Motivation, skill, comfort with the old way of working, and a host of other factors become as important in achieving the desired outcome as the tool itself. And in many cases, there are multiple organizations or units, comprised of tens, hundreds, and thousands of people that need to work together in new ways, using the new solution, in order to achieve the desired outcome.
No wonder that so many major rollouts fail despite a successful pilot. But there is an alternative path that leaders can take once they have achieved a successful pilot: As part of scaling the solution, create the conditions that allow individuals and teams to adapt the solution to their unique circumstances and make it their own.
Doing so requires encouraging collaboration, behavior-change, and innovation. More specifically: Rather than telling them exactly what to do, challenge a few front-line teams that represent stakeholders in the system to make highly ambitious progress on key outcomes that you expect the solution to contribute to, in an unreasonably short time frame — days or less.
Give the teams some guidance about the extent to which they can modify what came out of the pilot, but otherwise let them loose and see what they can do to generate solutions that they own.
As you do this, use the power of peer competition to spark even more innovation. The , Homes Campaign, started in , aimed to apply these and other successful ideas nationally to house , of the most vulnerable individuals experiencing chronic homelessness in cities across the country in four years.
This was happening, just not rapidly enough. In early , Kanis-Margiotta and her team shifted their approach to one that depended more heavily on ideas from the communities themselves.
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Chart Organization. Canadian Charts. Chart Accessories. Most suggested improvements for the air-powered carts were better braking, higher speed and a bigger basket while a longer battery life was most suggested for electric-powered carts.
Conclusions: Motorized shopping carts are used by a wide variety of individuals. Individuals aged 54 or younger and do not own a mobility device chose to use air-powered more than electric-powered carts. The functional capabilities of the air-powered carts demonstrated their potential to serve as practical replacements for electric-powered carts found in grocery and retail stores.
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