Implementation

I have long used the working definition that

• Something is only implemented when it becomes part of the organisational culture.

That is, it has become part of 'the way we do things around here to achieve our core purposes'. The advantage of such an approach is that, once achieved, it requires minimal support and direction... it is genuinely sustainable at minimal cost ($, time, disruption... Such an approach also links the implementation directly to purposes (actual values) and everyday practices.

One key indicator of whether something has been implemented (or not) is the existence of a related organisation-wide on-going conversation.

This means that getting something operational is only an early stage in the implementation: devices are deployed, policies are published, people are trained, compliance processes are in place... and so on.

Implementation requires the continuing construction and reconstruction of purposes, knowledge, arrangements and actions... and these can only occur in conversations between those involved. As these conversations mature, patterns of thought and activity emerge such that they become part of the culture... 'the way we do things around here'.

Most organisations are littered with things that were operational but never fully implemented.