If you want to introduce a major change in your organization — a new technology, process, system, product, partnership, or the like — you may decide to launch a pilot project. But if it’s successful, then how do you scale it? Telling everyone to implement your new solution or tool won’t work. Most of the organizations fails here as they focus only on communication. Communication is only one of the small aspect of change management but there are many more and bigger aspect. People a little believe and engage just because someone is communicating at various forums but they believe much more when they see it and feel it. As we say you must see it to believe it or I must say you mus feel it to believe it. You need to create the conditions that allow teams across the organization to adapt the pilot to their unique circumstances. Give them some guidance about the extent to which they can make modifications, but otherwise let them loose for a limited period of time. See what they can do to generate new solutions or innovations. Capture the learning from each of these second-round experiments so that teams in the next wave of implementation can start with an even richer menu of possibilities. In short, your pilot is just the beginning of a long-term, collaborative, and iterative process. If you let that process play out, you’ll unlock your organization’s potential to innovate. (Courtesy : HBR daily 22/01)