How can really bright people screw up to the tune of $1 billion?
Our colleagues in the US Air Force were successful in just that.
They selected a software vendor in 2006 to “configure, deploy and conduct training and change management activities” related to a $628 million contract for an off-the-shelf enterprise-wide software system. Randall Stross, a Silicon Valley author and professor at San Jose State University, captures the details in Sunday’s New York Times. He quotes an Air Force executive, laying the groundwork for this debacle by 2010, “We’ve never tried to change all the processes, tools and languages of all 250,000 people in our business at once, and that’s essentially what we are about to do.”
Mr. Stross attributes the failure to endless meetings, complex bureaucratic requirements and the constant need to fight wars. My assessment of the situation is much simpler.
My experience working with leadership teams for over 30 years tells me that the team’s Vision and planning process was flawed.
This is what happens when the collective attitudes and beliefs are not addressed as part of the vision process. This is what happens when the vision cannot be articulated or is not embraced by every member of the team. These are the obstacles to almost every planning process. When the planning process is flawed, no amount of expertise in execution can bring an initiative to a productive close.
If you would like to align your team around a vision for a $1 billion initiative or something smaller in scope for 2013, get our free report at www.teamalignmentstrategies.com
Here’s the full article in the Sunday business section of the New York Times: http://nyti.ms/YOI6CF It’s worth a read.