Time is a critical dimension in all implementation projects. In this  methodology, multiple timeframes can be introduced simultaneously in the design and executive of an sE = MC² mission or project. They are as follows:

• Short-term timeframe
• Medium-term timeframe
• Long-term timeframe

It is essential to map clearly the different factors in the figurative equation to the corresponding timeframes, in order to achieve organisational and project milestones without delays and satisfy all stakeholders. The different factors in our equation (M, C, C) play pivots for different timeframes. This connection is discussed in detail in article. In addition, to simplify the project design, functions and operations in an enterprise as grouped into zones.

Short-term timeframe

Any mission or project has multiple stakeholders. Among the different stakeholders, not everyone is equally optimistic about an implementation plan; neither is everyone unanimous about the goals of the project. It is the challenge of the project or programme manager to nurture sufficient support from stakeholders to achieve his milestones at each phase. There is often a considerable faction of stakeholders who need to be satisfied with immediate results. Analyses of high-cost zones at the beginning of a project help to understand how they can be eliminated or reduced without additional CapEx. For this purpose, the frequent pivot used is Cloud-based implementation (or deployment, if the design involves a deployment project).

For example, a quick and simple migration of data / databases and logic onto a Cloud-based platform results in a considerable decrease in OpEx in immediate subsequent quarters.

Caution: Nevertheless, decisions should be carefully weighed, not to rush with immediate cost-cutting plans that can cause “unintended consequences” to ongoing strategy implementation.

Medium-term timeframe

Zones that can be improved in the medium-term timeframe in any business scenario (next article), require a minimum level of training and adoption on tools and processes. For this timeframe, the most relevant pivot is Mobility. Mobility can be used effectively to:

• increase efficiencies in internal functions (zones)
• reduce Time-to-Market for products / services
• start altogether new channels of revenue

For example, in the medium-term timeframe the effectiveness of Mobility solutions is optimal if they can be deployed towards the enterprise’s “Edge”.

Long-term timeframe

Process restructurings require persistent training or redesigning enterprise cultures. Therefore, they should necessarily be placed in the long-term timeframe. For e.g. developing informal communication channels (forums, bulletin boards, etc), and also documenting verbal explanations into structured Wikis or FAQ threads. These latter require not only require time and concerted effort but also require developing a coherent mingling of processes and enterprise culture that would independently motivate personnel in different zones, to organise on their own without written or official mandates every time.

As can be apprehended, the pivot in this timeframe is Collaboration – in the form of informal or semi-formal exchanges. In addition, opening up collaboration to external collaborators (partners, suppliers, co-opetitors) require planned approaches. Problems, issues and requirements need to be structured carefully such that there is smooth informal exchange of information or knowhow, without leaking out strategic information essential for the development of the enterprise. This latter also depends on the type of open collaboration approach adopted – competitive or collaborative.

In the subsequent article, is discussed in detail the key business scenarios that are involved in the sE=MC² methodology.