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How to Turn Ideas into Action
The Problem	The Solution
No Actionable Proposition Most businesses fail to turn ideas into action for one simple reason.   They fail to see the idea as an 'actionable proposition' - that is, as something that can actually be done. Often, managers don't stop to ask what result they're trying to produce, and even when they do, they are not always very specific.	Start by defining a concrete desired result, and then work backward. Map out the entire execution process, from conception to delivery, and then put an experienced manager in charge of each step. Be especially clear in defining the relationships between managers.
No Alignment with business goals Even actionable ideas will fail if they don't match up with your business's other goals. To have a chance of achieving all your goals, every idea must fit within a businesses's already-expressed intentions.	Stress-test your idea.  Your map of how to execute a new idea should expose any problems that the idea might cause for other business goals or practices. You can then adjust your goals to support the new idea, time the idea differently -- or drop the idea altogether.
Missing pieces Well thought out ideas will run out of steam if your business lacks certain critical elements to ensure their success, e.g. the knowledge to apply new technology. Businesses routinely underestimate what it takes to execute a new idea.	List all "dependencies," or pieces necessary to execute your idea. Then determine what's missing and -- if the idea is still feasible -- build it, buy it, or hire it. The key is to have not just available resources but also "disciplined self-analysis." You need to step back, see what you need, and then admit it if you don't have something.
No integration Even with a great idea and the right organisational pieces, you still won't be able to execute your idea unless those pieces work togethereffectively -- unless you have "operational integration."  Execution often fails because it "depends on a group of people working together who are not used to working together, and who have completely different incentives." Sales teams, for example, are often at odds with research or engineering employees.	Recognise that an organisation's structure can hamper teamwork. Power is often in the hands of business leaders who are not always committed to the execution of a new idea. To change this, create a "virtual hit-squad of trusted people who have authority, who know their part, and who will commit to executing the idea."
No champion New ideas often come without an organizational home and usually lack a champion. Moving an idea through the organisational hurdles to reality requires entrepreneurial leadership. The field of companies is littered with good ideas that died because they were orphans.	If you really want to carry an idea forward, designate a champion who is clearly responsible for that idea and who is given the authority to make it happen.
No Moral Courage In today's business environment, new ideas are inherently risky -- so much so that even corporate mavericks fear taking on something that might flop. People want someone else to make the decision, and so  they would rather just sit on an idea."	Make it clear that your business values risk taking. Make it so that  those who make big things happen get big rewards, while those who try to make things happen but don't succeed aren't flogged. And when someone does failhold that person up as a model -- as someone who had the courage to try.