Change at an enterprise level
An IT project is often one of the catalysts for the re-engineering
of an entire business from a traditional hierarchy to an “e.Business” – the
fast moving, customer focused, knowledge-based, “networked” enterprise
of the 21st century.
“Fast moving” usually means that decisions are made “at
the coalface”, instead of waiting for the next management
meeting. Employees need access to the information they require
to make sensible decisions. Management monitors the effects of
those decisions on a “digital dashboard” that provides
immediate warning of problems, as well as key performance indicators.
While technology in the last century was used to impose greater
control, in the 21st century it is used to “impose” greater
freedom. And while one would imagine that this change is welcomed
by employees, in fact it can paralyse them at a time when the company
is most vulnerable – a period of change.
Transforming a company to an e.Business or knowledge-based enterprise
is not solely about systems. It requires changes in management
attitude and style, culture and communication It may even change
how you define your core capabilities.
Managing change in individuals
In a technology project, the problem of getting a new system implemented
is seldom with the software – it invariably lies with the
people who need to change to a new way of working. Managers assume
that if the solution makes sense and meets business requirements,
users will obediently change to the new method. In reality, a change
in any working procedure is difficult for users (and users may
include management), particularly if that procedure has been in
place for some time.
Since computer-based systems are often harbingers of retrenchments,
visible productivity statistics, stricter discipline and tighter
controls; it is not surprising that users resent and avoid technology
projects.
Where change management is addressed openly and sympathetically
by managers, these issues can be dealt with. Where the attitude
is “they’ll see how good it is when they use it” or “they’ll
do what they’re told”, the result is often covert avoidance
and even overt sabotage. Months after the investment has been made,
the system remains at a “test” phase.
The Project Management delivery methodology, adopted by InterComm,
has an integral change management component. It begins by involving – and
in a sense educating - the entire management team about the business
case for any new technology system. User input is invited appropriately
at an early stage, and workshops are held at critical milestones
in the implementation process to overcome the fear of computers
and change.
The problem with a new system often lies in “letting go” old,
comfortable traditions and familiar ways of working. A period of
denial (ignoring or denigrating a new approach), then mourning
(continually comparing the benefits of the old with the frustrations
of the new) and finally acceptance is perfectly normal, although
intervention may be required to move the company through the change
period as quickly as possible.
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