---
title: "Without Implementation, There Is No Execution"
description: "Many companies struggle with well-designed processes and systems that fail to take root. The key is not just execution but effective implementation. This article introduces a nine-step method for successful implementation, emphasizing the importance of ownership, training, piloting, and continuous improvement."
author: "蒋伟良"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2014-08-11"
language: "en"
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---

# Without Implementation, There Is No Execution

> Many companies struggle with well-designed processes and systems that fail to take root. The key is not just execution but effective implementation. This article introduces a nine-step method for successful implementation, emphasizing the importance of ownership, training, piloting, and continuous improvement.

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Many companies are troubled by the fact that their carefully designed processes and systems, which were discussed for days, have not been implemented. When the boss shouts, "Folks, let's get to work!" these motivational words are full of passion and enthusiasm, but a year or two later, looking back, things remain the same.

Then the boss begins to condemn everyone for poor execution, saying, "Look at Huawei and Lenovo, how strong their execution is! Why can't we do the same?" I want to say that Huawei and Lenovo are not much smarter than your company; because they implemented thoroughly, they executed thoroughly.

Implementation is the method to make processes and systems take root. It is also the method to effectively achieve execution. This execution is not only about compliance but also about effectiveness—meaning not only are the actions performed correctly, but the performance of the systems and processes is also demonstrated.

First, let's talk about the philosophy of implementation. I recommend Huawei's three steps: first freeze, then optimize, then solidify. The key to this philosophy is freezing, meaning we cannot be chattering during implementation; everything starts with rigid execution. Only through rigid execution can we find real improvement points, then optimize and solidify. This philosophy is materialistic and aligns with the management principle that the essence of management is not knowing but doing—learning warfare from warfare.

Based on this philosophy, I recommend a methodology for implementation, which I call the "Nine-Step Implementation Method." Over 100 cases have proven that using this nine-step method leads to a high success rate; otherwise, failure is likely.

**Implementation Step 1: Determine the Owner of the Process and System**

We often talk about department and employee responsibilities, but rarely about the owner of a system or process. This process OWNER is the parent of the system and process, responsible for their optimization. Others can only suggest, not optimize. The owner is also responsible for training departments and employees involved in the process, and for cross-departmental arbitration when conflicts arise. This owner must be given authority, such as assessment rights. I suggest that each process and system be assigned a clear OWNER by company leadership, who is responsible for the successful implementation of that process.

**Implementation Step 2: Develop an Implementation Plan and Organizational Support**

Led by the owner, they coordinate relevant departments to develop the implementation plan and build the implementation organization. The plan should specify which system is being implemented, the main behaviors required for implementation, the person responsible for those behaviors, start and end times, etc.

Organizational support requires clarifying which departments are involved, their respective responsibilities, the implementation responsibilities of company leaders, and which leaders and employees will participate. Ensure strong organizational support for implementation.

**Implementation Step 3: Training and Communication**

Training and communication before implementation are key to success. The process owner must conduct comprehensive and systematic training for all personnel involved in the process, especially informing them of changes between old and new systems, behavioral requirements, and how their work will change. This training and communication should be continuous, not one-time, ensuring that the system and process truly enter their minds and hearts.

**Implementation Step 4: Pilot**

Just as the Premier uses the Shanghai Free Trade Zone as a pilot for China's reforms, any process or system implementation should start with a pilot. Choose a region, product line, or department to pilot the new system for one to two weeks. Have them rigidly execute the new system, then solicit their valuable feedback. Based on the pilot, minor optimizations can be made, but these are generally template-level and do not involve changes to the main process.

**Implementation Step 5: Official Document Issuance**

This step is something every company is good at, but unfortunately they only do this step, forgetting the previous four. We must remember that only after the first four steps should the official document be issued. This step only ensures the legality of the system.

**Implementation Step 6: Full Implementation**

Based on the successful pilot, we can sound the horn for full implementation. The full implementation process requires full support, meaning the process owner must be on call, promptly responding to any discomfort and improvement requests.

**Implementation Step 7: Implementation Evaluation and Audit**

Implementation evaluation is a full-process evaluation conducted by the process owner, requiring correction and adjustment of implementation performance and goals to ensure timely discovery and improvement of issues. Implementation audit is the work of the audit department, requiring them to participate in the later-stage evaluation, using in-depth testing to judge the implementation of the new system.

**Implementation Step 8: Implementation Assessment and Incentives**

In the later stage of implementation, all departments and personnel involved should be assessed and incentivized based on evaluation results. Especially for key processes, implementation should be linked to department heads' assessments, making them aware that implementation assessment is performance assessment. I suggest giving material rewards to teams and individuals who implement well, encouraging the advanced but not punishing the lagging.

**Implementation Step 9: Review and Re-optimization**

This is the final step before solidification. Through review and reflection, we clarify the direction for re-optimization, carry out reasonable re-optimization work, and continue new implementation. It should be noted that re-optimization generally can only be carried out one year after the new process is implemented. We must ensure that process optimization is based on deep problem discovery, not optimization for its own sake.

Please try this nine-step method in your company. I believe your implementation will definitely succeed!

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