If an organization is not ready, and also lacks the sales skills to convince the management group, the probability of success is so low that it is best not to bother with implementation at this time. A ready organization with good salesmanship can take care of itself. The other scenarios present different challenges. Organizations that are not ready, but have the salesmanship, are referred to as

“Challenge 1.” Organizations that are ready, but lack the salesmanship, are referred to as

“Challenge 2.” Each challenge is analyzed separately.

Challenge 1

The solution is to get ready. To get ready, an organization needs the following:

The presence of a competent, trained staff that is capable of performing quality work when building and maintaining systems. Additionally, there must be backup for these individuals. In a moderate-size organization, quality initiatives might be assigned to one person. With the substantial effort to get it going, it can be traumatic if that individual becomes promoted or should leave.

A good IT management team that is capable of setting up the quality function, monitoring it, and making it work. The existence of good management tools, especially project management and systems development methodologies that spell out what to do when,and are specific about where the quality review functions belong in the development cycle and in maintenance.

A limit on the number of internal improvement projects to be done at once.

Good credibility. If there has been a history of not doing things that were promised it may be premature to initiate a quality function until a track record of satisfying promises has been accomplished.

To be mentally prepared for the length of time (measured in months and years, not weeks) to get a new and important function like this into operation and stabilized.

Challenge 2

The process of selling a new quality function is similar to the process of selling anything associated with internally improving an organization. Some items to consider include the following:

To be an issue of real value to the total organization, the quality function must be heartfelt to the salesperson. Without a very strong belief in quality, no one can sell it.

When the proposition is taken to the management group, it is essential for the salesperson to speak the language of the listener.

Management values their time, which places a burden on the presenter to think the proposition through, present the case, ask for a clear decision, and then leave the room when receiving an affirmative answer. Most executive managers will buy into any well thought-out plan that has the necessary controls built in and where they can conceptually see the logic of how the pieces fit together.

It is essential to present a realistic picture. Extreme benefits should not be promised, nor should the salesperson claim that problems could be solved in a very short period of time. Most executive managers are astute enough to see through the unrealistic claims rapidly, weakening the total case.

There is an important principle of getting some things accepted, which is referred to as the Mafia Rule. This is an offer that management can't refuse. Offer that the management group can make all of the decisions on quality issues, while the proponents of the quality function will handle the administrative details.

Ideas are typically accepted only after the person presenting the ideas is accepted. If the salesperson’s personal relationship with management is weak, some "fencemending" should be done before asking management for a major decision.

Using outsiders can sometimes help in getting the right decision. The simple process of paying for advice somehow makes that advice seem more important.