Most businesses don’t have a shortage of action plans.
We create them after strategy meetings, improvement projects, management reviews and team discussions. We agree what needs to happen, allocate responsibility and put a completion date against it.
The problem isn’t usually creating the plan.
It’s making sure it happens.
Having worked in continuous improvement for around 30 years, I’ve seen initiatives begin with enormous enthusiasm only to gradually lose momentum. Actions slip, priorities change, people become busy and, before long, another promising initiative has failed to deliver what was originally intended.
For me, one of the biggest causes is a lack of visibility.
Think about how action plans often operate inside an organisation. Engineering has its projects. HR has its priorities. Finance has its actions. Operations has improvement programmes. Individual managers have their…
