STEP 6: Launch change, training and communications programs early on

In an RTE, people work differently; they are very visible. "They cannot dust things under the rug, there are no private C drives, and such," says Goldenberg. "So you have to start to talk to people about what this is going to mean for their day-to-day jobs, and describe to them what a day in the life of the RTE is going to be like. You will need to determine whether they need to be retrained on emerging RTE processes and on the use of RTE technologies to support these processes. You will also want to launch your RTE communication program hot and heavy at that point in time."

STEP 7: Utilise new, real-time technical architectures and applications

There is an explosion in new real-time technical architectures and applications, and you will need to begin to understand them. They include impressive advances in integration and messaging environments, new network capabilities, new supply chain applications, entitlement capabilities, and the like. There are new, efficient ways to trigger RTE processes and workflow that allow one RTE software application to impact multiple other RTE software applications, all in real time. There are smart browsers that know who you are when you come in, that know what processes to evoke and how to optimise your customer experience each and every time you access the RTE.

STEP 8: Execute your RTE road map in small, accomplishable steps

"We have all learned from our ERP, CRM and SCM experiences that tackling too large a technology project dooms its success from the outset," Goldenberg says. "If you are going to implement a winning RTE, remember small bites and lots of successful quick wins. In today's climate where questions immediately get raised regardless of the investment type, let alone a large investment and commitment like creating an RTE, what executives are looking for is lots of measurable quick wins and the one thing that will kill your RTE is biting off too much too quickly, and not being able to show the value of what you have bitten off. Small, accomplishable steps will also help you to secure continued buy-in from upper management."

STEP 9: Deliver strong RTE analytics/operational excellence

You now have to make sure that at each step of your RTE road map implementation, you provide analytical feedback that reinforces the business value of your RTE to your top management team. At each stage of implementing your road map, you must deliver comprehensive analytics, including documenting your quick wins. On the operations side you must document operational excellence, which means writing down RTE procedures, policies and job description changes so that they can be repeated throughout your RTE implementation. Driving operational excellence throughout implementation of your RTE road map cannot be underestimated.

STEP 10: Measure, record and communicate success

This really closes the loop with Step 5, where you have demonstrated RTE value and gained top management support. The way to sustain continued support is by measuring your quick wins throughout implementation of your RTE road map, and then recording and communicating these wins on a monthly or quarterly basis to your top management team and your internal RTE users, as well as out to your suppliers, partners and customers. Ongoing measurement, recording and communicating must occur throughout your RTE lifetime.

Goldenberg says his experience suggests to create their RTE, organisations should plan on two to four months to accomplish Steps 1-5 (three to six months for a more bureaucratic company), and an additional six to 12 months for accomplishing Steps 6-10, with the understanding that Steps 6-10 get done in two-month deliverables.

"Whatever you end up with for an overall time frame, one piece of advice: do not expect or promise too much too quickly as this will serve as your own real-time exit," Goldenberg says. "Speaking pragmatically, I think that quick wins within four to five months is reasonable, but if you want to achieve sustainable, competitive leadership - like Cisco, Dell, Wal-Mart and other RTEs have demonstrated - think eight to 16 months forward."