Unpacking the 100-day initiative
The measurement of performance for the 100-day projects is, as is the case with all projects implemented using the root concept of RBM, based on progress towards a greater goal of improving livelihoods rather than on the completion of projects, delivery of goods and services or compliance and merely following standards of operation.
THE terms 100-day or rapid results initiative (RRI) refer to a structured set of results-focused, low risk, change-driving, team-based and problem-solving management tools for mobilising teams to achieve tangible and dramatic results, accelerate organisational learning from a series of smallscale, results-producing and momentum-building projects within a very short period of time, typically 100 days or less.
The concept was originally developed by a United States-based firm, Schaffer Consulting.
The initiative, a tool for putting into practise the disciplines and other prerequisites of the results-based management (RBM) approach upon which it is premised, entails breaking down long-term goals or projects into smaller results-producing components that help to stimulate progress towards executing strategic, financial and operational plans leading to improved performance and livelihoods.
The 100-day projects form part of a series or cycle designed to unleash the creativity and capacity of teams to achieve any form of strategic goal, including accelerated growth, increased productivity, engaged staff, significant cost savings as well as sustainable business practices, which bring about a quick, concrete, visible and measurable change in state in the target entity.
Such change caused by undertaking an activity or project, referred to as a result, ordinarily refers or leads to an authentic improvement in the lives of stakeholders.
The Project Management Institute (PMI) describes project stakeholders as an individual, group or organisation who may affect, be affected or perceive self to be affected by a decision, activity or outcome of a project (Project Management Institute, 2013).
In the context of public service projects, the main stakeholders include, end-users of the project deliverables (ordinarily regarded as the most important group), policymakers, implementers, politicians, government officials, funders as well as professionals in other fields.
Against the background that 100-day projects are only a component of larger, longer-term projects, their related results are thus not an end in themselves and may not be felt by all groups of stakeholders. Their purpose is to demonstrate progress towards the achievement of higher level and long-term results from larger, sustained long-term projects and programmes, of which the 100-day projects are only a part.
Similarly, leaders use such results to create longer-term and wider-scale impact in subsequent waves of 100-day projects. Enhanced levels of confidence among investors, end-users or organisational staff are examples of such results pointing to longer-term improved livelihoods for all stakeholders.
The concept of 100-day initiatives has been proved to be a sound method for achieving high performance and tightly focused, result-oriented transition goals as it provides impetus for major change, enhance project/ programme implementation capacity, which leads to improved service delivery and subsequently, improved livelihoods for all stakeholders.
Success stories on the use of the concept have been reported in several nations including Kenya, Rwanda, Eritrea, Ethiopia, Brazil and the United States of America, with some quarters perceiving it as a “new movement” in the management of development programmes.
Again due to the reported effectiveness of the tool, it has been adopted by the World Bank and applied, with notable successes within bank operations in Africa, South Asia, Latin America, the Middle East, as well as Eastern and Central Europe.
A call for action towards significant improvement of performance to be delivered by a single leader or group of leaders to cross-functional teams is usually the starting point for the 100-day process.
In response to the call, team members set and commit themselves to sharply defined, measurable, visible and shortterm, highly ambitions goals that are achievable in 100 days or less using existing resources and capacities and in line with the strategic obligations spelt out by the leadership. The implementation process for the initiative typically involves experimentation with new ways of working with persistence, capturing lessons and replicating success stories as well as making the necessary adjustments in cases of failure along the way until the targeted changes are achieved.
The short-term nature of the initiatives reduce hidden risks intrinsic in long-term strategies, create a sense of urgency as well as excitement against the background of clearly defined notions of success and failure in the foreseeable future rather than wait till the end of a long-term project.
The initiative also stimulates innovation and collaboration, in a new team spirit, as it compels project designers and implementers to think differently regarding the design of priority projects as well as the introduction of new work patterns to ensure that an impact would be felt in the shortest possible time.
In the same context, organisational staff are empowered to drive change, which brings a renewed energy and power to overcome inertia, resistance to change and also strive towards excellence.
Additionally, the approach helps to enhance project execution that is aligned with strategic intentions across stakeholder groups and organisations, through a detailed level of insight into issues and challenges, as well as provide an opportunity for stakeholders to learn a variety of lessons regarding the management of change.
Furthermore, the related processes subsequently create an environment for learning, change of work culture as well as enhancing capacity for an organisation to succeed in achieving large-scale positive changes in the lives of stakeholders (termed results).
Such capacity is enhanced through the implementation of momentum-building initiatives and also as key stakeholders continually adapt and refine the related overall implementation strategy.
In the same context, learning occurs from both positive and negative performance information, which is used to inform decision making relating to adjustment on current projects or the design of new ones together with elimination of elements that do not work.
There is, therefore, limited loss of resources as the initiative facilitates early detection and timely correction of project implementation as well as general learning for future improvement in performance.
The measurement of performance for the 100-day projects is, as is the case with all projects implemented using the root concept of RBM, based on progress towards a greater goal of improving livelihoods rather than on the completion of projects, delivery of goods and services or compliance and merely following standards of operation.
The initiative, therefore, promotes organisational capacity building for change towards ongoing and sustainable high performance.
Results from the 100-day initiative include elements such as enhanced capacity, levels of stakeholder buy-in and facilitation.
To fully appreciate the efficacy of the rapid results or 100-day initiative, it is important to grasp the concept upon which it is based - Results-Based Management: a comprehensive, team-based, participatory management and reporting approach.
Through the approach, all participants ensure that all processes, products and services contribute towards making a desired difference in the lives of the targeted population.
The most important element of RBM entails ensuring that interventions lead to effective development and a positive change in the lives of stakeholders. The related measurement of performance for all projects is centred on progress towards the achievement of this high level goal that should be stated in clear measurable, change language terms.
A typical example that demonstrates the basic principle of primary client focus and setting specific criteria for success would be, “female enrolment rate in 900 primary schools increased from 40 percent to 80 percent by the year 2020.”
RBM, therefore, reflects a significant departure from the traditional “action language” that would state the goal as “constructing 20 primary schools” thus focussing on the completion of activities and delivery of goods and services.
Resources are allocated and performance is monitored in line with the specific target change to the achievement of the specific targeted change.
In the process, the approach helps to demonstrate the provision of value for money, good governance, accountability and transparency.
Implementing RBM as well as the 100day initiatives, therefore, carries immeasurable potential to help organisations to achieve strategic goals and, consequently, improve the quality of life among stakeholders.
Such goals include accelerating growth, enhancing efficiency, effectiveness and accountability as well as boosting morale among stakeholders, which can also facilitate the delivery of seemingly impossible results and consequently to achieve breakthrough levels of performance.
To leverage this extremely robust and versatile tool that is proven to work within all types of organisations and goals, 100day initiatives should be refined through learning and adjustment and should also be replicated and expanded to all areas of the economy.
Such a move, however, calls for complete change from business as usual to a sustained culture of results and teamwork orientation.