posted on November 05, 2010 10:28
So often it's the case that in business development the generation of ideas for growth, whether it be membership, advertising, email list, or any other target is the easy part. But what often doesn't get addressed is how the idea is going to get implemented. The plan for execution only gets partially developed if it gets developed at all.
Sometimes the problem stems from a shortage of staff, but often it's simply a result of the idea-generator's lack of understanding of the factors that play into a successful execution of the plan. Have you ever been briefed about a new idea from an executive and wondered, "that's a great idea, but did it ever occur to you of the role that I need to play for that to work?" It happens all the time.
It's easy to just nod your head and think, "good luck with that" and wait for the idea to flop. Or you can take the opportunity to make it work. If you know what it will take, then create the plan and map out the execution strategy. Be sure to include the other players that you know have been left out and get their buy-in. At the very least inform them of any new initiatives that will impact their daily routines. When someone runs into your office with the newest insertion order is not the time to put together the tracking and billing mechanisms for managing advertising.
Once a plan has been created to carryout the idea, be sure to make the executive aware of what is involved in it's successful implementation. I bet they'll be surprised to learn how many people and systems were involved to make it successful.