Tag Archives: implementation


One of the major challenges faced during the implementation of food waste reduction strategies was changing public behavior and mindsets around food. For many years, most people have viewed excess food as unimportant and not given much thought to wasting it. Things like clearing one’s plate, over-ordering at restaurants, or throwing out old leftovers and expired foods were ingrained habits. Shifting such habitual behaviors requires a significant mindset change, which can be difficult to achieve. It requires sustained education campaigns to raise awareness of the issue and its impacts, as well as motivation for people to adjust their daily food-related routines and habits.

Another behavioral challenge is that reducing food waste often requires more planning and coordination within households. Things like meticulously planning out meals, sticking to grocery lists, adjusting portion sizes, and making better use of leftovers necessitates more effort and time compared to past habits. While improving skills like meal planning, it is an adjustment that not everyone finds easy to make. For families with both parents working long hours, seeking convenience is also an understandable priority, leaving little time or energy for meticulous waste-reduction efforts.

From a business and operations perspective, one challenge is the lack of reliable data on food waste amounts. Most organizations, whether food manufacturers, grocery retailers or food service companies, have historically not tracked the scale of food that gets wasted within their facilities and supply chains. Without robust baseline data, it is difficult to analyze root causes, identify priorities and set meaningful targets for improvement. Some have also been hesitant to publicly share waste data for risk of reputational damage. The lack of common measurement standards has made industry-wide benchmarking and goal setting a challenge.

On the policy front, the mixed competencies shared between different levels and departments of government have made coordinated action difficult. Food waste touches on the responsibilities of agriculture, environment, waste collection, business regulations, public awareness campaigns and more. There is sometimes lack of clarity on who should take the lead, and duplication or gaps can occur between different actors. The complexity with multiple stakeholders across many domains further impedes swift, aligned policy progress to drive systemic changes.

Even when strategies are set, enforcement is a big challenge especially related to food date labeling policies. Standardizing and simplifying date labels to distinguish between ‘Best Before’ – indicating quality rather than safety – and ‘Use By’ date is an important intervention. Inconsistent application of new labeling rules by some in the vast food industry has undermined the effectiveness of this policy change to reduce consumer confusion and subsequent waste. Stronger compliance mechanisms are needed.

From a technological standpoint, while innovative solutions are emerging, scaling these up to have meaningful impact requires extensive investments of time and capital. Food redistribution through apps needs to overcome challenges like adequate coverage, logistical issues in arranging pick ups, necessity of refrigerated transportation, and standardizing quality parameters of donor and recipient organizations. Similarly, food waste valorization is still at a nascent, experimental phase with challenges of developing financially viable business models at commercial scale. These solutions are also capital intensive to set up advanced processing facilities.

Even simple measures like home composting have faced adoption challenges due to requirements like space, installation efforts, maintenance skills and concerns over pests and smells. Compostable packaging is not universally available and green bins for food scrap collection are not scaled up widely in all geographies to make participation easy. Expanded waste collection infrastructure requires substantial capital allocations by local governments already facing budget constraints.

From a supply chain coordination perspective, a key challenge is data and technology integration across the long and complex path food takes from farms to processing units to transport networks to retailers to finally consumers. Lack of end-to-end visibility impedes root cause analysis of where and why waste is originating. It also restricts opportunities for collaborative optimization of inventory, ordering and demand planning practices to minimize food left unconsumed at any stage. Silos between different entities and lack of incentives for open data sharing have hampered integrated solutions.

Reducing food waste faces behavioral, operational, policy-related, technological, financial as well as supply chain coordination challenges. It requires multifaceted, long-term efforts spanning awareness drives, standardized measurement, supportive regulations, scaled infrastructure, collaborative innovation and adaptability to local conditions. The complexity of root causes necessitates system-wide cooperation between industry, governments, researchers and communities to achieve meaningful impact over time. While progress has been made, continued dedication of resources and coordination between different stakeholders remains important to sustain momentum in tackling this massive global issue.


Get started with free trial accounts on each platform. All three major cloud providers offer free tier accounts that give you access to many basic services at no cost for a set period of time (often 1 year). This allows you to build basic projects and gain exposure to each platform without spending any money. Make use of the free tiers to start experimenting.

