Recognizable? Maybe, maybe not.
Fact is that many companies struggle with the adoption of their IT innovations, leading to problems in realizing their ROI.
Quite often, even though planning of the project is within time and budget, the project team can be decommissioned and business can take over, there sometimes seems to be a lack of adoption…. How can this happen? What went wrong?
- 'This isn’t the way our business works…'
- 'This solution is too complex for us…'
- 'We already have good processes…'
- 'Next to this solution we need to do other things that absorbs my time…'
Many ‘reasons’ why a particular solution is not embedded in the business organization. The (digital) change is simply not made. The question is how this can be solved?
I believe there is no golden rule for this, no particular solution that fits all…
But by using a particular approach, business users will embrace the solution and use it in their daily processes.
The need or urgency to change
It all starts with a particular need for change. If that need isn’t present, people will not change at all. That need should obviously fit in the goal and mission of a company. Or like Sinek is mentioning, the ‘Why’ of the organization.
But of course the need of a particular employee should be aligned which makes that the communication with employees should be started timely and frequently about these needs….
Then software solutions or any process improvements should be discussed, modeled and built, for which good project approaches are available (for instance Prince 2 or other agile project methodologies like ASA within Acorel).
The challenge however is to make sure these are embedded in the organization. People should feel comfortable with the changes and should be coached in this change. Not only at the start of the project, but also during different moments in time. One training often isn't enough.
Maybe with good training programs, an employee can be brought from unconsciously incompetent to consciously competent.
But there is a final step to change a person to unconsciously competent (Maslow).
To motivate the employee to adopt these changes and as a company to involve this person, there are 3 important actions to get a proper adoption of the change.
1. Coach the person towards the change. Ask questions and confront employees with their desirables and un-desirables. The need should be present yesterday rather than tomorrow. Make sure they want it or make sure they see the need and the ‘what’s in it for me’ (WIIFM).
2. Adapt the targets of the employees of the organization and measure it. This is what you really want for the organization, so why not manage, communicate and reward on that? Make sure the communication on the results is done frequently. Celebrate and share the successes!
3. Take your time, because a change will never happen by itself. Plot the future goal as a marker in your planning, but take small steps to get there. It is the effect of the J-Curve where the time and depth of the disruption should be minimized.
An organization and its employees should be able to handle these changes.
All in all, it is like the famous Chinese proverb says:
Next to our software solutions and our excellent developers and consultants in the area of customer engagement and commerce, Acorel knows how to help you with the challenges embedding these in your organization. It would be of no good if IT investments are not capitalized due to employees not wanting this, right?
If you want to know more about our Acorel approach, please contact Mischa Tissen, firstname.lastname@example.org