Recently, I found myself at a bustling conference teeming with mining professionals from every corner of the African continent. Picture this: a melting pot of people from diverse backgrounds—speaking different languages, coming from various cultures and ethnicities, all gathered in one dynamic space. Despite the rich tapestry of experiences, one thread bound us all: a shared struggle with the complexities of implementation. Regardless of our roles in Operational Excellence, Geology, Survey, or Mine Planning, this common challenge united us in our quest for practical solutions.

The disparities were evident—varying mining methods from underground to open-pit operations, different metals, unique ore bodies, a range of equipment, and systems. Yet, beyond these technical differences, the human factor resonated deeply. Everyone grappled with the same core issue: the need for effective implementation.

The heart of our discussions quickly centred on change management. Hosted by a global technology and software company, the conference was a platform for learning and honest collaboration. It struck me how even the tech company’s staff echoed the frustrations of their customers. They, too, felt the brunt of blame when new tech or updates didn’t roll out seamlessly. Here, I might stir the pot a bit and take a controversial stance. Why has the responsibility of implementation shifted so heavily from the user to the supplier?

Think about it. Years ago, buying a new piece of technology meant you received it, read the manual, and were good to go. Take purchasing a Bread Maker or an Air Fryer as an analogy. You read the instructions, try it out, and that’s it. But now, it seems like you wouldn’t pay for that Bread Maker unless the manufacturer not only delivered it but also came over, baked a loaf for you, trained you, and then checked in monthly. Sure, comparing million-dollar equipment to household appliances might seem like a stretch, but the underlying principle remains—why has there been such a shift in the mindset towards implementation?

Is it the growing complexity of technology? Or maybe a creeping resistance to change that’s become so pervasive we’re afraid of ruffling feathers? Or perhaps the sheer pace of change has left us all a bit weary, hiding behind the facade of ‘change fatigue’.

Now, if you’re thinking this is a prelude to a lecture on change management, hang on—you’ve got the wrong end of the stick. That’s a story for another day (and indeed, you can catch my thoughts on that in another article titled “Impact101: 5. Mobilising large numbers of people in change: Avery Dennison’s Growth Odyssey” over on my blog). Instead, this article is your gateway to a practical solution—a tool I’ve dubbed ‘The Demand Triangle’. This straightforward yet profoundly impactful tool has revolutionised how I and many others approach implementation. Over the next few weeks, I’ll guide you through how ‘The Demand Triangle’ works and how you can leverage it to not just cope with but excel in the demanding world of mining operations.

Don’t miss out on the opportunity to enhance your implementation processes. Stay tuned, and let’s unravel the secrets to successful implementation together.