I was recently in a discussion with a client who was concerned that before he could implement a specialised software solution, he wanted to first get the "culture" right in the organisation.
His logic was that a new technology-based system was unlikely to work properly unless the underlying organisational attitude was right. The person concluded that it was best not to implement software and rather focus on the underlying behavioural issues in the business.
While conceding that this may be a valid approach to take, depending on the circumstances, I would argue strongly that this person might miss a real opportunity to use technology as a catalyst to achieve desirable changes in the company. Take a moment to consider the far-reaching effect that technologies such as e-mail, cellular telephones and Internet banking, for example, have had on the way people go about their business.
Who can argue that the introduction of new technologies can and does fundamentally affect people`s behaviour, and therefore provides valuable opportunities to managers wanting to effect certain changes in their organisation.
I would assert that this lack of vision on the part of the individual concerned will mean that in a decade, if the company is still around, the business will in all probability have the same cultural issues as it has today. And while that may be acceptable in some industries, there are many companies that have learned the hard way that in today`s knowledge-driven economy "business as usual" is a short-term tactic at best.
To overcome corporate inertia and inaction, it is critical that technology projects are seen as strategically important by the whole organisation.
Gavin Halse, MD, ApplyIT.
In manufacturing companies, it is relatively easy to automate production processes and plant. Physical entities such as machines and processing plant have no cultural impediments to being optimised! The challenge comes when trying to automate or improve processes involving people such as maintenance technicians, production staff and warehousing personnel.
As with all change processes, particularly those involving underlying behavioural change, there are no silver bullets or quick fixes, and I would be wary of anyone claiming that technology in itself is the only solution. But provided that a technology initiative is amalgamated with a visible commitment by the organisation to improve performance, and that the transition process is professionally managed; technology can indeed be an important, sometimes essential catalyst of change.
Overcoming inertia
To overcome corporate inertia and inaction, it is critical that technology projects are seen as strategically important by the whole organisation: especially business leaders and management. The cost of not doing the project must be quantified, understood and highly visible to galvanise action and commitment. If the CEO leaves the project kick-off meeting after 30 minutes having shown a vague measure of support, then the message will be clear to the project team. And the initiative will almost certainly fail to deliver the desired benefits.
One of the unique roles of an IT professional is to evangelise the impact that people, technology and process can have on business performance. In describing this vision, be both inspirational and credible. Lead business people away from their comfort areas and give them a sense of purpose and direction. Much of this can only be achieved with strong support from the CEO.
"Solution selling" techniques are often used by successful vendors to sell software; these same selling techniques can be a useful approach by technical entrepreneurs for getting buy-in within the organisation, both to management and to end-users. When people can personally understand how the solution will add value to them (such as significantly improved safety levels on the plants, or less unplanned overtime processing urgent production orders), then buy-in is much easier. In short, effectively communicating the value proposition to the end-user is just as important as communicating the original value proposition to the business.
Occasionally, line-of-business decision-makers are not good change agents. This is particularly true in manufacturing environments. They will sometimes unfairly discount the value of software projects because inherent cultural inertia is seen as a big obstacle to overcome. Bearing in mind the wide-ranging changes in our society as a result of technological innovations, wisely applied technology can offer managers the precise catalyst for eliminating undesirable behaviours and encouraging beneficial ones.
Those embracing the technology catalyst sensibly will do no worse than entrench bad practice, and in all probability will have a good chance at making fundamental improvements in "the way things are done here". But those who do nothing and continue to draw a salary are almost certain to fail, eventually.
* Gavin Halse is MD of ApplyIT.
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