The Value of Assessments: 5 Reasons Why They are Effective
Every team and every organization is filled with great ideas and lofty goals for strategic development, but everything that sits between the hypothetical plans and the actual end result is where many can falter. New, strategic initiatives often sit on the planning board for long periods of time, with numerous discussions taking place, but little to no action being taken to actually move the initiative forward. And you know what? It’s easy to understand why.
Teams are constantly under resource strain. Urgent projects seem to arise left and right, often making it difficult to move out of a “reactive” mode and into a “proactive" mode, leaving new initiatives perpetually getting put on the backburner. With so many tools and methodology variables available today, it can be difficult to even start trying to evaluate which combination is right for your organization. Team A is championing for this, but Team B is fighting for that. Then of course there is always the white flag of, “well, what we have is working, for now, so let’s just keep doing that for the time being”.
We’ve all been in these positions and can certainly relate to them as valid reasons for maintaining the status quo, but sometimes forward movement on strategic initiatives just has to take place. Maybe it’s a top-down push from the CIO, or maybe the competition is driving you to catch up. Either way, effective action with optimal results is required, and that means something is needed to ensure that takes place.
This is where an assessment delivered by true SME’s can be the magic ticket. Whether it's due to internal resource strain limiting bandwidth, or looking for an outside viewpoint and skillset, an assessment can really be what enables organizations to hit the gas pedal on moving strategic initiatives forward in an accelerated fashion while delivering the desired outcome.
Let’s just quickly take a look at 5 reasons why an SME led assessment might be good for your organization……..
Objectivity to Counterbalance Subjectivity
A challenge for any organization looking to undergo substantial change is the culture within that organization and subjective ties to “the way things are done”, or the “it works, so why change it” mentality - both of which can be an impediment to moving things forward. With an outside SME brought into the picture, this subjectivity can be counterbalanced with an objective viewpoint to really be able to begin to take action on strategic initiatives.
This objectivity allows for a clearer vision - free from internal organizational baggage/history - to really look at what is working vs what is not working, and how to best address each. Meaning where and how to better optimize existing investments in tools and processes that work, as well as identifying where and how corrective actions need to be applied.
Reduce the Burden of Complexity
Major initiatives around technology or methodology overhaul/adoption are rife with complexity on their own. Add in a layer of needing to make those decisions while figuring out how to balance requirements around regulatory compliance, and figuring out a move forward plan can seem almost impossible.
However, by engaging with resources that not only understand industry regulations and requirements but who have also worked with numerous clients with every conceivable variation of technology and methodology utilization within a regulated framework, you can lean on their expertise to navigate the appropriate tools and methodologies for your organization. All while ensuring that compliance is not just accounted for, but effectively achieved.
Reduce Timeline from Planning to Execution to Adoption
Oftentimes, organizations have large-scale plans for what they want to do and what they want to achieve but have difficulty knowing where or how to start. This can leave teams in a state of deliberation purgatory, going back and forth on the right tools, or where to start pilot programs for rollout, or what methodologies to apply to what teams and systems. All this while decisions and actions continue to get pushed out.
By bringing in an outside organization and strategic consultant, this forces the issue and decisive action to be taken. There is a dedicated owner that is now tasked with evaluating the situation, doing proper assessments, formulating the right plan, putting together a strategic execution roadmap, and ultimately, the implementation and adoption of new tools (or better optimization of existing tools) and processes to achieve the desired goals. Having that person be on the clock and billable is also a good motivator to make sure that progress is made in a timely fashion.
Assessments give organizations the opportunity to engage experts in quick and easy ways, providing them with practical steps to arrive at implementation and utilization on an accelerated timeline. An assessment allows organizations to receive immediate feedback on some of their most pressing concerns. This can mean providing confirmation on an area that your team already thought might need to be addressed, or it might mean uncovering actions that must be taken before larger initiatives can even begin to the thought about.
Through an assessment, teams will be able to obtain actionable takeaways through the critical evaluation of an outside SME. This includes things such as business justifications, building a business case for a new initiative, captured or projected ROI, and other tangible metrics that can be presented to management. These takeaways can be used to either justify existing investments and their potential expansion across the organization or to establish justification on a roadmap strategy for new initiatives while factoring in the associated cost and resource requirements relative to the upside the end results will yield.
Assessments, when delivered by the right resources, are much more than just short-term engagements offered by companies providing consulting services. They can give your organization what is needed to drive business-critical initiatives forward by providing you with the roadmap to minimize potential pitfalls and maximizing the end results. The organization providing the assessment, if they are at all worth their weight in salt, will have those goals at the forefront of their evaluation and execution plan, and should truly have the expertise to not just do the assessment, but to actually align with your team as a strategic partner. That means from the advisory phase all the way through to the successful execution of a roadmap strategy.
If the areas of benefit listed above sound like something your team could leverage, perhaps evaluating an assessment engagement as part of a longer-term strategy would be right for your organization. It just so happens that your pals over here at Tx3 have quite a but of subject matter expertise in a wide range of areas, including CSV and SDLC modernization, cloud readiness, test automation, and ITSM/DevOps adoption, so feel free to reach out to us if this is something you would like to discuss in more detail.
Jason Secola manages content marketing and channel activities at Tx3 Services and has been with the company since 2016. Jason began working with the larger portion of the existing Tx3 team dating back to 2007 when he got his first start in the world of application testing which ultimately led to a focus on testing in a regulated environment. He currently resides near Sacramento, CA.
Jason Secola manages content marketing and channel activities at Tx3 Services and has been with the company since 2016. Jason began working with the larger portion of the existing Tx3 team dating back to 2007 when he got his first start in the world of application testing which ultimately led to a focus on testing in a regulated environment. He currently resides near Sacramento, CA.View all posts by Jason Secola