Barry’s Guide To Accountability and Initiatives in Big Organizations
You’ve just been given a new task: drive a significant change across your entire organization. Maybe that means driving all teams to a common reporting system or getting all the teams to use the new CRM system or even just getting everybody to use the same logo on their communications.
I feel your pain.
Sometimes, the organization readily adopts change, can’t wait to change, actually. Team leaders welcome you at their door.
But more often, it’s harder. Conflicting priorities, deadlines, even personalities can throw sand in the gears of success.
The RACI Chart
One of the most common tools that the initiative manager has at their disposal is the ubiquitous RACI chart, which lays out which people and which roles are Responsible, Accountable, Consulted and Informed.
Imagine you’re driving a new program. Who has decision-making responsibilities, and who can only speak out (but has little or no authority)?
The RACI chart can help:
(There are many ways to draw a RACI. This is a very simple one to make the point.)
In this case, the GM, at the end of the day, responsible for the product. It fails, and it’s the GM’s head. The CxO and SVP, as important as they are, are consulted for resources (etc.) and informed of progress, but do not have day-to-day decision-making responsibility as the GM does. The next level of management – development manager and so on – are accountable for getting their pieces of the project done, and various other folks may be kept in the loop and/or asked for their opinions.
It’s usually bad if more than one person or role is responsible, for obvious reasons.
Now this is just a review. If you’ve worked in large organizations, you know all about RACI’s – probably more than me.
But the RACI is just a part of the picture.
The DADS Chart
A while back I was managing a function that required the active participation and support of a large number of teams. (Yes, you’re right: lots of responsibility and not a lot of, if any, authority.)
It wasn’t going all that well, and I realized that certain roles and people had the authority to place roadblocks in the way of my initiative.
Enter the DADS chart:
Think of it as the “dark side” of RACI: it tells who’s empowered to slow you down, and how much. Some people feel like they can disagree with you – but you can still get your way. Others will argue – at great length – slowing you, and your project, down and wearing you out.
More seriously, some will deny you the resources to do your job. Maybe you need somebody’s time for one day a week. Maybe you need to borrow some compute resources. What if they don’t want to give them to you?
And then there are those that can just say no and shut the damn thing down.
That’s the DADS chart. Obviously, the more X’s you see on the chart – the worse position you’re in.
Don’t think your org “has” a DADS?
Wake up and smell the coffee.
Why Your Project Will Never Succeed
Over the years, incidentally, I’ve cataloged many of the reasons why those people will tell you your project is hopeless and you’re wasting your time and theirs.
Here are some. How many have you heard?
• This will never work in this organization.
• We tried that before, and it didn’t work.
• I don’t understand it.
• I can’t see the benefit.
• We already have enough change going on.
• It’s too expensive.
• I don’t have the resources.
• It requires retraining the teams.
• It would disrupt current work streams, which are critical.
• [Some very influential person] hates this idea.
• [Some very influential person] hates the person whose idea this was.
• [Some very influential person] hates you.
WIIFM
Let’s say you have a lot of X’s on your DADS chart. How can you possibly make progress?
Recognize that it’s going to take a lot of work, and by work, I mean meetings, and by meetings, I mean politics. Cajoling, arm-twisting, threatening, begging – whatever tack you take, it all comes down to one simple phrase:
WIIFM.
WIIFM: What’s In It For Me?
You can (almost) always change somebody’s mind if you give them a stake in your goals. Some of these are easy: they help you, you’ll help them get that promotion, or that raise, or that bonus. Or maybe you’ll say nice things about them to the CxO in a big, visible meeting.
More often, it turns into horse-trading. They help you, you loan them one of your best players for a week or a month. Or give their group priority on PC upgrades instead of your team.
Failing all of those, there’s always the Wall of Shame: that very public list – in a newsletter or on an intranet site somewhere – of Who Didn’t Help. You have to be careful with this one because (obviously) you can piss people off – and the resulting grudges can last a long time.
You May Want a New Job Now
All that having been said, the satisfaction of driving a successful change can be exhilarating. Some people live for it. Others hate all drudgery of it all (I fall somewhere in the middle). Regardless, knowing what you’re in for – and not being surprised by all the DADS’ers – can open your eyes and, if you play your cards right, accelerate your project.
You’re welcome.
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