What do you do if your innovative initiatives are not yielding desired results?

1). First would be to disassociate yourself from the result, to understand that the failure is does not confirm a negative bias about yourself. 2). Next would be to ask why, check through the data to confirm that the actions were taken as strategized. 3) Measure the intended result against the impact 4) Look for the variables that are out of your control and see how to influence them to help your chances of success, for example - people's genuine input and actions. 5) Break the action points and results into areas of success and failures. 6) Re-strategize and implement till success is finally achieved.

Em minha função de gestor, quando enfrento desafios com planos inovadores, eu faço uma pausa para reavaliar a situação. Começo solicitando opiniões sinceras tanto da minha equipe quanto de outras partes envolvidas para entender onde erramos. Em seguida, examino os dados para descobrir padrões ou questões específicas. Com essas informações e o feedback recebido, reformulo nossa estratégia, focando nas áreas que precisam de melhorias. Também defino objetivos de curto prazo para monitorar nossa evolução efetivamente. Esta estratégia adaptável e o compromisso com a melhoria contínua nos ajudam a identificar rapidamente as deficiências e a superar dificuldades inesperadas.

In certain instances, despite our best efforts, some initiatives may not produce the desired outcomes. I’d gather feedback and analyse available data to assess the initiative's impact. With available data, it’s crucial to evaluate whether our initial expectations were realistic and, if necessary, realign our strategy or adjust our expectations accordingly. Furthermore, it's important to mitigate any adverse effects resulting from these undesired outcomes. Embracing failure as part of the innovation process is key; by openly acknowledging setbacks, we foster a culture of learning and resilience, encouraging stakeholders to persist in their pursuit of innovation.

Quando minhas iniciativas inovadoras não estão gerando os resultados desejados, minha primeira ação é avaliar porque não estão funcionando como eu esperava, para tal eu me reuno com equipe buscando ideias que possam ser complementares a inicial, sempre consigo filtrar coisas positivas, na outra ponta estão os clientes que podem trazer informações importantes sobre o que devemos ou não fazer, em suma recorro as pessoas envolvidas no processo, sejam colaboradores ou clientes, normalmente depois disso, damos uma pequena ajustada no leme, colocamos o motor a todo vapor e vamos em busca dos resultados desejados.

When innovative initiatives fall short, assess them thoroughly, gathering feedback and insights. Adjust strategies accordingly, experimenting with new approaches and collaborating with others for fresh perspectives. Persistence is key; don't give up easily. Continuously learning from both successes and failures, iterating to improve strategies over time, at the same time, we must prioritise receiving feedback at the workplace from subordinates & co workers in order to get into right & genuine reasons to do the needful required!!!

Uma boa forma de coletar feedback é por meio de pesquisas direcionadas aos usuários, clientes ou colaboradores envolvidos no processo. Perguntas abertas e fechadas podem fornecer insights valiosos sobre o que está funcionando e o que precisa ser ajustado. Além disso, a realização de entrevistas individuais ou em grupo também pode ser eficaz para aprofundar a compreensão das percepções e experiências das pessoas envolvidas. Ouvir atentamente o feedback recebido e agir com base nas informações coletadas é fundamental para ajustar as iniciativas inovadoras e aumentar suas chances de sucesso.

Here is my 5 step plan to reflect upon and bring back the derailed initiative upto speed. 1. Take a step back and analyze why your idea is not working as expected. Is there a specific reason or factor that is hindering its success? 2. Reach out to colleagues, mentors, or potential users to get feedback on your idea. They may provide valuable insights that can help you improve or pivot your approach. 3. Don't be afraid to experiment with different strategies or variations of your idea. Iterate based on the feedback you receive and keep refining your approach. 4. Remember that success often requires perseverance. Keep pushing forward. 5. consider seeking help from experts, advisors, or professionals who may offer fresh perspectives.

