We know that the idea of “solutions” is often abused. We intuitively understand that something called a solution is not solving anything if, for example, it is installed but not supported to any practically useful effect. But we understand why a provider calls something a “solution” even in advance of installation: the provider is pointing at its offer to respond to a designated problem. Then we’ll go on to talk and think about implementing the so-called solution.
But “Implementation” is a crucial concept that requires the determination to distinguish and recognize restructuring separately from installation.
The execution of implementation matures from concept to reality in a deliberate and overt way, with a predefined kind of completed change becoming a new regular element of the organization (structure) of a behavior or of a facility.
An implementation is, therefore, typically visible as a new formation put into effect. The primary responsibility of its finish is to be the platform for actual upcoming action, not to conform to historical prescriptions or precedents. This in turn means that measuring the success of an implementation is done by comparing the meaningful characteristics of the new behavior or facility against the old characteristics.
Installations can be completed and yet have no significant forward impact at all. In contrast, an implementation by definition has a measurably significant impact identified in terms of the behavior requirements or facility requirements; this means that implementations may proceed and progress with an understanding that there is a threshold to be reached and crossed, representing the intentions of the affected client. Thresholds may in fact move over time, in response to the influence of new circumstances developing around and within the affected client. Managerially, the imperative is to keep the current threshold explicitly defined and agreed.
Intention is primarily directional. Alignment to intention is not so much a matter of fixed positions but of consistent appropriate movement. Enabling the alignment is the primary objective of the implementation effort. This also means that “successful” implementations can initially be detrimental to desired results, while still being on the way to desired benefits. The affected client should expect that adjusting to the formation can introduce difficulties that are necessary to sustaining alignment, at the expense of conventional signs of good performance.
Alignment is not ambiguous. The terms and relations that affect alignment rarely need to be invented but they need to be orchestrated and their cooperation or other influences tracked. In the framework of implementation, the regular and distinctive factors of its progression are exposed (providing “transparency” of effort). Directionality, from hypothesis to realization, is identified bottom to top and left to right.
To reiterate: an important fact of the difference between installation and implementation is that installation projects come to a close, while implementation initiatives do not close; they mature.