Sign up for online courses. All the cloud providers offer free introductory online courses that teach cloud concepts and guide you through building simple demo projects on their respective platforms. Even paid courses from providers like Coursera, Udemy, A Cloud Guru can help you learn cloud services in a structured format. Courses teach you infrastructure provisioning, security best practices, monitoring strategies and more.

Setup projects at home. With free tier access, you can start building test/demo infrastructure at home. For example, deploy a basic LAMP stack on EC2, create VMs and web apps on Azure, set up storage buckets and functions on GCP. Follow documentation, blogs and online tutorials to replicate common use cases using each provider’s services. Face real world challenges like security, high availability etc.

Participate in online communities. All cloud providers have active online user forums where you can ask questions and find help from other users when stuck with implementation problems. Sites like Stack Overflow also have large cloud computing tags where professionals actively discuss issues. Participating exposes you to diverse use cases and troubleshooting strategies.

Try out sandbox offerings. Providers offer sandbox environments where you can experiment risk-free without usage costs. For example, AWS offers AWS Sandbox, Azure offers Hands-On Labs etc. Sandboxes give you fully functioning cloud environments to try services and learn without spending money.

Setup test/dev environments for projects. If you are working on personal/school projects, leverage the cloud providers to host your test/dev environments. For example, deploy a test web application on EC2, use Azure Functions for serverless components etc. Facing real challenges of deploying an application end-to-end expands your skills.

Contribute to open source projects. Look for projects hosted on each provider’s infrastructure and contribute code/documentation. For example, projects using AWS Lambda, Azure Kubernetes Service or GCP Storage. Understand how services are leveraged from the developer perspective. Ask questions and solve issues.

Setup a home lab. You can build a small private cloud lab at affordable costs using on-premise servers and virtualization software. Mimic functionality of major cloud platforms to build hands on experience managing compute, storage, networking etc. Resources like KVM, Proxmox, VMware Workstation let you install hypervisors.

Get vendor certifications. All providers offer fundamental certification programs measuring your cloud skills. For example, AWS Certified Solutions Architect Associate, Microsoft Azure Fundamentals, Google Cloud Fundamentals: Cloud Infrastructure. Studying for and passing these entry-level exams forces you to learn core concepts and services practically.

Deploy personal projects. Come up with your own simple application ideas and deploy them end-to-end on each provider independently. Ideas could include building simple CRM, CMS sites or IoT projects. Going through full development and deployment cycles like provisioning infrastructure, CI/CD pipelines, logging/monitoring teaches you to leverage cloud as more than just an ‘infrastructure provider’.

Help friends/family with their projects. Volunteer to host or migrate other people’s websites/applications to cloud platforms. Work through real issues faced in migrating applications designed for on-premise environments to managed cloud models. Face challenges of updating architectures, ensuring security and high availability etc.

Find internships or junior roles. Many companies offer internships or junior roles focused purely on hands-on cloud implementation work. Roles would expose you to real-world enterprise patterns, best practices, operational processes used by professionals. On-the-job experience is invaluable for cloud careers.

Thus The best way to gain hands-on cloud skills is by using free accounts to experiment independently, study online courses structured by vendors, contribute to open source, get certified, deploy personal projects end-to-end, and leverage intern/job opportunities for professional exposure. Starting small and facing real challenges leads to the deepest learning.


One of the biggest challenges faced during implementation of the new cloud-based employee onboarding system was transitioning employees, managers, and the HR team to using a completely new and different platform. Even with thorough training and documentation, change can be difficult for people. There was resistance from some end users who were comfortable with the old familiar paper-based processes and did not like being forced to learn something new. This led to decreased productivity initially as employees took extra time to familiarize themselves with the new system.

Persuading all stakeholders of the benefits of migrating to a cloud-based solution also proved challenging. While the benefits of increased efficiency, cost savings, and improved user experience were clear to project leaders and technology teams, convincing departments who were satisfied with existing workflows required substantial communication efforts. Board members initially questioned the security of moving sensitive employee data to the cloud. Extensive security evaluations and customizable privacy controls helped ease those concerns over time.

