The Secret to Hitting the Curve
From Simon’s perspective, the secret as to why his team hit these “curve balls” is simple: they listened.
“I hate when implementation teams try to do ‘grand reveals,’” Simon explained. “You hear nothing from your implementers and never have the chance to show them what they’re getting wrong. Then when you see the ‘grand reveal,’ it might not be right for you at all”.
By contrast, the EBM team prioritized open, collaborative communication: “We wanted the Louisiana team to see the product the entire way through,” Simon said, “that way, when we got to the end, we’d know there aren’t any surprises.”
To achieve this communication, Simon’s team actively worked with the Louisiana team as closely as possible.
“We were in constant communication,” Simon explained, “We set up a weekly status meeting where Gary and his team could ask questions, see the direction we were going and let us know exactly what they needed.”
Constant collaboration between the teams also helped Simon account for potential roadblocks before his team were forced to confront them, ensuring implementation could continue without disrupting business functions.
“At one point, we had to pause implementation so the Louisiana Fish Fry team could complete year-end budgeting,” Simon explained, “But because we had such a responsive relationship, it wasn’t a problem. Our Technology team kept setting everything up while we waited.”
Louisiana’s team was empowered to learn at their own pace. Their feeling of ownership over the process led to higher confidence and a much better buy-in – which also led to much better retention and much more effective implementation.
“Never once did we feel like we were being pushed too much or too hard, but we also never felt like things were stalling,” Galeziewski said. “My whole team appreciated the pace that they took us through.”