1. THE HISTORY AND THE METHODOLOGY OF RAPID RESULTS APPROACH
Training for Afrik4r Regional and National Coaches
Abidjan 8th- 9th June 2016
Sylvester Odhiambo Obong’o, PhD
Afrik4R Regional Coach
December 2012

2. OUTLINE DEFINITIONS HISTORY OF RRA THE RRI METHOD
INSTITUTIONAL FRAMEWORK
IMPLEMENTATION PHASES
BENEFITS

3. RAPID RESULTS APPROACH
DEFINITION
RAPID RESULTS APPROACH

4. RAPID RESULTS APPROACH
Rapid Results Approach (RRA) is a results-focused learning process (methodology) aimed at jump- starting major organizational change efforts and enhancing implementation capacity.
RRA tackles large-scale medium and long-term change efforts through a series of small-scale, results-producing and momentum-building initiatives implemented within 100-days or less, commonly referred to as 100-day Rapid Results Initiative (RRI).

5. RAPID RESULTS APPROACH
The premise of the Rapid-Results Approach is to create a context for learning and for enhancing implementation capacity, by helping organizations work on sharply defined 100-day initiatives that dovetail into Annual Work Plans and Strategic Plans
The short-term 100-day initiative goals therefore form the building block towards the achievement of the long-term goals.

6. RAPID RESULTS APPROACH
RRA is therefore a results-focused management tool that
Accelerates implementation of strategic organizational objectives and priorities
Builds support for large-scale change efforts by overcoming inertia and resistance to change
Helps leaders adapt and refine implementation strategies
It is an action learning group-based process that has been proven to generate innovative and creative solutions to address complex problems and opportunities for individuals, teams and organizations

7. “Crossing the river by feeling the stones”
LEARNING BY DOING
“Crossing the river by feeling the stones”

8. RRA ACTION LEARNING
RRA action learning is a highly focused process among 8-12 group members who use an RRA coach to help the team address real, current, important problems and unlock opportunities in their organization– and learn at the same time;
Through RRA the team accomplishes deep and significant organizational change, especially from reflecting on the results of their actions and accomplishment within the 100-days.

9. RAPID RESULTS APPROACH
THE HISTORY
RAPID RESULTS APPROACH

10. ORIGINS1
Rapid Results Approach was developed by Schaffer Consulting to achieve breakthrough levels of performance;
The development of Rapid Results Approach is based on experience working with clients across industries dating back to the 1950’s
The methodology is detailed in the book “Rapid Results! How 100-Day Projects Build the Capacity for Large-Scale Change” by Robert Schaffer and Ron Ashkenas;
The book details how Rapid Results works and its impact.
1 In 2007, Schaffer Consulting founded the Rapid Results Institute (RRI) to refine the methodology to support non-profit work and development projects across Sub-Saharan Africa, South America, the United States, and the Middle East

11. IMPLEMENTATION TO DATE
RRA has successfully been implemented in several countries across the World through the Rapid Results Institute and other trained coaches:
Africa: Eritrea, Ghana, Sierra Leone, Kenya, Tanzania, Rwanda, Burundi, Zimbabwe, Madagascar
Middle-East: Jordan,
South America: Nicaragua, Brazil
Asia: Yemen, Nepal
Europe: UK
USA

12. IMPLEMENTATION TO DATE
Thus Approach has been in use for over 50 years in the public and private sectors – both in developed and developing economies—to enhance the effectiveness and capacity of organizations and individuals.

13. THE RAPID RESULTS APPROACH
METHOD

14. RAPID RESULTS INITIATIVE
RRI goals are uniquely defined: highly ambitious yet believable
RRI has a clear beginning and end – 100 days or less
RRI is managed for high visibility
RRI is driven by committed and diverse team
RRI is implemented to achieve higher level of performance

15. RAPID RESULTS INITIATIVE
Breakthrough Goals
Challenging “stretch” goal, yet achievable
Using existing resources and capacities
Urgent and compelling – 100 days or less
Sharply defined and measurable and visible
Change in Organizational Behavior
People Collaborate
People Experiment and Ignore Red Tape
People Tap their Full potential of energy and creativity
Result in

16. FOCUS The Main Thing…. In Rapid Results Approach
Is to keep the Main Thing
The Main Thing!

17. RAPID RESULTS INITIATIVE
Breaks down the bureaucracy and creates a temporary governance structure for implementation of a specific task
Team members are selected based on skills alone and their ability to help the team succeed
Tasks are assigned to individuals and not to departments or group- thus RRA is based on individual accountability
Every team member is regarded as equal and are referred to by their preferred name and not title.