Integrating the new onboarding system with existing Legacy HRIS platforms presented technical obstacles. The old systems were based on outdated database architectures that did not support modern API integrations. Developers spent many extra hours reverse engineering legacy data formats and building custom adapters to enable synchronization of payroll, benefits, and personnel record changes between systems. Reliability issues occurred during the first few months of operation as edge cases were discovered and bugs surfaced around data conversion and validation rules.

Establishing single sign-on capabilities between the onboarding system and other internal tools like email and file sharing posed interface challenges. Varying authentication protocols across different vendors meant custom code was required on both sides of each integration. Many iterations of testing and debugging were needed to ensure a seamless login experience for end users moving between partner applications during their onboarding tasks.

Managing expectations around timelines for new features and enhancements also proved difficult. Stakeholders anxiously awaited functionality like custom approval workflows and electronic document signatures that took longer than planned to develop due to unforeseen complexity. Communicating realistic projected completion dates up front could have mitigated disappointment as targets were inevitably pushed back during development cycles.

Ensuring regulatory compliance across multiple international jurisdictions impacted scope. Data residency, accessibility standards, and privacy laws vary greatly between countries. Adhering to each location’s specific mandates added extensive configuration and testing work that drove overall project costs higher. This compliance work also slowed progress towards the initial go-live date. Some requested features needed to be postponed or modified to accommodate legal requirements for all regions.

Training internal super users and facilitating smooth knowledge transfer to new support staff took more time and iterations than anticipated. Real-world troubleshooting skills were gained slowly as the number and severity of post-launch issues decreased over subsequent months. Turnover in the project team meant regular updates were required to bring fresh engineers up to speed on logical flows, dependencies, and nuances across the complex system. Comprehensive documentation proved invaluable but required ongoing effort to keep current.

Migrating to a new cloud-based system while maintaining business operations involved significant change management, technical integration, regulatory, training, and expectation setting challenges. A methodical program of user adoption initiatives, iterative development cycles, centralized change control, and a focus on communication helped address hurdles over the long term rollout period. While goals were ambitious, steady progress was made towards harnessing new efficiencies through leveraging modern cloud technologies for employee onboarding organization-wide.


Implementing a new pain protocol in a pediatric setting presents several challenges that need to be carefully considered and addressed. One of the primary challenges is ensuring the proper training of all clinical staff on the requirements and best practices outlined in the new protocol. Healthcare providers who routinely assess and treat pain in children, such as nurses, physicians, physician assistants, and others, will need comprehensive training on the protocol to fully understand the assessment tools, measurement scales, pharmaceutical and non-pharmaceutical treatment options, documentation processes, and other important elements. Training the entire clinical team takes a significant time investment and buy-in from staff is critical for successful implementation.

Related to training is the challenge of obtaining accurate and consistent pain assessments from children of varying ages. Pain is subjective, and young children especially have limitations in their ability to effectively communicate the presence and severity of pain. Validated pediatric pain scales need to be utilized, but properly training staff on administering these tools and interpreting the results for infants and nonverbal children requires extensive practice. Inconsistencies in pain assessments can undermine the overall goals of the new protocol if not addressed through ongoing competency evaluation and skills reinforcement.

Ensuring adequate pharmaceutical and non-pharmaceutical treatment options are available per the recommendations in the protocol is another important challenge. A thorough review of current formulary and supply chain needs to occur to identify any gaps. Processes then must be put in place to obtain the necessary medications, topical analgesics, distraction tools, comfort items and other therapies called for in the protocol. Budgeting and formulary changes take time to approve and implement, which could potentially delay full protocol rollout.

Compliance with documentation requirements outlined in the new pain protocol presents a bureaucratic challenge as well. Clinicians may need to modify their workflows and workflows may need to be modified to allow time for new documentation tasks without compromising patient care. Developing standardized documentation tools and pain flowsheets, as well as electronic medical record enhancements, could help but introduce their own time and financial costs that require consideration and approval.

Obtaining stakeholder and family buy-in for the changes presented by a new pain protocol also takes effort. Educating patients, families, leaders, physicians and others on the evidence supporting the value of improved pediatric pain management helps gain support, but resistance to change still needs to be addressed. Political will and resources allocated to implementation can be compromised if some stakeholders do not fully support the initiative from the start.

