Insight into the factors that determine implementation success

In practice, implementation is often complex. It requires more than a solid plan or sufficient resources. It requires insight into the relationship between structure, culture, and the people involved.

Improving the implementation process starts with recognising the factors that influence success. Yet it often proves difficult to move from analysis to a shared vision and a joint approach. In daily collaboration, the openness and vulnerability needed to explore what is truly happening are sometimes missing. There is also often a lack of overview to see all influences on the process clearly. And the systemic dynamics beneath the surface, such as loyalties, interests, or unconscious patterns, often remain out of sight.

The Implementation Radar was developed to make this complexity visible. It maps both the visible and less visible sides of implementation, allowing organisations to reflect on their strengths and areas for development.

A broad perspective on implementation

The radar consists of twelve themes that together provide a complete picture of what makes implementation succeed or stall. The visible side addresses tangible, measurable aspects such as budget, structure, project management and time. The less visible side focuses on people and collaboration, leadership, communication, willingness to change, user participation, and organisational culture. Together, these perspectives offer a nuanced view of the organisation: what is visible above the waterline, as well as what plays out in the underlying layer of attitude, interaction, and meaning.

The process starts with identifying the stakeholders involved in the implementation. If the paid version is chosen, each participant receives a personal login to the online tool and answers questions related to the twelve themes. Responses are anonymously processed so that participants can speak freely.

The collected insights are analysed and translated into a visual overview that shows strengths and barriers. The purpose is to make differences in perspectives visible and discussable. These results form the foundation for a conversation within the team or organisation, enabling a shared view and aligned direction. If desired, this can be followed by guidance in executing interventions, so that insights can actually translate into different behaviour, improved collaboration, or a more effective implementation process.

The Implementation Radar is developed based on literature and practical experience, supported by research within the Master of Innovation in Healthcare and Welfare (HU University of Applied Sciences Utrecht). It was designed in collaboration with implementation experts, innovation specialists and professionals from healthcare and education. The instrument combines theoretical depth with practical usability.

Free introduction (beyond the in-depth version)

For those who want to understand what the Implementation Radar entails, a reader is available.
This set includes three short chapters explaining the background, themes and working method of the radar.

You will read:

• The foundation – why implementation often stagnates and which factors are decisive for success.
  

• The structure of the radar – explanation of the twelve themes and how they reveal the connection between visible and less visible success factors.
  

• Application in practice – examples of how organisations use the radar for reflection, dialogue and strengthening implementation capacity.
  

For organisations that want to move beyond orientation, the Implementation Radar can be used with guided facilitation. The completed radars are analysed and discussed in one or more sessions. The focus is on recognising patterns, sharing perspectives and strengthening shared responsibility for implementation. The radar is not a tool for judgement but a compass that supports deeper awareness, collaboration and making agreements that can be realised in practice.

What the Implementation Radar offers

• A shared language for dialogue on implementation.
  

• Insight into the relationship between visible and less visible success factors.
  

• Reflection on systemic dynamics in projects.
  

• A realistic starting point for learning and improving.
  

The Implementation Radar reveals what often remains implicit and supports organisations to gradually build a culture in which renewal, collaboration and learning come together. The aim is efficient, successful and sustainable implementation of innovations.