Skip to Content (custom)

From Vision to Action: Igniting the Passion and Imagination of an Organization to Introduce Positive

Publication No
IS31-1
Type
Research & Development Product
Publication Date
Sep 01, 2014
Pages
35
Research Team
IS-31
Order Now
DOCUMENT DETAILS
Abstract
Key Findings
Filters & Tags
Abstract
Continuous improvement is the essential component of long-term success. Whether viewed as innovation, progress, or competitive edge, the introduction of new ideas creates a sustainable advantage for engineering, procurement, and construction (EPC) org
Key Findings

The journey across the vision to action gap requires organizations to take the following seven steps (IS31-1, p. v):

Step 1: Preparing to Cross
  • Cultivate Management Buy-In
  • Develop Vision for Implementation
Step 2: Getting on the Bridge
  • Define Statement of Necessity (Why Implementation is Needed)
  • Establish Metrics for Evaluation of Implementation
Step 3: Starting the Journey
  • Gather Team and Resources
Step 4: Checking the Supports
  • Confirm that Cultural, Managerial, and Technical Support is Available
Step 5: The Main Crossing
  • Ensure Implementation Plan and Roadmap are Defined
Step 6: Addressing the Barriers
  • Identify Possible Barriers to Implementation
  • Evaluate Preparation for Addressing Barriers
Step 7: Exiting to Action
  • Ensure Communication

The key learning from this field of study is that a coordinated plan is essential to undertaking any change effort. Specific models vary, but the underlying message remains constant: have a plan and a realistic timeline with dedicated resources (IS31-1, p. 12).

The main challenge to the vision to action process is that organizations are not monolithic entities, but rather groups of individual “colonies” that collaborate to achieve common goals (IS31-1, p. 2):
  1. Groups within the organization collaborate to achieve common goals.
  2. Cultural and geographic differences between “colonies” challenge implementation.
  3. Communication is necessary within and between organizational groups.
  4. Individuals must cooperate to achieve implementation success.
The respondents to the study clearly expressed their perspectives on the critical roles of senior leadership (IS31-1, p. 16):
  1. Management must visibly support the implementation initiative.
  2. Senior leadership support improves likelihood of success.
Filters & Tags
Knowledge Area
Business and Project Processes
Best Practice
Implementation of CII Research
Project Phase
Feasibility, Concept, Detailed Scope, Detailed Design (Engineering), Procurement, Construction, Commissioning & Startup, Handover & Closeout
Project Function
Project Business Sponsor, Project Management, SBU/Corporate Functions
Industry Group
Light Industrial, Heavy Industrial, Buildings, Infrastructure
Research Topic
Implementation Strategy Committee - From Vision to Action
Keywords
Improvement, Innovation, Implementation, Vision, Champion, Strategic, Initiative, Execution, Leadership, Sponsor, vision to action, Impact tool, IS31

Related Resources

From Vision to Action: Igniting the Passion and Imagination of an Organization to Introduce Positive Change

Publish Date:
May 01, 2016
Publication:
IS31-11
Implementation Strategy Committee - From Vision to Action

The Implementation Process Action Tool

Publish Date:
Sep 01, 2014
Publication:
IS31-2
Implementation Strategy Committee - From Vision to Action

The Vision to Action Hot List

Publish Date:
Sep 01, 2014
Publication:
IS31-3
Implementation Strategy Committee - From Vision to Action

Sign In