The Hand Framework: A Versatile Approach for Any Project

80% of New Years Resolutions fail; 75% of ERP Projects also fail.

?In today's rapidly evolving business landscape, the ability to adapt and transform has never been more critical. Digital transformation is what everyone calls it, but most fail to understand the transformation part. The focus is often just on the "digital" aka the technology. In other cases, the vision that an executive has may not be embraced by staff, or no one can agree on what the future should look like. These issues, if ignored, become the reasons why so many projects fail.

?Over the past 20 years in business transformations, I’ve come to realise that today’s digital transformation is simply the latest iteration of business transformation. As an example, the move to SaaS is arguably less of a change than the introduction of the PC and desktop applications. The challenges and issues remain similar, whether at a personal level or within a corporate environment.

Yet for all the experience of change, we find that we aren’t very good at it. Insights from Gartner indicate that nearly 75% of ERP projects fail to realise their benefits, often due to a lack of clear purpose and stakeholder engagement. Similarly, Scranton found 80% of New Year’s resolutions usually fail within 10 weeks, because they focus on the WHEN (timelines) without a real WHY (purpose).

A New Years resolution fuelled by champagne and made on 31 December 11:55 pm is almost as likely, as an ERP implementation, which has been planned by experts, to succeed or fail.

These failures highlight the necessity of a framework that starts with a solid foundation of purpose and integrates it throughout the planning and execution phases. Additionally, Specific, Measurable, Achievable, Relevant, and Time-bound (SMART)goals, while practical, often lack a strong WHY, making it challenging to maintain motivation and alignment.

This understanding led me to develop the Hand Framework—a comprehensive yet adaptable approach to transformation suitable for any project size. I saw that having a unified approach to managing transformations, both big and small, was crucial for ensuring success.

?The Hand Framework consists of five key elements, each represented by a finger of the hand.

These elements are interconnected, as fingers to the palm are, ensuring a comprehensive approach to transformation:

WHY (Purpose and Motivation): This is the core reason driving the transformation. A strong WHY provides direction and keeps everyone aligned and motivated.

WHAT (Clear Goals and Vision): This involves setting SMART goals to define what success looks like.

HOW (Strategic Planning and Execution): This includes developing actionable strategies and detailed plans to achieve the defined goals.

WHEN (Timelines and Milestones): Establishing realistic timelines and milestones to track progress and ensure timely completion.

WHO (Stakeholder Engagement): Identifying and engaging the key stakeholders involved in or affected by the transformation.

Why the Hand Framework?

I love the elegance in simplicity, whether it's the Eisenhower Matrix or Simon Sinek's Golden Circle, as they are essentially timeless. However, when looking at transformation from both a corporate and personal view, I wanted something more practical than Sinek's Why, something that could serve as a digital transformation framework and a practical alternative to SMART goals, which lack a WHY.

?WHY is the basis for all changes and the bigger the WHY, the more likely you are to succeed. A single WHY is like a tightrope; any wobble and you will probably fall off. This is especially true in New Year’s resolutions. Now imagine where the WHY has been done with multiple engaged stakeholders who have all inputted their many WHYs (we need to do this). Your tightrope is now the equivalent of a four-lane highway!

However, I did notice, especially in digital transformations, that often WHYS were limited by other factors. As an example, a software application used by a company may reach end of life and an upgrade is forced upon them. At that point, based on WHEN, your WHY could become "let’s just upgrade and keep going as is". This becomes the path of least resistance, and limits change and cost. It is just a step above "do nothing".

?It could, however, also be used as a catalyst for change. If the WHY is big enough and the WHEN allows enough time. This could be a true transformation but requires full engagement of all stakeholders (WHO) to be successful. In turn, based on the desired outcome state (WHAT), you might find that we need to review WHEN or the HOW to determine what we can do in the project. To avoid this, it is key to have a defined STRATEGIC WHY and an ideal FUTURE WHAT that can function as your guiding lights. If you can follow these in principle, then you know you are heading in the right direction.

?How Did I Come Up with It?

The Hand Framework came about from my extensive experience of business transformation across varied industries both here and overseas, coupled with a deep understanding of various successful methodologies that are used. I realised that while there are useful frameworks, they often lack flexibility and adaptability. My goal was to create a framework that could be applied universally yet tailored to the specific needs of any project. I drew inspiration from proven models but aimed to integrate them into a more holistic and practical tool.

I also discovered that when undertaking personal projects or transformations that challenges and issues were the same as what occurred in business transformations. The connection may not have obvious at the surface but when broken down into the Hand Framework it was obvious that at the core of each issue had at least one finger pointing at it.

"I wanted it to be simple enough for anyone to use, strong enough that it could be used for any sized project and adaptable enough that it could be a principle for transformation."

Each element is crucial for the success of any transformation project. Sometimes an element will become obvious and so will reduce the time needed; for example, if I am doing something just for me, the stakeholders (WHO) will be limited. In other cases, you will be driven by one element more than others; for instance, WHEN may be limited, meaning only a brief period to transform, which impacts everything else. The key is that, like a hand, your project framework is flexible and adaptable.