Costumo dizer que o Feedback com a sua equipe é o maior aliado do resultado que pretende alcançar, seja qual ele for. Acredito muito na comunicação e os resultados que ela pode gerar, quando bem feita. O dia a dia tende a nos afastar das relações pessoais, mas nós como gestores temos que sempre manter no planejamento, bate papos individuais, deixando claro que ali é uma forma de estreitar as diferenças, tirar as dúvidas, aumentar a confiabilidade da equipe. Enfim, o resultado da equipe está ligado diretamente a comunicação entre todos que estão no seu time!

Have a constant and efficient meetings with the tean to identify loose ends. Allow the team to speak and share genuine opinion.

As a people manager, when my innovative plans do not work out, I take a moment to pause, think, and adjust. I begin by seeking honest feedback from my team and stakeholders to identify the issues at hand. Following this, I look into the data to spot trends or problems. With this insight and feedback, I revise our strategy to address identified gaps. I also set clear, short-term goals to keep an eye on our progress. This flexible approach and continuous pursuit of improvement enable us to identify gaps and overcome hidden obstacles.

If innovative initiatives are not yielding desired results, start by analyzing data related to the initiatives. Look into metrics such as adoption rates, user feedback, performance indicators, and ROI. Identify bottlenecks, areas of improvement, and factors hindering success. Use this analysis to adjust strategies, iterate on the initiatives, seek input from stakeholders, and consider alternative approaches or enhancements to achieve better outcomes.

Any innovation effort must have a desired effect and impact - hypotheses to be tested through experiments. If the results are not there it could be due to multiple factors. Once we have the Pareto of the root causes of the factors, deeper dive would be needed to assess the ground level issues that requires rework/redesign. Impact of Process or product innovations are sometimes over estimated during the planning stage - it is important that once factor analysis is done, initial assumptions are revalidated.

When your innovative initiatives aren't producing the desired results, its crucial to take a step back and evaluate the situation. Here's a structured approach you can follow. 1.Deep drive analysis 2.Root Cause Identification 3.Realignment of objectives 4.Agile Experimentation 5.Cross functional collaboration 6.risk taking culture 7.Continous improvement 8.Resource Optimization 9.Leadership Support

Quando levo projetos inovadores a empresa a qual trabalho, busco por analisar esta ideia por cerca de 6 meses a 1 ano. Neste tempo coleto informações, analiso mercado, converso com pessoas que tenham expertise na área, busco fazer alguns testes preliminares, crio uma estratégia e só então apresento aos meus gestores. Nesta apresentação inicial, busco levar as informações coletadas, argumentos, plano A, plano B e oportunidades para B2B. Com isso as opções da inovação se amplificam.

Definitely! Analysis on data will help ! As per of any implementation analysis of data plays a pivotal role. To understand - Are we getting the desired results expected? - has the metric reached the expected level ? - understand the variations to see what insights we can know from it. - what are the common signatures we are getting from it - what are the indicators from the data - what levels of the sample of data we are checking and how frequently we are checking - who is accountable to it and what reporting structures implemented All this some of the key things we can think of any analysis of the data helps us to know what is causing the declined from the expected results to come. Continuous improvement plays an important role

Absolutely, when initiatives fail to deliver desired results, it's essential to consider pivoting. This doesn't equate to giving up on the project entirely but rather adjusting the strategy based on insights gained from impact assessments, feedback, and data analysis. A strategic pivot may involve altering the feature set, targeting a different market segment, or redefining project goals. Flexibility and readiness to make tough decisions are crucial for the initiative's success. By pivoting strategically, you can adapt to changing circumstances and increase the likelihood of achieving desired outcomes.

One thing I have seen and experienced time and again is reaction rather than response. Pivoting might be important depending on what stage the project is at but most importantly it should be preceded by analysing the situation so that the desired result is not just achieved but optimised by pivoting.

