Buying the Bike vs. Using the Bike

Like many other overweight Americans seeking a weight loss solution, I invested in a Peloton bike. Interesting choice of words: “invested.” While there are certainly differences of opinion, I think Peloton has an amazing product that is well-crafted and sound. Additionally, there is a cavalcade of add-on features (read: more money), to enhance the rider’s experience.

Now for the punch line. Like so many who have purchased this product or any other expensive device for the home, it has become a glorified coat rack in my bedroom. Theoretically, if one looks at the investment alone, my extra pounds should just fall off, as if through some sort of “bike osmosis” or simply intimidation of a price tag.

Jokes aside, there are also many organizations that spend countless hours in consternation about large-scale capital purchases within their organization. Currently, there is no shortage of outstanding technological solutions that help in cost management, estimating, document control, etc. Similarly, these are not inexpensive solutions. 

It is not to say that they are not worth the return on their investment (ROI), but for many firms, that ROI is never achieved. Just as I would be better served by throwing on a pair of sneakers and walking around the block, firms could just as easily roll out a firmwide spreadsheet to manage costs and save themselves the agonizing financial gut punch that comes with some new software or application. So in this day and age, are we advocating for a return to being a firm of neophytes? Certainly not. However, ROI is only achieve through process adoption, process vetting and long-term accountability.

Process Adoption

Would I like to be able to cycle like my neighbor who does 50 miles in a pop? Not really. However, it would be nice and probably help with the aforementioned condition. That being said, it proves the point that there is never a single process that should govern every individual. Firms are similar. What works for one firm may not be applicable for another. The more important theme should be around codifying the process internally and capturing those specific nuances that are exclusive to the firm. For instance, consider the following:

• Assignment of responsibilities — Determine who should take out the work order, who should generate the purchase orders, who should handle the site logistics, who should take point on a punch list, who should be the customer’s point of contact post construction, etc.
• Timeliness of responsibilities — Outline the expectation for a process step (Ex: No later than a week, etc.). Define the expectation around escalation (Ex: If you don’t hear from a customer in a week, contact your supervisor, etc.).
• Predecessors — This is normally discussed when referring to a project schedule, but a firm’s process should identify all the relevant items that precede a critical milestone. For instance, what should happen before a kickoff meeting to ensure it is successful? What should happen before a look-ahead plan is turned in?

Process Vetting

Everyone should exercise, but running a marathon probably isn’t happening for me. I recall a line from the “Lord of the Rings” series where Gimli said that dwarves are good over short distances. While I am neither a dwarf nor a runner, the right exercise for me is out there. What better way to investigate if a process works than by vetting it?

Put another way, before a process is rolled out and made part of the firm’s dogma, it should be run through a series of beta testing. Use the feedback garnered in the beta testing to make subtle changes and refinements. Chances are the elements created in the process’s development will be correct, but allowing for feedback has two desired outcomes. First, there are always things missed. While these are unlikely to be egregious misses, this process will ensure changes are captured. Second, there will be the added benefit of creating a sense of evangelism. Change management is difficult, but having participants who test-drove the process validate the benefits to peers is priceless.

Long-Term Accountability

I am about to expose the biggest secret of the fitness community: accountability. Whether it is an application that tracks your movement or you simply checking the box and acknowledging that exercise occurred, accountability is essential. Without some mechanism to ensure the ride, the Peloton will become a bedroom paperweight. Whatever application or software or firm uses — whether it is a simple firmwide spreadsheet or global enterprise resource planning (ERP) system — there needs to be a step where the users are “checked.” This is not meant to be big brother hovering over a project manager. Rather, it ensures the firmwide tools are leveraged.

In the end, if failure occurs, it allows the team to identify the root cause: “Wait, this project lost four points in margin. We also show we didn’t do preconstruction planning.” Chances are there is correlation between the failure to adopt the process and the loss.

While this is a tongue-in-cheek examination of how processes, tools and behavior are interrelated, there is truth to having a strong interplay between the Brand X Operational Model, the tools it uses, and the way firmwide behaviors are adopted and monitored. Everyone more than likely has the best of intentions, but with these three guardrails, so many tools simply become lost leaders, and operations manuals become mere suggestions.

Finally, if anyone has a need for a “never-used,” high-end, exer-cycle, drop me an email.