Executing Our Tablet Initiative

By Eric A Denniston, Managing Director, Denner Group International   4-8-2012

Part D –  ACT

Executing our tablet initiative project is now probably a lot easier. We’ve done a lot of hard work up front, used some good practices, and using some proven structures and processes, we have laid out our plan or road map with metrics and milestones that should allow us to make only minor, instead of major, adjustments in deploying our tablets. We will also be much more certain that we are on track to deliver our desired outcome: “Greater value for our customer”.  Our strategies have been translated into budgets and key action items with a clear direction.

Clearly Defined Processes

Our strategies can now be supported by clearly identified people and processes, the technology Cascade of Planningrequired and we are clear how we will cascade the execution of our project throughout the organization. We have determined that either Apple’s iOS, or Windows or Android best fit our company’s needs. We have narrowed our prospective tablets down to size, form factor, ruggedness, battery life, application availability or developer resources.  We know we can develop custom apps and that we can manage auto-updates from our vendors. We are prepared to handle proper usage by the end user.

We have made the decision to provide company-owned units rather than BYOD (bring your own device) in spite of extra expense since we don’t have an work environment that encourages use of the devices for personal activities. However, we also know that the ”other” project of deploying tablets to salespeople may have to be handled differently. We have decided to manage our data through a hybrid process of native apps on the tablet that gets data from a cloud-based solution since we have solid control of our internal wireless network. Therefore, users essentially only need to access a browser; plus we will have the flexibility to more easily switch tablet platforms if necessary.

Training can take place on any computer, anywhere. The competencies required to use, train, support and plan for future needs regarding the tablet deployment project have been identified and all departments affected know how they will incorporate competency development into their plans. Enablers have been identified in the form of external facilitators for meetings and external and internal coaches to support deployment of this new technology paradigm involving the whole organization. This covers usability, security, financial and legal issues.

We know our wireless and internet bandwidths will be up to the task. We know we’ll be replacing the units every two or three years due to new hardware releases but the low uTnit cost to deploy promises a high ROI for the project. PR is working on a program to track the customer experience from the beginning to leverage it for our marketing department.

Improving customer Value

Finally, we are confident that ”our end in mind” of improving the value we deliver to our customer will be met. We have envisioned how our bottom line will be improved as well and as an added bonus, our employee morale is up because all the stakeholders were involved and a new technology is being deployed.

This holistic approach to leading, thinking, planning, and acting with respect to deployment of tablets in the organization is a systems thinking approach. We’ve taken the time up front to cover all the bases, consider the unintended consequences, and involve all key stakeholders in the decision making process. A successful deployment is virtually assured.

This entry was posted in Closing the Gap, Operational Alignment, Strategic Planning, Systems Thinking by Eric Denniston. Bookmark the permalink.

About Eric Denniston

Eric Denniston has proven experience with strategic business planning and financial management systems and processes. Working with non-profit and for-profit organizations, he has worked with leaders on corporate governance, leadership development, business planning, and strategic management challenges. He has also trained sales development and technical teams. His business planning activities include global businesses, resort, hotel and residential development and international healthcare projects. Eric has native fluency in Spanish and English and is also highly fluent in French. He has a masters in international management from Thunderbird School of Global Management in Glendale, AZ.

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