TABLE OF CONTENTS The road to deploying potentially great new business processes across the enterprise is littered with disappointments. Like the hurried test taker who thinks he can finish quicker by diving right into answering questions and misses reading important information in the directions, the company that dives into a new way of doing business (such as VIP management) without adequate planning often finds that the process takes longer and produces poorer outcomes. Once any new way of doing business is decided upon, deeply seeding it in the enterprise requires proactive direction.
PDC's Accelerated Implementation Model (AIM), which we described briefly in 10, is based on the beliefs that learning through experience that is, real work, not just empty workshops and training sessions must occur during the implementation of a change and that all attempts at change must be measured.
AIM is a three-faceted tool that encompasses planning, implementation, and management. In its role as a planning tool, it compartmentalizes each of the most challenging aspects of the change into separate work sessions. This generally bypasses the common missteps found in a prior pilot implementation. In the aggregate, these work sessions become a concrete list of workshops, organized in a simple matrix by time and responsibility (see Figure C.1). Part of the plan includes a full definition of what happens in each workshop.
As an implementation tool, AIM workshops are opportunities for people on an actual project to do real work. The format is...
