For the last year Jonathan Clark and myself have been intimately involved with the implementation of a large scale Information Technology (IT) project which influenced almost all aspects of the broader organisation’s finance, sub-projects, customer data, product information, operations, manufacturing capabilities, retail centres etc. Prior to this project we were involved in numerous technology based projects within the Military, as both a deliverer of projects, and as key users. Our experiences have surfaced a number of significant recurring themes and lessons which we wanted to take the opportunity to share with those who had the time to listen.
Systems And Technology Alone Will Not Save You
We have observed an over reliance on technology, and a misconception that new digital systems will fix poor processes. They won’t! They never have, and they never will! Technology is not a silver bullet.
There is no doubt that technology can enhance an organisation’s productivity, capabilities and efficiencies; no one would argue otherwise as history has continuously proven this point. But technology without the right people to control it, guide it, quality check it, align it to strategic direction will almost always inevitably fail. By in large, people operate machines and computers, or at least as a minimum set them in the right direction. If people do not understand the strategic direction, the machines and technology will only seek to provide additional friction. Furthermore, changing a system for the sake of it costs money, time and resources. Too often organisations want to appear to be making changes in order to be seen moving, often very little time is spent on determining the actual reason for the change and the return on investment.
Change Management Is Not An Afterthought
Change Management is not a joke. It requires significant investment and analysis at all levels of an organisation. It is not the responsibility of a single agency or individual to promote change within an organisation. For large-scale change to be successful it requires leadership, champions, preparation and context. Too often, an organisation decides it wants a change but is not willing to give anything up to achieve it. Worse yet, no one is aware as to why the change is necessary or how it will occur. Change within organisations too often starts with the word ‘just’, and doesn’t fully comprehend the gravity of a problem, e.g. ‘justreplacing capability A with B’, ‘just absorb/move another organisation’, ‘just re-train group A into role D, etc.
Money, time and resources will be wasted if this is not taken seriously. The worst case scenario sees an organisation having to undo or regress its efforts. This can be so significant that it can destroy an organisation.
Leadership Is Not A Scary Word
You can change software interfaces and technologies, but unless you have user buy-in and ownership, the user will fight it to the bitter end. Furthermore, if there is no leadership to explain the context, facilitate the time for acceptance, provide a buffer for mistakes, then users will never see the need to make it work.
Jonathan and myself have been blessed with the privilege of having worked for, and alongside some truly amazing leaders in a plethora of different organisations (Military, government, commercial and non for profit). Very often we hear blasé comments about the differences between Leadership and Management, but often when people are asked if they consider themselves to be a leader they balk at the last minute and describe themselves as a good manager. Do not do that. Aspire to be a leader (if that is what you want), do not shy from the responsibilities associated with it and enjoy the privilege of providing meaningfulness to others, and effecting good changes.
Change Is Inevitable, Make Sure It’s The Right Change
“Change is inevitable; Progress is a choice”Dean Lindsay
Organisations will experience change, either voluntarily or due to the environments they operate in. Simply put, a business that doesn’t change or evolve with its industry will eventually be left behind. As a result of this many businesses appear to make reactive and impulsive changes instead of forecasted or deliberate changes that will posture them for future eventualities. This often leads to overcompensation and therefore an increase in costs and resources. Secondly, they are often very hesitant to align with realistic and achievable timelines and instead attempt to rush the change and hope for the best. Our experiences have reinforced the following rules regarding change:
- Determine the direction of the organisation (what does good look like?) – Do not just start making changes!
- Determine multiple ways to achieve the outcome – Take the time to analyse the problem.
- Analyse what is not required to change – This is very rarely done correctly.
- Communicate early and accurately with staff once a decision is made
- Champion the decision – Enforce leadership at all levels.
- Plan and sequence the change
- Enact the change
- Provide ongoing support to ensure success
There is significant benefit to be realised by enacting appropriate change management. Conversely the risk of getting it wrong can be monumental. Large scale changes (particularly technology based) will not work without alignment from all levels within an organisation. Do not assume the problem will go away with wishful thinking, and do not think you, or your organisation will not fall victim if you choose to ignore it.
It’s not about the technology, it’s about the people.
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