Implementation Fail

I have worked with many agencies that have implemented agency management software and found that it doesn't work…for them. Often, rather than an issue with the software, they experienced implementation fail.

You invested time and money into fantastic technology. But it can be really expensive if you don’t do your homework beforehand, and don’t implement properly. So read on – there may be some familiar sounding reasons things didn't work out like you planned…

Now I’m all about an integrated solution because – get this – everyone collaborates on the input, and it is compiled in one place. Then everyone has access to the same information. And if you enforce just a little compliance – like requiring that they use the system, information will be real-time. Return on investment.

Imagine that.

Failed implementations usually come down to these often-overlooked issues:

Didn't really define what problem you were trying to solve. Usually agencies look to software because there’s something wrong. I know what it is but I can’t define it. Well you need to do this first step and it takes asking a lot of questions.

There is a lot of single-purpose software, to do schedules, or estimates or manage assets. Give it plenty of thought, and pull colleagues into the evaluation - before you make your investment. Because going back and undoing something creates a lot of unhappy employees. And a lot of extra work. And skepticism for any ‘new’ solution you bring to the table later on.

Management didn’t support the software – and the change that goes along with it – 100%. Staff will complain because routines are different and they may be asked to do something – like timesheets – every day. They will go to the big bosses who must push-back and re-direct issues to The Implementation Team. Without management’s full support change will not stick.

Thinking that software will fix everything. Nope, it takes process and people too - who actively use the software. That means a big slice of change management pie. Be prepared.

Everyone else in the agency is unaware that change is coming. If ever there is a way to completely alienate your staff, it is blind-siding them with the introduction of a New System – which usually includes software.

 The entire agency uses software every day to create Cannes Winners. But put in agency management software and all of a sudden they hate you. And the software too. “It’s too hard and doesn't make sense.”

So to get buy-in and include at least one individual from each department to take part in evaluation, customization and implementation. And then they will take their insight to their colleagues, and spread the good word. While you’re at it, give them some sort of perk for managing these duties – it’s out of their creative sphere.

You didn’t plan who would manage, or how you would implement the software. You need someone to drive the bus of change management. It isn’t automatic and it takes time away from other duties. Someone in your agency who really knows the ins-and-outs of the program will be able to close the communication gap and make it more relevant. As for timing for a comprehensive system, expect three months minimum. Really.

You thought you were buying a ‘plug ‘n play’ system. Pay attention here: Nothing is out-of-the-box and ready to use. You will have some set up to do prior to roll-out so that it operates – the way you want it to. Shame on your sales person if that is what they told you.

There’s a second part to that as well – decide which features you really need to get started, then test out and add new features as staff gets comfortable. Trust me on this – your lovely colleagues will cease to be kind and gentle if you throw too much at them at once.

You didn’t train – or which is usually the case – you didn’t require staff to attend training, and pay attention (e.g. turn off your iPhone). Further, you didn’t supply documentation, like at least a cheat-sheet on how to get from point A to point B. Uh, where do I click? Something as simple as this will keep people on task.

There was no follow-up. A new system needs follow-up. Because there is a lot of change that goes along with a new system, how people end up using the software can surprise you. I have witnessed work-arounds I didn’t know could be done. Remarkable.

People are resourceful if they don’t like change, or if they don’t understand something. So follow-up is essential to ensure the technology is used – as you meant it to be used. Your data is more useful if entered properly. Additionally, your staff MUST let go of old systems. They do not need to waste valuable time doing everything twice. If you can remove / block / turn-off old systems - do it. Or they may be prone to just keep doing things the old way. 

Keep your implementation team together for a few months after going live to check on their respective departments and then report back. Adjustments can be made anywhere along the way if there is something that simply doesn’t work – or if there had been an issue that wasn’t considered. 

There are a lot of little things that will surface when you put new systems in place.

A time of change is when you get to see your colleagues in their best temperament. So plan ahead, get buy-in and learn to take (just a little) flak.

And if you need any help, or just someone to talk to, I'm here for you. I've been there.

How To Fix It

There are lots of blogs written, and consultants with sites who work with / write about agencies and in-house marketing departments. These experts assess and refine your business skills, coach leadership, or even define your brand. Most are highly qualified and very successful – plus they’re really nice folks.

They work with Owners / Partners, EVPs, SVPs, VPs, Accountants – all those guys and gals who lament, “There’s something wrong.”

When your car doesn't start do you get out, take a look, and decide it needs a wash and wax? Nope. Instead, you have someone get into that…place…under the hood, where you never look.

I am like...an automotive technician. I check out the moving parts of your agency or department. Disassembly and observation tells me what is wrong. Management usually doesn't go there.

