Change management confronts today’s executives in virtually every industry, especially around technology. Cloud solutions and cutting-edge tech outright push some organizations outside their comfort zones. Stumbling blocks commonly arise when managing a transition between systems, migrating a database, or other technology initiatives. If change management keeps delaying true progress for your team, consider if one or more of these scenarios apply to you.
A technology change gets out of hand fastest when the clear reasons for the change don’t get defined early on. When planning the change, don’t just ask “why” in a broad sense. Also ask, “what business value does this change provide?” If the dollars-and-cents return doesn’t exist, consider why the change is so important to the business. If a profit margin exists but the cost of managing the project quickly eats it away, it may be time to consider a different approach.
We often see two factors driving technological change at organizations: cost and time. Everyone wants quality to be the outcome, but they want it fast and cheap. However, that desire can’t really be met. If you want a quality outcome, quality materials and work must come first.
We believe every business needs a quality management system, or QMS. This process ensures quality from beginning to end of a project. A basic QMS functions in four stages: quality planning, quality assurance, quality control, and quality improvement. Without all these considerations, your employees may feel rushed to implement new technology, even when not the ideal solution for lasting, positive change in the organization.
A poorly-managed change can also inspire a mutiny. Everything might be in line except the attitudes of the individuals who must live the change on a daily basis. This occurs because these people feel disenfranchised from the change itself. Either they don’t understand why the change drives growth, or they do but have different ideas about what will be effective. Leaders must create a culture of open discussion around the change early in the process. Listen to concerns carefully before deciding how to address them, especially during the user acceptance testing process. When users get the chance to share their opinions, make sure they also understand how those opinions will be applied.
The best-laid plans with the most internal support possible will still implode if the tools and software that drive them don’t work. If a new system or software doesn’t catch on in popularity, it may not function as promised. This leads users to avoid it or even change solutions. This stays true across customer-facing products and internal software. Whoever you’re trying to appeal to with your change, give them a working product to make the right first impression.
An organization’s ability to manage changes related to technology will certainly define success moving forward into the 21st century. Implementing new technology regularly challenges businesses of all sizes. Agnostic experts like iLAB give you an honest portrait of the issue and possible solutions. Contact us today for technology change management support you can rely on.