Failure: fear or opportunity for the BRM?

  • Work with your stakeholders to be clear about what the success criteria are going to be and how and when they will be evaluated. As this will likely be expressed as a lagging indicator (possible to evaluate after the event) you need to push for leading indicators (things in the here and now which are immediately visible) to be defined.
  • The Discovery, Alpha, Beta and Live process that the Government Digital Service instigate sets the framework for this, but what I observed happening is the focus was only on getting to the next stage whereas it may have been more valuable to argue against a decision to stop.
  • Don’t start anything until you feel like you made difficult decisions. This is the same as when developing strategy — there should be things you say “no” to that you really want to do just as much as you say “yes” to something. If you don’t feel like you’ve turned down a really good option then you haven’t considered the options fully and so are unconsciously compromising.
  • Leading indicators that point towards an outcome being successfully achieved
  • Plan to stop unless the evidence shows you must carry on. If stopping is the default then it will be easier.
  • Make difficult decisions not to do things. By ensuring difficult decisions are being made to not do things before agreeing to proceed you are consciously compromising.

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Luke Radford

Luke Radford

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An experienced senior digital business leader with experience of delivering transformative change.