The science behind Approach, Methodology & Framework – are they really different?

Introduction

I’ve been increasingly encountering consultants who are bidding on - and sometimes winning - contracts that call for Approaches, Methodologies & Frameworks which they don’t really stand the test of such label. In the last few months alone, I’ve received inquiries (and sometimes not-so-cleverly veiled mysterious questions) about how to assess Approaches, Methodologies, And Frameworks; how to differentiate between the three, what to ask in a vendor presentation, and how to facilitate a moderation session addressing vendor assessment and proposal submissions.

I’ve always been an exponent of “pushing the envelope” and trying things I’ve never done before, but equally I’ve been relentless advocate that clients should educate themselves on such matters and anticipate contingencies and that they should never accept an assignment without a clue of what is the Approach, Methodology, or the Framework applied to the project and how to implement it, NOT just simply hope for the best.

While some people may perceive this as a semantic argument, I humbly argue that the difference between the three is important to serve as a reference guide for the evaluation and selection related to awarding and implementing a project for the organization.

Approach vs Methodology

Approach and methodology are two words that are used to describe the way things are done in an organization. An Approach is more common of the two words that are used in various circumstances and can come to mean the style of play of a sportsman, the way an investor reacts to different situations in the stock market, or even the way a deer adopts different safety measures to escape from the clutches of a lion. Methodology is a similar concept that reflects the style or measures adopted by a person or an organization. However, there are differences that will be highlighted in this article.

Approach

An "Approach" is an overall style or idea that one adopts to overcome a problem or face a given situation. An approach is a generalized concept that describes the way a person reacts or behaves in the face of a tough situation. Approach remains at the level of an idea and does not involve steps that are time tested or empirically proven.

The intended series of actions (activities) in any given situation sum up the approach of a consultant. So, the way a thing or a situation is handled is called the approach and it varies all the time with different situations and different individuals. There isn’t necessarily a formula with slight variations that can be measured in case of an approach. A player’s approach to golf can mimic the style of play of another great player to be described as the similar approach to golf.

Methodology

A "Methodology" refers to structured procedures that have been tested time and again and proven to help overcome problems or issues. It is a very well organized and well researched plan with specific components such as phases, activities, tasks, techniques, tools and deliverables to help address a problem or an issue. Methodology is scientific in nature and can be executed in a series of small steps (activities) with the ability to be customized according to the requirements of a particular situation. Consulting methodologies typically possess some or all of the following characteristics: empirically tested; provides detailed steps that are required to overcome a problem or an assignment to accomplish a goal, workable with proven implementability based on a coherent set of design principles, concepts and theories.

To a beginner in the field, methodologies are essential to provide structured method to solve even small problems or issues.

In essence, methodologies demonstrate a well thought out, defined, repeatable approach. Therefore, a methodology spells out all finite detail: what to do, when to do, how to do it and why, whereas frameworks create a structure of what to do but rely on the doer to determine the best way to get the “what” done. It is important for the client to consider the organizational culture, philosophy, resident expertise and other factors which may greatly influence which is more appropriate for the organization to call for deliverables under a methodology or a framework.

What is the difference between approach and methodology?

• The overall style that guides you when trying to overcome a problem is called the approach of solving the problem.
• An Approach becomes methodology when it has been time tested and proved its efficacy again and again.
• A Methodology is specific and has a step by step procedure to solve a problem. On the other hand, approach is generalized and tells one how to go about a problem.
• A beginner is helped greatly by methodology while a seasoned person is comfortable with just an approach.
• Approach is casual while methodology is organized, scientific, structured, and well researched.

The approach is the generalized concept of the test. The methodology is precisely what you do to perform the test. Ideally the methodology is actually doing what you intend in the approach, but if you are not careful, the two things may not be the same.

For example, I could be curious about how medium can cause refraction of waves.

The approach I could select would be to create an apparatus where I could vary the wavelength in the primary medium and test various secondary mediums and see how that affects the wavelength or angle of the wave movement direction.

In practice, I would need to perform a series of steps and measurements to mimic this intended approach. The methodology is the exact procedure that I would perform in the test: how I would vary the medium, change the starting wavelengths, measure the changes following interaction with the second medium, etc.

Framework

In general, a framework is a conceptual structure intended to serve as a support or guide for constructing something that expands the structure into something useful.

Business dictionary defines framework as broad overview, outline, or skeleton of interlinked items which supports a particular approach to a specific objective, and serves as a guide that can be modified as required by adding or deleting items.

Therefore, a framework should comprise of a list of the main points in an itemized and sequenced fashion so that it appears in a logical order. Usually each main point has nested under it one or more sub points which may have their own (sub) sub points, and so on.

Some examples of frameworks that consultants and business analysts use, are:

• Balanced scorecard
• Porter’s five forces
• The GE-Mckinsey nine-box matrix
• The BCG growth-share matrix

Because "frameworks" are by definition a little loose, they exist to provide thoughtful direction on a preferred way of doing something without being too detailed or rigid. In essence, frameworks provide guidelines, while being flexible enough to adapt to changing conditions or to be customized for the organizational environment and culture. Therefore, it is very important for the clients to understand that deliverables under frameworks may not serve their entire needs if they expect:

• Standardized processes of what, when & how to do it.
• Predictability of consistent outcomes.
• Outsourced expertise to effectively use the framework due to a lack of internal capabilities.
• Adequate external support in implementation.
• Ease of governance and compliance oversight.

In summary, frameworks allow people to take a great deal of poetic license with how it should be applied. However, with that come issues and risks: defects in the process, inconsistent outcomes, performance and compliance metrics are difficult to develop and enforce. On the other, Methodologies hand resolve many of these risks but are often more difficult to implement because they leave little to the imagination. Remember, Master Chefs adore frameworks; just tell them the desired product, provide them with a well-equipped kitchen and a properly stocked pantry and let them run on their own. However, when managing a full-fledged catering operation and desiring to create predictable meals, that same Master Chef will favor a formal methodological approach - one that staff can follow without ever wondering “what to do” or “how to do it”. Do you have a Master Chef? If you are short of them, make sure you ask for a business "playbook" guide as a deliverable to capture the body of knowledge that will tell you how to do things, NOT JUST A FRAMEWORK.

A final advice

Understanding the difference between approach, methodology and framework have major consequences on deliverables.

Deliverables review process must address the quality standards expected of consulting firms as an outcome of a proposed project. Setting a robust quality assurance process on deliverables should be a key criterion of client intervention with all consulting firms and should serve as a major impact on the overall assessment and feedback on any recurring business therewith.

However, how can deliverables review process work if the client is not clear about its content, scope and coverage. In doing so, the client must first address the following question: are we using consultant for capability rather than capacity or both? Lasting transformations hinge on internal capabilities building. By “capability,” we mean an ingrained ability to develop new, specific competencies that the company needs to build - or acquire - to execute the transformation and sustain its benefits in a way that improves business performance. This will ensure that the client will have a better understanding of how to fit better the deliverables into the language and culture of the organization. Client's deep knowledge of the organization is very valuable in the implementation of deliverables, change trajectories or culture transformations; managing processes and projects; or integrating initiatives within the organization. In addition, the client can leverage internal relationships with employees within the organization, improving their means and channels of communication.

Deliverables have two components: the deliverable itself and the acceptance criteria for the deliverables. If these are not clear to the client, anything can be a deliverable.

Defining project deliverables is one of the most important responsibilities of the client project manager. All deliverables have two components: 1) the specific deliverable itself and 2) the acceptance criteria for the deliverables. If these are not clear to the client, anything can be a deliverable.