?By ensuring that all these components are addressed, the Hand Framework provides a comprehensive roadmap for achieving desired outcomes.

Giving Simple Projects a Helping Hand

Can this be used for simple projects whether for an individual or a group? Absolutely! The beauty of the Hand Framework is its adaptability.

For simpler projects, you can streamline the process:

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Example: Improving Your LinkedIn Profile

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WHY: Enhance my professional presence.

WHAT: Complete profile, increase connections to 500, achieve an SSI score of 70.

HOW: Create a content plan for profile updates and engagement.

WHEN: Set a timeline for profile completion (6 weeks) and weekly updates.

WHO: Seek feedback from peers and mentors.

In this scenario, you can quickly brainstorm your WHY, set clear goals on WHAT this will look like and do for you, outline simple steps for your HOW, create a basic timeline for WHEN, and identify one or two key people to provide feedback as your WHO.

?Even for a something like a get fit campaign it could look like:

WHY: Run a 10k charity with sponsorship, get fit, be a good example to my children.

WHAT: Complete the run in under an hour and get $500 sponsors

HOW: Join local running group and train 4x a week Zone 2, 1 x high intensity.

WHEN: Fun run in 6 months, 5k one in 3 months.

WHO: Family, Charity, Running Group, PT coach.

What If My Project Is More Than a Handful?

More Complex with Changes? How about Iterations?

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For more complex projects, the framework allows for detailed planning and continuous iterations. There may be constraints that affect what can be changed, such as WHEN but you are not limited to a fixed linear process.

For more complex projects, the framework allows for detailed planning and continuous iterations. There may be constraints that affect what can be changed, such as WHEN, but you are not limited to a fixed linear process. Larger projects will have multiple stakeholders and continual changes. This could be scope creep, i.e., the WHAT changing, the timeline WHEN, or even the budget (money or resources), which may impact WHAT, HOW, and WHO. It will need to be a holistic review, and again, I must emphasise that everyone understanding the WHY will make the process far easier.

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By taking the time to bring new stakeholders (WHO) into the transformation, even if they weren't there in the beginning, we make the rest of the project go faster, and iterations are not roadblocks. Spending time on WHY or revisiting it is time well spent. This principle is recognized in many ways from Covey's 6th Habit of "Synergise," Abraham Lincoln's "4 hours to sharpen the axe," and the Japanese concept of "Nemawashi," which literally means "digging around the root of a tree before transplanting."

Example: Creating a New Division of a Business

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WHY: Aligns with the company's long-term strategic goals.

WHAT: Detailed performance metrics, financial targets.

HOW: Comprehensive strategic and Go To Market plans with multiple phases.

WHEN: Detailed timelines with frequent checkpoints.

WHO: Wide range of stakeholders involved.

Possible Iterations:

Budget Reassessment: If you’re over budget, review the HOW and WHAT to identify inefficiencies and adjust goals. Conduct a cost-benefit analysis to find areas where costs can be reduced without compromising your WHAT. Reallocate resources to prioritise high-impact tasks. Look at the WHY for guidance and acknowledge the impact on WHO as well as the impact on the WHEN.

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Timeline Adjustments: If WHEN (timelines) move forward, analyse and adjust the HOW and WHO to meet new deadlines. Expedite procurement processes, increase workforce, or streamline workflows to accelerate progress. If the WHAT must change consequently, again use the FUTURE WHAT and STRATEGIC WHY to ensure you are still on track.

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Stakeholder Changes: If there are new stakeholders, reassess HOW, WHEN and WHAT to incorporate their contributions and adjust plans accordingly. Hold briefing sessions to bring new stakeholders up to speed, update communication plans, and adjust timelines based on new input. Remember spending extra time on the WHY delivers benefits throughout the project.

User Feedback Integration: Regularly gather feedback from stakeholders and users to inform adjustments. Just like user testing in product design, this helps ensure the project remains aligned with actual needs and expectations, rather than assumptions.

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Design Sprints: Implement iterative sprints to prototype and test parts of the project. This allows for quick cycles of planning, execution, and review, enabling fast pivots and continuous improvement.

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Detailed Planning and Visualisation: Break down each phase of the project into detailed, actionable steps. Use visual tools such as flowcharts or Gantt charts to map out the timeline and dependencies. This helps everyone involved understand the plan immediately and makes it easier to identify potential bottlenecks or areas needing adjustment.

By scheduling regular review meetings and implementing continuous feedback loops, you can ensure the project stays on track and adapt to any changes as they arise. The main challenge is to ensure that changes and decisions can be made quickly and effectively. This is the reason that WHY and WHAT are so important both at the project level but also at the higher corporate level now and as the STRATEGIC WHY and ideal FUTURE WHAT.

