We are aware that the potential of modern technology outpaces its current application in most organizations. There is a good reason behind this – quite apart from the cost implications, the ripple effect of technological change from an organizational context is, generally speaking, fairly significant. This is because what most of the clients really want is a true transformation of the way they serve their stakeholders, change agents, and user groups – and not just a pure technology implementation.
In our experience, though, companies often fall far short of achieving technology transformation due to a few common (and major) reasons. First, they often do not adequately define and successfully incorporate change management into their efforts, and second, the center of excellence (CoE) best practices and processes built around new technology are not effectively communicated and measured to define and manage employees’ expectations.
It is important to mention that just any technology delivery and change management approach will not work. To achieve true transformation, the approach must define the end state, aligning clearly with the business drivers that will be enabled as a result of the transformation. Conducting an early diagnostic of the organization’s capacity and capability will inform the most effective approach that should be taken at the given point in time.
In response to a number of recent client conversations, we are setting out with a series of blogs to outline HCL’s viewpoint on how to maximize end-user adoption and thereby accelerate the delivery of organizational objectives. Our view is based on the premise that modern technology is one of the several tools that will enable an organization to achieve its overall objectives. It is also worth mentioning that people are the lifeblood of an organization and, as a collective, can deliver towards the objectives. Their ability to use all the tools at their disposal to achieve the targets will determine the organization’s success. Add to this their willingness to adopt change. The end-user adoption rate is, thus, the ultimate measure of success.
Our blog series outlines the cornerstones we believe are essential to bringing together people and technology so as to deliver the overall goals an organization sets for itself.
Why strategic objectives are the golden thread of successful transformation (broadly our Foundation segment)
Despite the principle of strategic objectives being the obvious red thread that runs through all projects and initiatives, the reality is that this is not always the case. In our experience, where an IT implementation is directly linked to wider organizational objectives, the process leads to a more successful implementation and speedier adoption.
How to overcome the Technology vs. People paradigm (broadly our Re-engineering segment)
By broadening the scope of implementing the latest technology to enable the fulfillment of organizational objectives, businesses can start to incorporate all the strands of customer, employee, process, and product. This holistic approach ensures all components are knit together to achieve a greater sum than the individual parts.
How to build awareness that builds commitment to change (broadly our Engagement segment)
Anyone who has been involved in leading or implementing change will know how integral commitment is to the overall success of delivering the required outcomes for the program. Alongside the early adopters keen to embrace the new technology, there are usually a few who resist the proposed change. What tools and techniques have we seen that help bring together the two extremes?
How to outpace technological change (broadly our Adoption segment)
There is an increase in demand to make sure that transformation programs deliver measurable change more quickly. How do organizations deal with the challenge of continuously reducing the cycles of change? We set out some thoughts on what to consider.
The combined challenges of increased digitization, shorter change cycles and the need to adopt change faster are here to stay. Enterprises that create a framework to align projects and programs with organizational strategy and develop a receptive mindset and resilience to change are more likely to achieve their objectives with less disruption to their business.