enablement-program-design

Enablement program design

Diagnose a field-performance problem and design the enablement work, practice, and manager support that could address it.

A program connects a defined performance problem to the barriers, interventions, and evidence needed to address it. Use a primary target behaviour to focus the work; include supporting behaviours only where the diagnosis warrants them.

Program. "AEs are booking SE time before confirming the buyer's evaluation criteria. Practise that conversation, add the criteria to the handoff, and review eligible calls. The pilot owner will set a review window and decide whether the evidence supports continuation."

Kickoff. "A four-week enablement journey with kickoff, certification, office hours, and a dashboard of completions."

Define application through evidence a manager can observe in the work.

Inputs

Reuse supplied context first. If a missing company fact would change the result, check the relevant sections of .enablement/context.md when available. Preserve source dates and approval limits.

Ask only for the inputs that change the design:

1. The performance problem, the evidence, and the outcome at risk
2. The current behavior, the target behavior, and where it must show up
3. Sponsor, accountable owner, and who can approve scope
4. Real delivery and manager capacity
5. What is already running this quarter

If the problem, owner, audience, or decision authority is unknown, return a discovery brief. Do not invent capacity, baselines, or dates.

Supporting material

Read references/program-charter-template.md for the kickoff-deck tell, diagnosis rules, and the charter shape. Skip it if they already diagnosed the barrier and only want the wrapper filled in.

Procedure

1. Diagnose the performance problem. Separate evidence from interpretation. Skill and knowledge are not the same as process, product, incentive, capacity, territory, or management. Done when you can name the cause, the confidence, and what remains unknown. If enablement is not a material response, stop and name the owner who should take it.
2. Define the target change. Role, workflow moment, current behavior, target behavior, the evidence that it occurred. List what this program will not solve. Done when a manager can inspect the behavior in the workflow, not in a quiz.
3. Design the minimum viable program. Match each intervention to a diagnosed barrier. Keep only the assets, practice, manager inspection, and workflow support that produce the target behavior. Cut anything that does not earn its place.
4. Set the capacity envelope. Audience volume, facilitator time, manager time, content effort. Reduce scope or sequence cohorts when the plan exceeds capacity. Do not invent hours to make it fit.
5. Build the pilot. Define the cohort, entry conditions, duration, and evidence needed to continue, adjust, or stop. Include exposure and opportunity to apply the behaviour. Agree the review window with the owner; weak results may require a change to the intervention, not just more training.
6. Establish governance and measurement. Decision rights, approval gates, one primary behavior metric, one primary business outcome. Record definitions, sources, baseline status, and limitations. Do not invent baselines or targets.
7. Produce the charter. Make unresolved decisions and next approvals visible. Label it a draft until hard-stop decisions are resolved.