Before implementing a new technology, we ask our clients to consider whether their goal is to simply replace one system with another or if they are looking to fundamentally transform the way they do things.
Simply introducing a new technology won’t bring about real and lasting change. Companies looking to truly transform the way in which they operate and serve the customers, will need to relook at the way in which their people work and interact with one another, their organisational structure along with roles, responsibilities and capabilities and processes.
Here five key considerations when embarking upon a technology-enabled transformation:
Start change management early
Some organisations believe that change management starts after the system is implemented, which can result in a lot of fire-fighting after go-live and can mean that the system loses credibility before it demonstrates its value. Change management should start with agreeing a clear and compelling vision during project initiation, identifying key stakeholder groups and starting to understand the impact changes will have on the business.
Involve the right people in requirements gathering
Requirements gathering has the potential to cause issues down the line as there is often a disconnect between what the business understands about the system and what the implementation partner understands about the business. We recommend that key business owners familiarise themselves with the system through training before gathering requirements in order to make informed decisions throughout the process.
Encourage involvement and ownership
Getting the right people to take ownership for different aspects of the change will facilitate engagement and commitment. Because people are so busy and are often dealing with more than one change at a time, the change won’t become real for them until it’s their problem (so to speak). This can be achieved by setting up working groups with people and regular catch ups with key decision-makers in the areas most significantly impacted by the change.
Standardise and document processes
The key focus of technology implementation projects is often on the system with little or no consideration given to the processes that will support it and how people will use it. Most ERP systems such as SAP for example, will require that people adhere to standard processes in order to maximise its benefits, however, in reality this is not always how organisations work. Agreeing and documenting end-to-end processes which define how people will interact with the system will promote the effective use of the system and help you realise its full potential.
Understand current ways of working
A company’s culture or the way in which you work can make or break a system implementation. If a system relies on good quality data for example but the organisation’s culture values creativity over strict data capturing this could create resistance. A comprehensive change impact assessment will help you identify other cultural nuances that may present a challenge to successful implementation.
With research to suggest that over 70% of major transformation efforts fail, it is worth spending a bit more time and effort on ensuring that you anticipate any risks to implementation and address these appropriately prior to implementation.
