3 tips for working in a 'green field' site, rather than a 'brown field' site

“How do you bring about transformational change?” somebody may ask. Pacesetters often choose to find or create a ‘Green Field’ site, rather than try to infuse energy into a ‘Brown Field’ site. They develop a new kind of store, new way of satisfying customers or whatever. They choose to ‘create a new pilot’, rather than ‘change old practices’. Pacesetters focus on making the ‘new rules of the game’, rather than negotiating for a bit of space within the old rules. They work with people who want to try new ideas, rather than try to persuade unmotivated people to change.

Putting the right conditions in place lays the foundation for transformational change - with the chances of success being 8+/10. Trying to shift older style cultures will at best produce incremental change - with the chances of success being only 3/10. Pacesetters believe it is vital to make the prototype work, however, because ‘success provides its own arguments’. Let’s explore how you can translate these ideas into practice.

* You can find or create a green field site.

“I have two job options,” said one leader. “The first is turning around the EMEA arm of a global company. The package is huge, but so are the challenges. Times have changed and the company are now in the wrong business. They also employ the wrong people who operate in the wrong way. It could be turned around in 3 years, but only if I got real power to make it happen. My fear is that the Global Board would lose its nerve because of the immense changes that are needed.

“The second option is leading a growing software business. The market opportunity is huge, but so are the risks. The future market will be dominated by 2 or 3 players. We can be one of them, providing we implement the right strategy. The first option is flattering, but I know the costs involved. The turnaround could work, but would require massive surgery. Even though the software company comes with a smaller financial package - plus a profit share - I will probably take that option.”

Which route would you take? There are obviously pluses and minuses with each option. Much depends on your preferred way of working. It is possible to launch a ‘green field’ approach for a ‘brown field’ company, but only if you have the autonomy and authority to make it happen. It may also vital to be ‘physically’ separated from the parent company. You need to be in a different place where you can make different rules, otherwise the old system will suffocate you. Clear contracting is crucial - whether you are doing a start-up or reporting to an established company. You must agree on the ‘What’ - the real result to achieve - and the broad parameters of the ‘How’. Then your job is to deliver the results. Imagine you want to do some ‘green field’ work. Try completing the following sentence.

The things I can do to find or create a green field site are:

*

* You can do great work in the green field site.

Imagine you have got your wish. After clarifying the ‘What’ and the ‘How’, operate the super team principles. Get the right people implementing the right strategy in the right way. Produce some early successes. Why? Even though you have apparently got carte blanch, you must reassure your sponsors. Managing the centre is crucial. Show the positive results you are delivering and, if appropriate, explain the broad principles. “Take your trophies to Rome, but don’t allow Rome’s process police to come to you.” After all, you are trying to create a new way of doing business. Success provides its own arguments, so be proactive and satisfy the centre. Try completing the following sentence.

The things I can do to perform great work in the green field site are:

*

* You can pass-on the knowledge learned in the green field site.

Share your knowledge with other people. You may want to say something like: “This was our purpose. These were the principles we followed and how we followed them in practice. Here are the results we achieved in terms of profitability, product quality - including customer satisfaction - and our people. Here is our analysis of the work. a) The things that went well were: ………….b) The things we could do better next time would be: ……………… So these are the lessons from the prototype. You will, of course, follow these principles in your own way.” Try completing the following sentence.

The things I can do to pass-on the knowledge learned from working in the green field site are:

*

Working in a green field site is exciting, but also a bit scary. Why? Because it is up to you. Providing you have contracted clearly, it is not possible to blame the ‘system’ or the old organisation. This is exhilarating. You and the team can work together to achieve success.