Why your new initiative failed (and how to nail it next time)
There’s a pretty important reason humans have shifted most of the repetitive motions of factory work to robots: unlike robots, humans need variety and intellectual engagement. Work environments that lack stimulation lead to boredom, dissatisfaction, and decreased mental health (all of which factor into productivity).
We humans thrive on challenge, growth, and a sense of accomplishment. So why do so many corporate initiatives that involve doing something new and different fail? Shouldn’t employees be excited about a departure from their day-to-day motions?
If only it were that simple.
The failure of new initiatives isn't just about poor planning or execution (or stick-in-the-mud employees). It often stems from deeper, more systemic issues.
In our experience, there are three big reasons why resolutions to do something new fail:
Oversimplification - confusing a multi-step process with a single one
Overcommitment - taking on too many new multi-step processes at once
Adding vs. Integrating - adding tasks instead of integrating them
Understanding why new initiatives often fail can empower you to contribute more effectively to our collective success.
Oversimplification: The Misunderstanding of Processes
One of the most common mistakes in launching new initiatives is oversimplifying the processes involved. It's tempting to look at a complex problem and think a single, straightforward solution will suffice. However, reality is rarely so accommodating. Most challenges in the business environment are multifaceted and require a series of steps, each with its own set of variables and potential complications.
For example, improving customer satisfaction might seem as simple as launching a new customer service tool. However, this initiative would likely involve multiple steps: researching tools, training staff, integrating the tool with existing systems, and then continuously monitoring its effectiveness and making adjustments. Treating it as a single-step solution disregards the complexity and sets the project up for failure.
How to Avoid Oversimplification:
Acknowledge Complexity: Accept that most worthwhile initiatives are complex and require a multi-step approach.
Plan Thoroughly: Break down the initiative into smaller, manageable tasks with clear objectives and timelines.
Seek Input: Consult with team members at different levels to garner a comprehensive understanding of the initiative's scope.
Overcommitment: The Burden of Too Much
In our enthusiasm to drive change and improvement, we often fall into the trap of overcommitment—taking on too many initiatives simultaneously. This not only stretches our resources thin but also divides our attention to the point where nothing receives the focus it deserves. When teams are overwhelmed with multiple new processes, the quality of execution drops, leading to the failure of not just one but potentially all the initiatives.
How to Avoid Overcommitment:
Prioritize: Not every good idea needs to be executed immediately. Identify the initiatives that are most critical to our goals and focus on them first.
Allocate Resources Wisely: Ensure that each initiative has the necessary resources—people, time, and money—dedicated to it.
Monitor Workloads: Monitor team workloads closely to prevent burnout and ensure that there's enough bandwidth for high-priority projects.
Adding vs. Integrating: The Challenge of Task Management
Finally, a key reason for new initiatives' failure is the tendency to add tasks on top of existing workloads without proper integration into our schedules and processes. This approach not only leads to overwork and stress but also to neglect of these new tasks because they're seen as additional burdens rather than integral parts of our workflows.
Effective integration means aligning new initiatives with current processes so that they complement and enhance each other rather than exist as standalone tasks that disrupt the flow of work. This requires a strategic approach to task management and a willingness to adapt and restructure our work processes to accommodate new initiatives.
Salespeople consistently cite productivity as an issue. How can I sell when my attention is being pulled a hundred different ways by my manager, our VP, enablement, product, marketing, and others? And now I have to learn a new technology. And tomorrow there's a mandatory training on a new product feature launching next month. Now they're telling me we're starting sales training. I only just got a new account list. But my target isn't being adjusted lower to accommodate these demands.
So what happens next? Not ROI.
Time is a zero-sum game. Great leaders fundamentally understand that asking something new of their people includes taking something existing off their plates. This is the difference between genuinely integrating a new activity into our daily lives and bolting something inorganically onto what’s already operating at capacity.
Because when pressure increases—as it always does—the easiest way to relieve some of it is to unbolt and lose the excess.
How to Avoid Adding Without Integrating:
Strategic Planning: When introducing a new initiative, consider how it fits into existing workflows and how those processes might need to adapt.
Training and Support: Provide teams with the training and resources they need to integrate new tasks smoothly into their daily work.
Continuous Evaluation: Review how new initiatives are being integrated regularly and make adjustments as necessary to ensure they enhance, not hinder, productivity.
Hearts and Minds
Successful implementation of new initiatives requires more than a good idea, enthusiasm, and hard work. It demands a strategic approach that recognizes and navigates the complexities of business processes, namely that things are often more complicated and take longer to deliver than imagined and that winning people’s minds is different from convincing them to put their heart into your idea.
Once you’ve clarified your intent, priorities, and processes, the next step is securing the right kind of buy-in. Read more here about who holds the keys to an effective rollout of a new program in the chain of command.
Revenue Forward
Numentum is a buyer experience consultancy that helps B2B organizations go to market faster, bigger, and more effectively without the need for an expensive and time-consuming overhaul of existing processes and systems. We partner with CEOs, CMOs, CROs, and CHROs to develop customized training programs that integrate brand, sales, and marketing to deliver accelerated revenue momentum.
By efficiently focusing on the buyer experience, we advance the skills, information, and interactions sales professionals must deploy to engage with today’s hyper-informed buyers effectively. Our approach aligns sales with marketing to maximize the utility of brand investments, content, and digital channels—dramatically improving pipelines, shortening buying cycles, and increasing conversion rates.
Learn more about our approach with this introduction to the Connected and Empowered Enterprise, and follow us on LinkedIn for more strategies and tactics that drive revenue forward.
