"What's Up e-Doc?"

When businesses became uncertain about the economic outlook for 2001, companies were very tentative about spending. For this reason, they held off on many projects while they waited to see when the turn-around would come. Well, the turn-around didn't come in 2001, and important initiatives were not begun, let alone delivered.

That takes us to 2002. The word on the street was that things would improve by the end of the 2nd quarter. Guess what? That didn't happen either. Forecasts for the economic turn-around continued to be pushed further and further out -- from 3rd quarter, to 4th quarter, and ultimately to 2003. And still, important initiatives were not delivered. This has created as much as a two-year backlog of projects at every company in America. That's pretty significant.

Companies can't hold back forever or they will eventually whither and die. By the same token, they can't move too aggressively. Where do we go from here? It appears that many economists believe we will see slow steady growth throughout the remainder of 2003. But what if they're wrong? It's not like it would be the first time. To some extent, economists are like weatherpersons: you can be wrong 80% of the time and still keep your job. Ouch!

I believe a prudent and conservative approach would be to hedge our bets. Specifically, I recommend beginning some of the larger projects - in a small way. Whether your project is to look at the supply chain, order-to-cash cycle, customer relationship management, or any other myriad of projects, much can be gained by starting them now, in a low-risk, low-cost fashion. If you are skeptical, please hear me out.

First, invest the time to allow your staff to document the existing process for your project. This will give you some insight into exactly how bad things are, or are not, and will also not break your budget.

Next, envision the new process that you would like to see in the future. Bring together the various parties from each of the areas affected by the process, and brainstorm out the new process via facilitated sessions. Do this quickly - Don't make it your life's work. It doesn't need to be perfect at this point.

Now that you have an accurate picture of where you are, and one of where you want to be, you can start carving this into bite-sized chunks. Next, identify the steps that would be necessary for you to get from where you are today, to where you want to be tomorrow. What you should find is that many of these steps can be implemented now, and at very little additional cost.

Of course there will be major aspects that cannot be addressed without more significant funding; those efforts may involve non-trivial information systems modifications, facilities impacts, etc…. Take each of these and develop a business case for moving them forward. Make sure to document what conditions need to exist in order to begin each project. Prioritize each of your projects and then park them. Did he say, "Park them"? "Yes, park them". Then, when you see signs that the economy is really starting to come back, and that the project's conditions have been met, all you need do is go to your binder and start releasing already well-defined, prioritized projects.

Let me give you a visual. A surfer carefully prepares and gets into position to catch the next big wave when it comes in. If he is not prepared and in the right position to act when the big wave comes, he is forced to wait for the next one. If you wait until the economy rebounds to begin your thinking and planning process, you have already missed the first wave. The smart company will already have its plan in place, and be in a position to execute (not plan). Where do you want to be when the turn-around comes - waiting, or riding the wave?

Jeffery S. McGurk is President of Trinity Management Consulting, Inc. in West Chester, OH. He can be contacted at (513) 956-3030 x 100 or e-mail at jeff.mcgurk@trinity-mc.com. Trinity Management Consulting, Inc. Website can be reached at http://www.trinity-mc.com.