Practical Tips for WFM System Implementation
Another WFM system implementation is underway, and I find it helpful to remind myself of the essential elements that contribute to a successful rollout of a WFM system.
North Star: Begin by understanding the core reason for moving to another system and identifying the objectives to be achieved. This clarity helps distinguish between essential tasks and distractions, allowing you to ignore unnecessary noise.
Pilot: Whenever possible, phase the implementation. Start with a smaller department, where mistakes during migration won’t have a significant operational impact. This controlled approach allows for gradual refinement.
Learn from Challenges: The initial groups using the system will face the most friction. It’s crucial to identify these challenges, develop workarounds, and use the insights to smooth the transition for larger departments, where errors could have broader consequences.
Ownership: The WFM team must lead the implementation and become system experts. Delegating too much to adjacent departments risks diluting focus, elongating timelines, and introducing delays.
Parkinson's Law: Be wary of stakeholders unnecessarily expanding the scope of the work, as “work expands to fill the time.” While valid concerns should be addressed, many objections stem from resistance to change and can grind the project to a halt. Balance acknowledgment with decisiveness to maintain momentum.
Resisting Legacy Thinking: Stakeholders often resist change by trying to mold the new system to fit old processes and KPIs, even when the new system offers superior solutions. Stay anchored to your objectives and resist the temptation to retrofit outdated practices into the new system.
Iterate: Avoid the trap of seeking perfection during the first phase. Many initial processes and KPI calculations will evolve. Adopting a “good enough” mindset ensures progress while keeping the team agile for future iterations and improvements.
Experimental Ideas for Consideration:
Avoid Key Person Dependency: In past implementations, I often became the key decision-maker, dictating processes. While this provided short-term comfort, it hindered the team’s skill development and confidence in the long term. It’s more beneficial to distribute decision-making responsibilities to empower the team.
Provide Slack to Operational Stakeholders: While limiting stakeholder access to the system can prevent errors, overly restrictive policies may create friction and frustration. Allowing more flexibility reduces tension and fosters collaboration, even if it introduces a slight risk of mistakes.
Push System Boundaries: Experimenting with the WFM system beyond its perceived capabilities can provide a deeper understanding of its limits. This knowledge is invaluable for setting realistic expectations with stakeholders and refining your own expertise.
Implementing a new WFM system is a journey of learning, adapting, and overcoming resistance. By focusing on core objectives, embracing an iterative mindset, and empowering the team, you can implement a valuable WFM system.