Over the years, I’ve noticed a common thread that weaves through various industries, from IT to regulatory compliance: the Opportunity vs. Effort Conundrum. It’s a scenario that often plays out in meetings and strategy sessions, and it goes something like this:
You walk into a meeting with a great idea, a concept that you believe could significantly improve a process or solve a persistent problem. You’re excited about the potential, but as the discussion unfolds, other groups start to push back. Not because they think it’s a bad idea, but because they’re daunted by the effort it will take to implement. It’s easier to convince you it’s a bad idea than to figure out how to execute it.
This resistance isn’t necessarily about the merit of your idea. Often, it’s about the effort involved. I’ve seen this countless times, especially when dealing with IT and regulatory compliance shared services teams. The knee-jerk reaction to avoid extra work can stifle innovation and progress – and be really annoying!
Separating Good Ideas from the Effort Required
One of the key lessons I’ve learned is to separate the quality of an idea from the effort it will take to implement it. Just because an idea requires significant effort doesn’t mean it’s not worth pursuing. Sometimes, the right decision might be “not right now” – but that doesn’t diminish the value of the idea.
In my early career, particularly when dealing with IT, I would often get frustrated with the pushback. It took me a while to realize that the resistance wasn’t always about the idea itself, but about the perceived effort. Once I understood this, it changed my approach. I started looking for ways to bridge the gap between executive management, IT, and compliance, so that good ideas weren’t discarded simply because they seemed too difficult to implement.
Raising the View: A Practical Example in Regulatory Compliance
Consider a pharmaceutical company navigating the complex landscape of regulatory compliance. The company’s leadership team is committed to ensuring that all products meet stringent regulatory standards, but they also recognize the need to streamline operations for efficiency. They come up with an idea to integrate a new compliance software that promises to simplify reporting and improve accuracy.
Initially, the idea is met with enthusiasm. However, as discussions progress, concerns arise about the effort required to implement the new system. IT teams worry about the integration effort in light of competing priorities, regulatory teams are apprehensive about the learning curve, and executive management is cautious about the upfront costs. The initial excitement starts to wane, and the idea risks being shelved.
In a situation like this, it’s crucial to focus on the principle behind the idea rather than the effort it will take. The principle here is enhancing compliance while improving operational efficiency. By keeping this principle in mind, the company can approach the implementation with a clear understanding of its long-term benefits, rather than being deterred by the short-term challenges.
Connecting Compliance and Strategy
One of the most significant opportunities lies in connecting compliance with overall business strategy. Too often, compliance is seen as a checkbox exercise, a necessary evil rather than a strategic asset. However, when compliance is integrated into the business strategy, it can drive significant value.
By aligning compliance efforts with strategic goals, organizations can not only meet regulatory requirements but also enhance their competitive advantage. This alignment creates a space where executive management, IT, and compliance can collaborate effectively, ensuring that good ideas are not lost in the noise of effort aversion.
For example, in the pharmaceutical industry, regulatory compliance is not just about avoiding fines and sanctions. It’s about maintaining the safety and efficacy of products, which directly impacts patient outcomes and brand reputation. By viewing compliance as a strategic initiative rather than a regulatory burden, companies can leverage it to build trust with consumers and differentiate themselves in the market.
Navigating the Effort Barrier
To effectively navigate the Opportunity vs. Effort Conundrum, it’s essential to foster a culture that values innovation and strategic thinking. Here are a few strategies that can help:
Encourage Open Dialogue
Create an environment where ideas can be freely discussed and evaluated based on their merit, not just the effort involved. Encourage team members to voice their concerns and collaborate on finding solutions.
Focus on Principles
Emphasize the underlying principles and long-term benefits of ideas. This helps in keeping the team aligned with the broader vision and reduces the focus on immediate challenges.
Provide Training and Support
Equip your team with the necessary skills and knowledge to handle new initiatives. This reduces the apprehension associated with effort and builds confidence in executing complex projects.
Leverage External Expertise
Bring in consultants like me who can provide an objective perspective and guide the implementation process. This experience and insights can help in overcoming internal resistance and lead to successful outcomes. A consultant can objectively analyze the merits of an idea and help navigate the complexities of execution. We bring an outside perspective, free from the biases and constraints that your internal teams might have.
At MKP Strategies, I help organizations identify valuable ideas and find practical ways to implement them, regardless of the effort involved.
If you’re facing challenges in implementing your ideas, let’s work together to find the balance and drive your business forward. Connect with me to learn how I can help you navigate the complexities of implementation and unlock the full potential of your strategic initiatives.