A personal story from the mid-1990’s…
My boss and I were sitting in a briefing about the program to implement SAP at our company, code name “Quest.” Massive. First software project we ever capitalized on the financial books. External consultants. Big $$$ commitments with no ROI for several years.
The presenter laid out the plan:
• 12 months to document the business requirements
• 12 months to create specs for the necessary customization
• 18-20 months for the implementation work
I turned to my boss and said, “This is doomed to fail. The business requirements will change before they can implement!”
He responded: “The people in charge of Quest get to define success. Therefore, no matter what happens, it will be a success.”
There are two ways you can put this insight into your leadership toolbox:
1. Watch for this “they get to define success” paradigm being used against you (or the best outcomes for the organization). You probably can’t change it, but at least be consciously aware of the reality.
2. Respect the power of being able to define success for an initiative. Use this super-power for good, not to manipulate or cover your butt.