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Addressing Concerns: Flexibility, Simplicity, and Adaptability

Too Complex for Simple Projects? The Hand Framework might seem complex, but it’s designed to be flexible. For simpler projects, streamline each element with quick brainstorming sessions to define the purpose, setting one or two clear goals, outlining basic steps for execution, creating a simple timeline with key dates, and identifying key stakeholders for direct communication. If you have your WHY solid and clearly defined and your WHAT (think of the OK hand signal), then the direct approach is best. There may still be changes, but your framework should be straightforward. Remember, perfection is the enemy of good. What we want is transformation.

Example: For a get fit campaign:

• WHY: Improve health, set a good example for children.
• WHAT: Complete a 10k run in under an hour, raise $500 in sponsorships.
• HOW: Join a local running group, train four times a week.
• WHEN: 5k run under 30 min in three months, 10k run under 60 min in six months.
• WHO: Family, charity, running group, personal trainer.

Risk of Too Much Bureaucracy? Focus on essentials and avoid unnecessary formalities. Streamline processes, avoid unnecessary steps, and adjust plans based on feedback and progress without excessive formalities. If the WHO is fully engaged and involved and aligned with the WHY, then decisions should be made efficiently and without too much process. If the HOW or WHAT is affected, then make sure it aligns with your WHY and has not impacted the WHEN. Regular progress checks should highlight and address this.

Example: For a digital transformation project:

• WHY: Enhance customer experience, increase operational efficiency.
• WHAT: Implement a new CRM system, achieve a 30% increase in online sales.
• HOW: Adopt innovativetechnologies, train employees.
• WHEN: Initial setup in three months, full implementation in twelve months.
• WHO: IT staff, department heads, key employees, external consultants.

Need for Continuous Adjustment? Itwill depend on how aligned you are and how flexible you allow your HOW to be. While regular reviews and adjustments can be resource-intensive, they ensure alignment and adaptability, leading to successful outcomes. Clear and concise communication is the key, and adherence to the principles of WHY and WHAT should help. Schedule regular review meetings, implement continuous feedback mechanisms, maintain flexibility in project plans, perform impact analysis when significant changes occur, and keep thorough documentation with transparent communication with stakeholders.

Example: For a complex business transformation:

• WHY: Align with long-term strategic goals.
• WHAT: Detailed performance metrics, financial targets.
• HOW: Comprehensive strategic and go-to-market plans with multiple phases.
• WHEN: Detailed timelines with frequent checkpoints.
• WHO: Wide range of stakeholders involved.

Practical Insights:

• Agile Compatibility: Agile projects benefit from having a clear WHY and stakeholder engagement (WHO). Regular reviews and iterations are inherent to Agile methodology, aligning with the continuous feedback and adaptability emphasized in the Hand Framework.
• Quick Adjustments: If a startup or agile team locks in their WHY, the other elements can be quickly brainstormed and adjusted as needed. This ensures alignment without sacrificing speed and flexibility.
• Regular Reviews: Agile methodologies emphasize regular reviews and adaptability, which align with the Hand Framework's principles. If elements need adjustment, the framework supports quick reassessment and adaptation.

By ensuring that all these components are addressed, the Hand Framework provides a comprehensive roadmap for achieving desired outcomes. Whether you’re planning a personal project, or a complex business transformation, the Hand Framework’s flexibility and adaptability ensure that you can manage any project effectively and efficiently.

So, Remind Me Again Why Is This Different?

The Hand Framework is unique because it combines the best of various established methodologies into a single, adaptable framework. It starts with the WHY ensuring all actions align with a core purpose and integrates continuous iteration to adapt to changes. Simon Sinek is probably the best-known advocate of this. The WHAT is Stephen Covey’s 2nd Habit, and I would recommend using all 7 Habits to guide decision making. HOW is something you will determine based on resources, budget, and other factors. WHO includes stakeholders as a distinct element simply because so many projects fail to do so and then fail. The WHEN uses the discipline of SMART goals in but allows it to be a driver for WHY and WHAT too. This approach makes it suitable for both simple and complex projects, personal or business, and provides a comprehensive yet flexible framework that aligns with key principles and best practices in transformations and projects.

I will go into each part of it in a series and provide more examples of it working at a personal level and on different business issues. If there are specifics you would like me to explore, please comment below. I would love to help you.

What If I Want to Know More?

If you're interested in learning more about the Hand Framework and how it can be tailored to your specific needs, feel free to reach out. ([email protected])

I'm always excited to help organisations and individuals achieve successful transformations. By implementing the Hand Framework, you can confidently tackle any project, knowing that you have a comprehensive, adaptable approach that aligns with both your immediate and long-term goals.

?Closing Thoughts

The Hand Framework is more than just a tool; it's a philosophy that embraces the complexity and challenges of transformation while providing a clear, actionable path forward. Whether you're planning to run a 10km charity event or managing a major corporate restructuring, this framework adapts to your needs and ensures every step is aligned with a clear purpose and goal. Embrace the Hand Framework and take the first step towards a more structured and successful transformation journey.

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