I work with the day-to-day everyperson (which probably represents, a large percentage of your staff), and their seemingly drudgery-related stuff that can sap your organization of…joy.

I know joy exists in advertising, because I have witnessed it. In between crises.

Joy: things that make you want to go to work. Like doing awesome creative, bonding with appreciative clients and turning a profit.

I have done the work myself, dealt with the powers-that-be, and know exactly what they’re thinking:
We’re always over budget (not making money on X client), or late, or employees are hatin’ on one-another – as in, no joy. Fix it.

I've said it before and I’ll say it again – if you want to know what’s going on, or going wrong – ask the people doing the work.

Well, for God’s sake, do not crowdsource a solution. Because like any committee, they meet; issues get discussed (interminably); ideas cheered; a task force is assembled; a manifesto written; then everyone gets busy and nothing changes.

The suggestion box is for management who doesn't want, or is ‘too busy’ to take a little time and have direct contact with staff. And, have you ever read the suggestions? “Let’s have Stone IPA instead of that lame Bud Light. Trust me, I have seen that.

If it sounds like I’m beating up management – I am. Quit thinking you know everything and listen to your employees. Incessant whining is one thing, complaints are something completely different. Let the whiners go elsewhere to spread their gloom; listen to the complaints because those can be fixed.

I invite you to descend from that throne and pay heed to your employees’ ideas, complaints and solutions – all the time. The complaint department is a laser-quick path to enlightenment.

Give those ideas/complaints/solutions some air time. Ask that person to flesh-out the idea, provide a simple plan, and bring it back. Then give it thoughtful consideration – right away – and act. They did the work, you owe them. And it just could fix the problem. Then you wouldn't need to hire a consultant.

Back to process.
Most agencies have competent accounting staff. That’s because they have learned to follow strict rules - there are specific procedures for that role. There are amazing programs out there that will give you every kind of report you can imagine. And if you have good process in place – a process for the other 90 percent of your agency – you will be able to rely on those reports. Imagine, getting rid of Excel.

But a lot of agencies – and in-house marketing departments – don’t have a good process for managing (e.g. documenting, tracking) the day-to-day that feeds those important reports. You know, the ones that tell you if you are making money – or not.

The problem usually is this: management doesn't like to hear whining about process, so they forego structure for just a little quiet. This stuff doesn't just go away and fix itself.

As an aside, if your staff doesn't have the time to assess, define and implement process and tools; and you (managers) don’t want to field the, “why are we doing this?” I can help. Short term / long term solutions are available.

So all those things you hate, and your staff says takes too much time – like process, forms, schedules, budgets/estimates, and – timesheets. You need them. And to be effective, they really should be accurate – like updated – real time.

It isn’t drudgery if you define your process, put good tools in place, and ensure compliance.

It will become a habit. Like having Beer Fridays. You will experience joy.

the bank of [your agency name here]

I just read the brief piece in AdvertisingAge: Three Agency Trends for 2013, and the first trend is… Slow payments from clients is the new reality! Ironically one of the other two is about consolidation. No wonder. What small- to moderate- size agency can afford to be the bank for a client?

They say it’s, “not great for agencies, however it’s the new reality in 2013”. No kidding, but I’ll bet it started well before the New Year.

So my question goes out to you folks in the agency world. Don’t you think you should work a little smarter this year? Maybe control costs – like the volume of resources you put into the client’s work?

Follow the money. It has never been more true – or essential.

I don’t mean reducing the wonderfulness of what you create, but keeping a watchful eye on where money is being spent. Time = Money.

Such as a creative deciding to spend (a lot) more time than estimated tweaking and re-tweaking a layout. Or that lovely back-and-forth between a proofreader and a copywriter on whether a serial comma is appropriate. Wastes time and money.

And while I’m at it, you can save a whole heck of a lot of cash if your account team exercises a little restraint when saying YES every time a client wants to be an art director. Those changes rack-up huge costs – which I’m betting you don’t usually track (they’re just small, quick changes), and certainly don’t bill.

I've said it before, everyone in your agency is responsible for ensuring a profit. That profit gets pretty thin when you’re carrying your client for 120 days. And when that profit is devoured by poor management of the client and staff – you’ll break even, or worse, have a really crappy year.

How long can you do this?

New Year’s resolution: call your entire staff together and decide exactly how you will manage your work – and your clients – for 2013. Agree to it and stick to it. And track everything – this means estimates, changes and timesheets. I stress tracking because next year, when do your year-end evaluation, and  you’re ready to re-negotiate client contracts, their value to your agency will be very clear.

And who knows, if you're awesome and efficient, one of the big holding companies may come calling.