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Timing
Timing is a critical
factor in planning the audit. The ability to plan roll-outs of anything
changed or new, put foundation items in place to support any system
(policies, training, accountability issues and tools); and integrate the
upgrading of your operational processes into business life without
creating harmful chaos in the business environment must be considered.
In most cases it is suggested that the audit be performed in the quarter
ahead of any proposed implementation with the understanding that some
action items may be able to be implemented immediately without radical
change in business practices. This is a process, not an event.
Many organizations make
serious mistakes within the plan implementation process, making the
changes immediately without the necessary preparation work. In such
cases they are subject to lose good members, staff, and or revenue as
change is not always perceived as good. It often threatens comfort
zones and the security of knowing how things work and or expected costs.
For example, it would probably be a mistake for the club to announce a
monthly dues increase when sending out assessments or bills for matching
funds. Calls for cash, as an example will be a natural point for your
members to re-evaluate their relationship with the club and changes that
are “done to them” may become a great motivator to leave the club,
frequently for all of the wrong reasons.
In some cases, if there
is already significant chaos or disruption in the organization, the
audit is performed so that as many changes can take place at one time
rather than piecemeal to help re-create the club. This is not to say
that everything must be implemented at that time, but key foundation
pieces will be important in the rebuilding of the company. Generally,
the staff and market will tolerate a large change made to an
organization better than the feeling that nothing is on the path to
stability. When change is a part of the business process it is usually
viewed as an upgrade.
Large organizations
quite often schedule the audits on a rolling calendar so that the timing
for a five quarter plan can still be put in place from the beginning.
Key elements of implementation are then coordinated to take advantage of
timing, resources and integration to work flow.
A popular
time for operational audits and business plans is often the final
quarter when the business activity is high and there is heightened
excitement with the approach of the holiday season. Organizations that
transition to the fifteen month format with one quarter of analysis,
planning, implementation and integration preceding a year to generate
the results find business continuum and far less vulnerability. |
