Like Clockwork

I have a friend who has a mother-in-law.

Nothing unusual in that, you might think… and you’d be right.

It has to be said that he’s a great disappointment to his M-i-L; again, nothing unusual in that.  I’m in much the same situation myself!

The thing is the lady in question broke her leg a while ago and, even though she’s recovered, it highlighted that a long walk up three flights of stairs and no lift was not a good thing… so she had to move.  My friend’s wife helped find, source and sort out the paperwork on a very nice new bungalow in Norwich.


Of course, it needed to be gutted, new bathroom, kitchen, flooring, decoration and so on… a fair amount of work.  The purchase went through on the last day of June.  When do you reckon the old girl will be moving in?

Nope, you’re quite wrong.

15th July.

Two weeks after the gutting process began.

This is unheard of and it’s all because my friend’s trouble and strife managed the whole refurb from start to finish – she orchestrated it like… er… like the conductor of an orchestra!

Think about it for a second.  An orchestra can play music perfectly well without a conductor but on their own they can’t get started and they can’t change speed.

It’s been the same with the refit.  Everything was lined up, but when things needed to be changed, they were changed by the conductor – in this case, my friend’s ball and chain.  Without this level of orchestration, the work would have been finished in the middle of August.

Now, I’m thinking that there’s a franchise in there somewhere.  My friend’s wife set herself a process and stuck to it.  But she managed that process very carefully and, as a result, the work will be completed PDQ.

At the very least this is a salient lesson for franchisors.  As a franchisor your first responsibility when it comes to processes, is to make sure they are logged, trained and understood.

But your second responsibility is to make sure the processes are implemented to the letter.

I was thinking about this in terms of why, relatively often, this doesn’t happen and franchisees don’t quite get the results they are expecting.  I think it’s because the implementation is only half the game.  The other half is the effort and tenacity that has to be applied to making things happen.

Personally I think this can be trained… and should be trained as part of the franchise package.

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