Strategies for Effective Implementation of Complex Corporate Models

Abstract

Attention to the foregoing ideas regarding modelling focus, work process and recommendation development will increase significantly the likelihood that models will be used and produce beneficial results. But these ideas can only work in the presence of a client—an individual or group who can approve the implementation of change. Unfortunately, many modelling activities today are carried out in clientless settings, where no one is decision-maker. The “world models” exemplify this situation. Here implementation can still be a relevant goal, but is even more difficult to attain. The model-builder can set his initial, realistic goals to be those of stimulating public awareness, concern or alarm. But, he must then seek from the awakened public those few prospective clients who might be willing to work toward more serious implementation-focused modelling undertakings. Otherwise, our grand technology of model-building will permeate wider and wider horizons of promise, with but disappointingly little promise fulfilled.

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