Print Friendly, PDF & Email

Strategy 7 - Identify barriers to implementation

Making consistent improvements to your business is a conscious choice and not for the faint hearted. Over the last six editions we broke down key strategies that can be used continuously to improve business performance. Throughout the series we have addressed short term focus, applied a long term focus, defined your business vision and determined your goals to achieve your vision, identified what’s needed to bridge the gap to your goals and defined the actions required to implement strategies.

The final strategy is to ensure your implementation doesn’t derail easily.  To give you a leg up on what lies ahead it’s important to identify the barriers you may encounter during the implementation process.

If you’re sitting back thinking, there’s not much that can challenge the success of the implementation, I encourage you to think again.  There will be always be barriers to making change.  A few classic examples include:

  • Time, we are too busy to fit in these actions required.
  • We don’t have the money for some of those actions.
  • The team members are worried about the change and may subconsciously sabotage the implementation.
  • It is too hard or too big a task to complete.

Hold one last brainstorming with those that will be responsible for the implementation to bring out all the barriers that may be a factor.  Then for each of the barriers identified determine what can be done to eliminate or mitigate them.

By embarking on this full process and approaching business improvement with a long term strategic perspective we believe that the organisation will have the best opportunity for success.

Hanrick Curran has many years of experience supporting SME business owners to improve their business performance. If you would like to review how your business is currently performing and discuss strategies that can have a significant impact on your business please do our online business improvement assessment, speak with your usual Hanrick Curran advisor, or alternatively call Robert Pitt on 07 3218 3900.


Please note that this publication is intended to provide a general summary and should not be relied upon as a substitute for personal advice.