I reported to a leader that had a different approach than I for almost every initiative and obstacle. I respected his tenacity but struggled to execute some of his visions because he was shooting from the hip most of the time. Kind of a ready, shoot, aim approach. All that said, this leader taught me that if something isn't delivering the intended results, quickly pivot and try a different approach! He couldn't have been more right! This tactic and his ability to pivot and try an alternative approach often delivered wins. "If you did what you always did, you will get what you always got".

While strategic pivoting is extremely important and rational, the essence lies in consistency. Constantly trying and innovating till you hit the right nerve and serve the right problem with the right output, just keep trying.

Clave poder generar estrategias de pivote. Pero ¿A que se refiere un pivote en realidad? En la implementación de proyectos de innovación, por muy exhaustiva que se haga la evaluación de impactos, siempre habrá algo que se origine o no haya sido considerado y que precisamente tenga el poder de obstaculizar la implementación del proyecto. Un ejemplo que les doy es no considerar la capacitación para generar conocimiento y poder hacer viable la implementación de un proyecto. Esto puede afectar el tiempo de cronograma. Habrá que generar un nuevo elemento no considerado dentro del proyecto que alargará el mismo haciendo una sensación de abandono, para este paso es crucial comunicar los pivotes del proyecto indicando que la meta final no cambia.

Do respect that some members prefer work life balance. It can be pressure for those with active family lives to feel obligated to attend after work events. Also, some fabulous contributers on the team may not enjoy the group events.

Absolutely! Teamwork and effective communication are crucial for achieving goals in any organization. When a team member's performance is not meeting expectations, it's important for a leader to have a one-on-one conversation to understand the reasons behind the low performance. By empathizing with the team member and showing support, it can encourage them to improve and work towards achieving the team's goals. A successful team that works together cohesively not only leads to achieving goals but also contributes to the overall profitability and success of the business. Keep fostering a positive team environment and addressing performance issues with empathy and support to help your team thrive and drive the business toward success.

makes people feel more confident and cheerful. ... the president's morale-boosting visit to the troops. So we have to work on our staff

Los fracasos son frustrantes y en mi experiencia son más frustrantes cuando el esfuerzo que se esta realizando es extraordinario. Les puedo decir que como director de proyectos he encontrado algunas metodologías para aumentar la moral. Un buen método es divertirse y ejercitar al equipo físicamente, crear partidos de futbol, excursiones cortas donde haya mucha actividad física que genere cansancio y sudor. Eso hace que las endorfinas ayuden a mejorar el estado de ánimo y mental. Sin embargo un equipo comprometido no dependerá de eso para mantener su convicción. Junto con cuidar la moral del equipo es importante cuidad del compromiso, ya que este último permitirá que aun cuando la moral este baja (hay que evitarlo) se mantengan en pie.

Perspective shift: Shift the perspective from failure to learning opportunities. Encourage team members to share insights gained from the setbacks. Break the routine: Introduce activities or projects that break the routine and inspire creativity. Sometimes a fresh perspective or a new project can reignite enthusiasm and motivation. Lead with Positivity: As a People Manager, maintain a positive attitude and optimism. Show resilience in the face of challenges and inspire confidence in the team's abilities.

- Reflect and Learn: Evaluate what worked and what didn't from the current initiative. - Set Clear Goals: Define specific objectives for the revised strategy that align with organizational goals. - Break it Down: Identify actionable steps and assign responsibilities to team members. - Communicate Clearly: Ensure all stakeholders understand the revised plan and their roles. - Monitor Progress: Implement systems to track progress and adjust as needed. - Stay Agile: Remain flexible and ready to adapt to changing circumstances.

Innovating is exploring the unknown. However, this doesn’t happen in a vacuum - defining your intended endpoint, or at least having an idea of the functional aspects of the end state you want, allows you to better plot a course from where you are now to where you want to be. Failure is expected at times - it’s part of the exploration process, so this has to be embraced as learning as opposed to being penalised. Setting up a no blame culture is key here - that way your people will try new stuff, and move forward confident that they will be supported even if there are problems and setbacks along the way.