18. RAPID RESULTS INITIATIVE
INSTITUTIONAL FRAMEWORK FOR IMPLEMENTING
RAPID RESULTS INITIATIVE

19. GOVERNANCE STRUCTURE
Political Leader (Board Level) Sponsor (CEO) Results Leader (RL) Strategic Leader (SL) Team Leader (TL) Team Members
RRI COACH

20. POLITICAL LEADER Support overall policy framework;
Supports the governance structure as well as the teams as a whole
Broadcast RRI commitments and achievements to all stakeholders;

21. SPONSOR Mobilize and avail resources
Help the team overcome broad challenges
Liaises with other accounting officers to support RRI implementation;
Holds the results leader accountable for achievement of RRI Goals

22. RESULTS LEADER Coordinate all the RRI’s within the organization
Should be able to hold Strategic Leader accountable for results
Assist in the mobilization of resources
Broadcast RRI achievements
Initiate Scale-up

23. STRATEGIC LEADER Assists in unblocking challenges when called upon
Ensures the lessons from the RRI advance the strategic plan objectives
Their individual work plan is most closely aligned to the RRI focus
Is a transformative leader
Inspires the team leader and team to think outside the box
Holds team leader accountable for results

24. TEAM LEADER Must have specialized skills in the RRI focus area
Is able to hold members accountable for action step implementation;
Would be comfortable and excited about delivering on the RRI area
Inspires the team to think outside the box
Has ultimate accountability for results;
Ensures the lessons from the RRI are documented and used

25. TEAM MEMBERS Have skills in the RRI area
Are able to work during the 100- days to implement actions that will deliver the goal
Team composition should include
Relevant staff from the Organization
Stakeholders e.g. private sector, development partners, other ministries

26. RAPID RESULTS APPROACH
IMPLEMENTATION STEPS
RAPID RESULTS APPROACH

27. STEPS IN RRA IMPLEMENTATION
Orientation
Introduce RRA to strategic leaders (Senior Coach)
Ensure high-level buy-in and commitment to implementation
Conduct preliminary orientation with possible team leaders
1-2 weeks
Clarify challenge, outline possible RRIs & align stakeholders
Identify and mobilize RRI team
Orient team on RRI and train RRI coaches
1-2 weeks
RRI Identification
1-2 days
Finalize goal of RRI
Develop preliminary work plan
Launch
Implement work plan, and adjust as needed
Provide guidance and implementation support
Review progress and disseminate learning
days
Implementation Support
4-12 months
Scale up successful RRIs
Adjust portfolio of activities and rapid-results initiatives in the strategic plan
Scale–up

28. RAPID RESULTS APPROACH
BENEFITS
RAPID RESULTS APPROACH

29. BENEFITS
Re-orients mindset from concentrating on processes to delivery of demonstrable results
Incorporates stakeholders in implementation and service delivery
Builds team spirit and organizational loyalty
It is a process that demonstrates accountability and transparency;
Performance is easily measured in real benefits
It makes it easy to monitor performance and report results at both outcome and impact level
Leads to creativity and innovativeness
Discovery of latent skills and competencies

30. ENDURING VALUE OF RRI’S
High Performance Team Experience
Real Accountability
Change of Mindset
Rapid-Results, as the name suggests, are about achieving results, and about achieving these rapidly. But to get durability in these results, we need to go after these results in a very particular way. We need to pay attention t o how we are achieving these results and what is left behind after the results are achieved – the legacy of the experience of rapid-results.
Our experience suggests that there are three parts to this legacy: the experience of the 100 days can be transformational for the individuals participating in the RRI’s. High performance can be addictive: once people experience it they do not want to go back to mediocre performance:
What is the nature of this transformation?
Individuals have higher levels of expectations of themselves and of each other
Individuals have higher levels of confidence
We have talked about how some factors help release group adrenalin in groups – challenge, ambitious yet believable goal, high visibility and so on, and how these create the team experience of high performance that we are aspiring for: collaboration, creativity, questioning assumptions, intimacy, fun, and achievement
Before we

31. “You’re supposed to say ‘I do’, not ‘I’ll try’.”
CONCLUSION
RRI = RESULTS FOCUS
“You’re supposed to say ‘I do’, not ‘I’ll try’.”

32. PARTING SHORT
“…chart a course for every endeavor that we take the people’s money for, see how well we are progressing, tell the public how we are doing, stop the things that don’t work, and never stop improving the things that we think are worth investing in...”
President William J. Clinton, on signing the
Government Performance and Results Act of 1993