The Art of Piloting New Initiatives Harvard Case Solution & Analysis

By finding increasingly better ways to leverage great operational improvements across the entire company, successful multinationals get like that. But developing such first-class procedures is not easy. Each failure can cost the company as much as $10 million in development costs -not to mention forgoing the hundreds of millions of dollars a successful initiative might have generated. New operational thoughts fail for several reasons. But, the experience and research of these authors implies that among the most common reasons is not that the notion was not good but that the developers set up a pilot that did not convince supervisors in the units that the process was an improvement.

Many of these failures may be averted. Particularly, the authors find that successful aviators share three qualities: replicability, credibility and feasibility. The aviator place must appear credible in that challenges and the scenarios appear familiar to the supervisors who are anticipated to eventually embrace it into their own units. It requires to be replicable as well, and capable of being turned into a template that may be quickly introduced in an assortment of places. Eventually, its results must meet with the expectations of multiple stakeholders.

The Art of Piloting New Initiatives case study solution

PUBLICATION DATE: October 01, 2011 PRODUCT #: SMR402-PDF-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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