Change
Implementation, particularly of a new management system, needs to be considered in the same way as managing any other programme or strategic change. In many ways it is likely to be more challenging as it will involve behavioural change. It will, therefore, require good programme management and leadership, along with specific organisational capabilities, to make it happen and to deliver benefits to the organisation.
Leadership and Ownership
Implementation requires strong leadership, and an understanding and ownership of the strategy throughout all levels of the organisation. Leaders need to coordinate and prioritise activities, communicate the strategy throughout the organisation in a compelling, well-thought-out and logical way, and motivate and galvanise staff.
In turn, staff need to fully understand the vision and strategic components of the plan, how it affects them and what skills and expertise are needed to get it implemented. Without understanding and buy-in from across the organisation, the benefits of the change will never be fully achieved, since success is dependent on the goodwill, motivation, effort and enthusiasm of the very individuals who do not fully understand it, yet.
It’s important to note that simply asking staff to adopt a ‘cookbook’ approach to implementation is insufficient to ensure success. However, communicating the whole picture provides staff with a framework for understanding and decision-making.
Capabilities Required for Implementation
Implementation should be founded on an understanding of the existing capabilities within the organisation and the required capabilities to execute the strategy. Successful execution will depend on closing the gap between these as necessary.
An organisation needs to focus from the outset on internal resources and capabilities. Staff in turn identified and tasked with delivery need to be appropriately qualified, motivated, performance managed and have sufficient time available for the task. Since it is unlikely there will be staff with sufficient free time on their hands, activities and responsibilities may need to be changed, which may involve dropping some projects to free up time and resources A useful first step might be to create a network of experts from within the organisation with the appropriate skills, knowledge, experience and credibility to lead and support the development of the Fleet Safety Management System and its implementation. This is discussed further in section ‘3.3.2 - Engaging with the Organisation’.
Finally, remember, having an 80% strategy that is implementable is superior to a 100% solution that is not.
Programme Management
A programme management office to support the fleet safety team and the organisation is recommended for the implementation of a new Fleet Safety Management System. The fleet safety team may provide the programme management office function where the organisation is willing to provide members with the time and resources to undertake the role.
The role needs to include:
• The establishment of the fleet safety team or programme management office as the ‘Go-To’ team that acts with authority, not like a bureaucracy, and is capable of supporting all parts of the organisation.
• Strong leadership support for the fleet safety team or programme management office to help enforce and embed processes, standards and procedures that are agreed by the organisation.
• A centrally located, easily accessible source of information, toolkits and processes etc. that support all elements of the Fleet Safety Management System implementation.
The fleet safety team or programme management office must be outcome focused, and manage and report information in line with the project outcomes (e.g. impacts on milestones, and costs and benefits). This must be managed to an appropriate level of detail as too much detail puts undue burden on the organisation.
