The method splits implementation into stages separated by decision gates. Before each stage begins, we set the success measure and the person who will decide on next steps.
Inputs
- Pilot charter with a success measure
- Stage budget
- A named business owner
Process
- 01Pre-launch charterSuccess measure, business owner, budget and decision date.
- 026–8-week PilotOn production data and with the target users.
- 03Decision gateScale, adjust or close, based on the measure in the charter.
- 04ProductionIntegrations are delivered by the client's team or a selected vendor; we coordinate the work, acceptance and monitoring of the measure.
- 05Scale and handoverFurther teams, training, documentation and maintenance.
Example application
A company with 250–999 employees is piloting an assistant that prepares proposals in the sales department. The pre-launch charter sets the measure: proposal preparation time reduced by at least 25% with an unchanged proposal win rate. After 8 weeks, the decision gate compares the result with the baseline. If the threshold is met, the board approves the budget for CRM integration, delivered by the client's IT team, and the process owner takes over monitoring of the measure.
An illustrative scenario showing how the method works.
Diagnostic questions
- What Pilot result would justify further investment?
- Who will make the decision, and by when?
- What integrations are needed for production operation?
Which established models is the method based on?
From Pilot to Scale combines elements of proven models with implementation practice. Source models are listed with their authors; the method description is Lemur Media's own work.
| Model | Author and year | What we use |
|---|---|---|
| Stage-Gate | Robert G. Cooper, 1980s | Stages separated by decision gates |
| Eight steps of change | John Kotter, Harvard Business Review, 1995 | Conditions for lasting organisational change |
| ADKAR | Jeff Hiatt (Prosci) | Change at the individual employee level |
Deliverables
- Implementation plan with decision gates
- Documented decisions at every gate
- A solution maintained by the client's team
Limitations of the method
The method requires a sponsor with the mandate to close a Pilot that has not met its success measure.