Ongoing monitoring, auditing, and quality improvement are required to evaluate the effectiveness of the new protocol and drive continuous enhancements over time. Developing these evaluation tools and processes, collecting and analyzing data, identifying gaps, implementing corrective actions, sustaining motivations, are all resource-intensive efforts that require commitment of staff time, technology, and leadership oversight. Challenges can emerge in fully executing these evaluation functions once implementation begins, jeopardizing protocol improvement goals if not mitigated.

Innovative strategies are needed to address each of these potential challenges and support the successful adoption of a new pediatric pain protocol across a healthcare system. A phased, multidisciplinary implementation approach combining educational, operational, bureaucratic and political spheres warrants consideration. Strong leadership, stakeholder partnerships, adequate resourcing, staff engagement, data-driven decision making, and flexibility to address emerging issues can help overcome obstacles and optimize outcomes for the children served. With diligent planning and execution, the benefits of improved pediatric pain management can be fully realized despite inherent implementation complexities.


One of the major challenges would be public education and outreach to increase participation. For a recycling program to be successful, residents need to understand what items can and cannot be recycled. They must be able to properly separate recyclables from trash. This requires a significant education campaign using various methods like flyers, website info, social media, workshops/seminars, and signs at drop-off centers. It may take time for behaviors and habits to change. Compliance may be low initially as people learn the new system. Extra resources will be needed for education upfront.

Sorting and processing recyclables also poses operational challenges. Older recycling facilities may not have the infrastructure to efficiently sort different types of materials. Mixed materials like plastic film or greasy pizza boxes can contaminate other items during sorting, lowering their value. Upgrades to material recovery facilities (MRFs) or new separate stream processing systems may be needed to handle modern residential streams. This requires large capital investments that increase program costs. Space may also be limited at MRFs in densely populated urban areas for processing higher volumes of recyclables.

Guaranteeing markets for collected materials is another obstacle. While curbside programs increase supply, global and domestic reprocessing industries may be unable to use all materials depending on short-term market conditions. When supply outpaces demand, stockpiles grow and recyclables risk being landfilled or incinerated. Programs must adapt quickly to shifts in banned/acceptable import materials from China. Developing local end-markets through partnerships with manufacturers requires long-term planning. Consistency in types/grades/volumes collected is critical for a stable customer base.

Staffing a new program presents human resource issues too. Drivers are needed for collection trucks, MRF employees for sorting, and administrative roles for coordination/education. Finding sufficiently trained workers may prove difficult, especially in tight labor markets. High employee turnover drives additional training costs and service disruptions. Competitive wages and benefits must be offered to attract/retain specialists. As the service expands, overtime or additional hiring may stretch existing payroll budgets. Proper occupational health and safety training/protocols are also essential at MRFs.

Addressing contamination is a major prerequisite and ongoing challenge. Even small amounts of non-recyclable plastics, food waste, diapers or other garbage in residential streams can render entire truckloads unmarketable. Educating residents on proper preparation requires intensive outreach. Enforcement like tagging contaminated carts or fines may help but anger participants and requires personnel. No matter how thorough the public education, some level of cross-contamination from improperly sorted materials will likely always occur. Repeated sorting of loads adds to expenses.

Resistance to change from some residents is predictable as well. Long-time habits are hard to break. People resent paying for another service, forgetting to participate or not believing in recycling’s benefits. In rural areas, drops sites or multi-family complexes, conveniences of curbside pickup may spark complaints. Specialized collection methods may be required, further raising costs. Balancing service levels with affordability challenges program funding. Subsidies or rate increases may meet political opposition. Buy-in improves over time with proven environmental and economic impact.

These challenges are not insurmountable but require serious planning, resources and long-term commitment. Pilot programs help uncover issues to address. Phased expansions allow learning from earlier rollouts. Collaboration between municipal, private and non-profit partners leverages diverse strengths. With adequate preparation and execution, a recycling program’s positive returns on investment in environmental, social and economic sustainability can outweigh growing pains over its lifetime. Ongoing measurement and flexibility to adapt help maximize diversion goals and community support in a changing domestic and global marketplace.

Public education, operational logistics, volatile commodity markets, workforce needs, contamination control and evolving public attitudes present some of the key issues that communities implementing recycling programs may encounter. Careful consideration of mitigation strategies is important during initial planning phases to help tackle and overcome challenges as the program develops.