Step 2: Create a rhythm of interventions and experimentation
These two mappings provide you with knowledge and insight on how to start planning your change and implementation efforts for rolling it out and scaling it up in your organization. It helps you answer questions on where to start and to whom you should go first.
Next up is making assumptions. Assumptions on how to implement your speedboat in this local culture and context. I suggest you do this by gathering leaders and key employees from the area or department (or the whole team). Tell them about your speedboat, evaluation and results. And then ask them if they see this useful in their context. You want to establish a connection and dialogue, having them as experts and ambassadors.
With a filled “backlog” of assumptions, your next step is to prioritize where to start. Which assumptions are easy to implement and create the most business value? After that carry out experiments deduced from your interventions. Set a rhythm – define sprints – to keep creating momentum. The last step is to evaluate and adjust; did we carry out the right intervention and was it a success?
Maybe you’ll feel like you already did this part when you made your speedboat in the first place. But remember, a large organization have subcultures and local contexts that might mean something new or different to your speedboat. So, if you want to scale a speedboat, being an integrated part of your business, you must make interventions to secure implementations and adoption.