After years in the creativity industry, where up to 98% of ideas or started projects ends up in half done or not executed finished products. It’s crucial not to give up. The learnings you take with you to the next project is the key to succeed on the next thing. From the business world we have to make mistakes to learn. I always tell my team, we need to make more mistakes. If we don’t do mistakes we cannot learn what and how we can improve. Unfortunately mistakes are not shared. We share all the successes and achievements but not our mistakes. Making other repeat mistakes instead of learning from them. So if we did not meet the desired outcome. There are always lessons we can take with us and develop further.

As change is evitable you can not ”freeze”. You need to get feedback from your team and get suggestions as well analyze data, which might guide for a new path.

Um dos pontos fundamentais e indispensáveis para todo tipo de projeto é o planejamento para todo tipo de projeto. É como fazer o mise en place na hora de cozinhar um bolo: você precisa separar todos os ingredientes necessários antes mesmo de começar o preparo e se certificar de que tem tudo o que precisa…isso é básico em todo planejamento. E o planejamento de um projeto segue a mesma lógica, sendo na definição dos custos, montagem de uma equipe e criação de um cronograma são algumas das práticas que aumentam as chances de sucesso do projeto e trazem melhores resultados. Além disso, planejar um projeto ajuda os envolvidos a evitar ou mitigar riscos negativos e alinha o trabalho das equipes.

• Begin with a comprehensive audit to pinpoint discrepancies between expected and actual outcomes, utilizing the PDCA (Plan-Do-Check-Act) cycle for continuous improvement. • Example : If a new performance management system is not enhancing productivity as anticipated, employ the Check phase to gather feedback and analyze data on its usage and effectiveness. • It's vital to involve stakeholders in this process, applying Kotter’s theory of change to secure buy-in and foster a culture receptive to innovation. • Adjustments may include retraining staff, tweaking the system based on feedback, or even redefining success metrics. The Act phase then involves implementing these changes and preparing for another cycle of evaluation.

É fundamental realizar uma avaliação criteriosa para identificar possíveis áreas de melhoria. O processo de implementação deve ser minuciosamente revisado em busca de obstáculos ou gargalos que estejam impedindo o progresso. Além disso, é aconselhável buscar feedback de colegas, mentores ou especialistas no assunto para obter perspectivas diferentes, pois ajustes simples podem fazer uma grande diferença. É importante lembrar que a inovação frequentemente envolve tentativa e erro, portanto, a persistência e a capacidade de adaptação são essenciais para superar os desafios e alcançar o sucesso.

Algumas experiências que tive demandaram de mim distanciamento e calma para poder avaliar a iniciativa e seus resultados. O distanciamento é uma "ferramenta" sempre muito importante porque nos permite avaliar alguma coisa sem uma carga emocional que nos leve a ter a realidade distorcida. A calma é a manutenção do foco. Nem tudo produz o resultado que queremos imediatamente. Temos que acompanhar as iniciativas, avaliar os resultados e acompanhar a evolução. Se a projeção desenha a solução que buscamos, precisamos ter calma para alcançar o resultado esperado.

Innovation doesn‘t automatically mean success. Sometimes your environment or even the entire world is just not ready for it yet. Patience is the key. Deep understanding of Zeitgeist, permanent screening of developments and anticipation of trends combined with an agile approach are essential. Stay in touch with all stakeholders regularly and communicate frequently as well as openly. Work with their feedback, use continuous improvement method. And never get discouraged!

Be prepared to say you might have it wrong. Potentially it could be the wrong timing or the wrong team or could it be you ? Don’t be afraid to check your own bias or assumptions. Just because it’s a great idea doesn’t mean everything else will align. To pivot, to change isn’t a show of weakness - it’s agile it’s real and it may hold even better results !