In case an organization wants to implement a framework or a methodology, either at the enterprise-level or in a large part of its business, it must use gap analysis as the first step in its journey.
Gap analysis is a very useful mechanism that can make an organizational initiative if done well and mar it if done otherwise.
Gap analysis is conceptually like an audit or assessment where the objective is to determine the difference between the "To Be" state versus the "As Is" state.
Planning and conducting a gap analysis exercise requires consideration of several key aspects.
Some such aspects are explained below.
Pre-Gap Analysis
Planning Gap Analysis
Conducting Gap Analysis
Post-Gap Analysis
After the gap analysis findings and recommended actions are made available to the organization, the leader of the initiative should get down to defining the detailed action plan.
The detailed action plan should clearly state who will do what and by when.
No ambiguities there.
This should then end logically with the dates for follow-up discussions for gap closure verification and the final closure of the gaps.
And if things go all well the "To Be" will eventually become "As Is".
When that happens, the gap analysis did serve its purpose.
And the gap analysis exercise can be termed as successful
Job done and mission accomplished.
Gap analysis is a very useful mechanism that can make an organizational initiative if done well and mar it if done otherwise.
Gap analysis is conceptually like an audit or assessment where the objective is to determine the difference between the "To Be" state versus the "As Is" state.
Planning and conducting a gap analysis exercise requires consideration of several key aspects.
Some such aspects are explained below.
Pre-Gap Analysis
- The first and foremost and the most important step in any organizational initiative is to designate a senior person as the leader of the initiative
- The appointed person should be selected based on the competency and fitment requirements and loyalty should not have any role to play in that
- The appointed person should be duly empowered, and his accountability should be backed up with adequate level of authority
- In some organizations, initiatives are started to give "some job" to some "special folks who have nothing to do" in the real sense, such people can't be fired and are also not adding much value but someone senior enough likes them (no need to ask what for?) and unless that is the situation the leader should have no reason to worry!
- The second thing is to build the required level of awareness and understanding among the leader, the second line and those who will be part of the primary task force as well the POCs from various departments
Planning Gap Analysis
- Then comes the road map and the plan
- Once the road map is in place it is important to know where the organization stands
- Basically answer the question - "where do we stand today?"
- That requires conducting gap analysis exercise
- Planning for gap analysis requires clarity on several aspects such as:
- Scope of business operations that are impacted by the initiative
- Good idea about which entities to involve in the initiative
- Expected or desired timeline
- Assessment and selection of appropriate external agency (if engaging one of them is needed)
- Budget at hand
- Organizational structure and internal dynamics.
Conducting Gap Analysis
- First step in this involves communicating the gap analysis purpose and schedule to the impacted stakeholders
- Doing a kick-off meeting is generally recommended as it helps both in building wider visibility about the initiative in the organization as well as helps in sharing crucial details related to the gap analysis with the impacted stakeholders
- At the very start of the gap analysis, the leader should clearly state the expectations from the initiative as well as ensure all support elements are well in place
- Gap analysis if planned well and scheduled well should generally run through smoothly
- There might be some "funny" stakeholders in the organization who may want special treatment or considerations and that should be dealt with firmly and quickly
- Letting such stakeholders dictate terms may derail the plan as well as trivialize the entire initiative
- For coordinating the conduct of gap analysis the leader should appoint someone to take care of the logistics and operational aspects
- Someone who is good with people handling and schedule management is generally a good choice for this job
- Someone who has been in the role of audit coordinator or site coordinator in external audits and has done a great job there would be the perfect choice
- The leader should keep an eye on how the gap analysis exercise is progressing both in terms of the schedule as well as the quality of the technical results
- The gap analysis should uncover salient points of difference between the "To Be" and "As Is" states so as to effectively guide the next leg of the initiative
- The findings should be captured clearly and documented in much detail so that recommendations can easily follow from them
- The last but one part of gap analysis involves preparing the final findings report and sharing with key stakeholders.
- And the last part of gap analysis is the draw up the recommended actions.
Post-Gap Analysis
After the gap analysis findings and recommended actions are made available to the organization, the leader of the initiative should get down to defining the detailed action plan.
The detailed action plan should clearly state who will do what and by when.
No ambiguities there.
This should then end logically with the dates for follow-up discussions for gap closure verification and the final closure of the gaps.
And if things go all well the "To Be" will eventually become "As Is".
When that happens, the gap analysis did serve its purpose.
And the gap analysis exercise can be termed as successful
Job done and mission accomplished.
