to translate lessons into organizational practices. I don’t believe in expecting individuals to read lessons or to spend time looking for them. When someone is brought to assist a project he should find the correct framework in order to carry out his tasks. I also suggest conducting regular audits in order to determine if processes are being applied correctly.
It is also important to remember that the task cannot be carried out by the knowledge team alone. Responsibility must fall directly into the business unit and you need other key areas to get involved as well. For example, when we carry out the workshop, representatives from the PMO team are present as well. Facilitators from the business unit are also nominated in order to help steer actions and align discussions. Finally applying lessons requires a joint effort where responsibilities are readily assumed and no one stops until the action plan is completed. What practices have worked for you?
Today’s business landscape is Darwinian! In these times of economic volatility, competitors are moving at lightning speed. They are agile and highly innovative. Their products and services get quickly upgraded, changed or even eliminated through constant continuous improvement initiatives.
Those organizations that identify new opportunities and take quick actions to capture them are the ones surviving. Those who learn to make successful change implementation happen are doing it over and over and they are thriving. In other words, organizations must learn how to change and treat these 4 key change components as their number one mission-critical discipline for change. The winners and losers of today’s global competition are determined by one common factor and that factor is Change.
The most successful organizations and leaders are not fearful about making changes because they are always change ready. They have the skills as well as these main components required to drive and execute any successful change. It’s known that successful change implementation only happens through possessing change management skills and the rudimentary know-how of change implementation. These two things in organizations increase the likelihood of quick innovation and transition success rate by up to 49%.
A change ready organization embraces these cultural norms and displays these characteristics:
- Have a team of change agents, champions and cheer leaders
- Supports employees involvement at all levels
- Engages in constant incremental changes
- Rewards creativity and risk taking
- Allows failure and learns from it
- Promotes collaborations, partnering and team work
- Links the present to the future
- Embraces change
- Celebrate change
The Areopa Group is a worldwide knowledge provider with a very strong reputation in the field of “Intellectual Capital Accounting“ and “Applied Knowledge Management“.Such a reputation is only granted on evidence of exceptional performance in research (more than 40K man-days of R&D …), teaching and professional accomplishments in these fields.
This gave us the opportunity to become member of several high level expert groups within the EC (see also the EC Expert Group Report on IP valuation and the EC Ricardis Report on measures to stimulate the reporting of IC in research-intensive SME’s.