Managing tech transformation

For companies that manage field-based teams, there has been massive growth in the adoption of smartphones and mobile applications throughout 2015–16.

While it’s great to see the industry embracing technology, too many implementations fall short because simple guidelines are not followed.

Within the last year, many companies have already ‘buyed and tried’ and are now seeking a post-purchase fix. In many cases, this is because of the following:

• Inadequate identification of requirements
• Poor fit of the chosen technology
• Poor communication channels between the company and the vendor/s
• Overpromised technology outcomes or inadequate company buy-in during the implementation process

I thought that we could help by offering some suggestions and sharing a few lessons learned, to potentially help others seeking to replace or upgrade current systems make better buying decisions and avoid buyer’s remorse.

During this financial year, you may be thinking about implementing the following:

• An integrated management system (IMS)
• An ISO9001:2015 paperless solution
• A project management tool
• Electronic timesheets and payroll
• Maintenance, equipment or assets systems
• Moving your file storage to the cloud

There are many opportunities to improve your business and a range of great technology providers that can guide you. Just make sure you place your trust after considering these lessons.

Lesson #1 — Know your business

Perhaps the single best piece of advice I can offer is to be sure that you thoroughly understand your needs in advance of assessing a new technology or arranging a meeting with a vendor. This may seem obvious but, in our experience, businesses often rush into technology-buying decisions without reflecting on the people and change management process:

• What are our current and anticipated future business challenges?
• What are our current and anticipated future people challenges as part of undertaking this program?
• What risks do we face and how do we overcome them?
• Where is the upside and is it measurable?

Lesson #2 — The cart goes behind the horse

All too often, we encounter situations where new technology drives process instead of the other way around. You need to understand what your optimal process looks like before you speak to technology vendors and your needs assessment should take into account the next 12–24 months. You don’t have to layer old processes on top of new technology, potentially automating a bad process that will soon have to be fixed anyway. The role of technology is to enable a superior process, not the other way around.

Lesson #3 — The best salesperson doesn’t necessarily sell the best product

This is a lesson several of our clients have learned the hard way. Technology salespeople may know their product inside and out, but rarely do they have experience running key roles within your industry. Exceptions do exist, but even the best-intentioned salesperson’s knowledge is usually geared towards their technology offering. Always keep in mind that it’s their job to tell you that their technology is the best for your needs, so healthy scepticism will make you a better buyer.

Lesson #4 — Don’t rush

Technology deployments generally occur while organisations have a lot on the plate and time is often of the essence. That translates into a desire for companies to check technology off the list as quickly as possible. Rather than taking a ‘let’s get this over with’ approach, we advise clients to take as much time as needed. Don’t rush into adopting new technology without a well-thought-out strategy.

Lesson #5 — Band-aiding is not always a bad thing

It may seem contradictory to the point above, but we are also in favour of quick fixes. We often see areas for immediate improvement, whether in technology, practices or processes. Quick fixes can make a big impact and raise the stature of your function immediately. Implemented as pilots or trials, we call these ‘point solutions’ and they can allow companies to dip their toes and see if the technology can work for them.

Lesson #6 — Don’t go it alone

Whenever possible, get an external perspective from someone with no sentimental or political attachment to what was done in the past.

We often hear 'that’s the way it’s always been done’. Get the advice of an outsider who is impartial and knowledgeable on current technologies — and can guide you to a good fit. Undertaking a gap analysis or trial can provide a stepping stone to a decision, without the risk associated with a larger deployment. Trials quickly identify who’s on the page and the likelihood of the technology succeeding.

Lesson #7 — Measure, measure and measure

Put agreements into place early on in any technology project. These need to apply to the assessment and implementation phase and they should also be incorporated into your buying expectations. For example, if you are considering a new electronic timesheet system, what metrics do you really need to assess? What results are you achieving using your old processes and what impact on them should the new technology have? How will you accurately measure them so you get the real picture on how they are working?

These lessons are grounded in common sense and, as we get towards the end of the calendar year, they have been learned the hard way by big, medium and small companies alike. Don’t suffer from buyer’s remorse; instead, learn from lessons of the past and you will be far more likely to find a technology that is the right fit for your organisation. So long as you follow the steps above, you’ll give your organisation the best chance of managing the tech transformation process — well!

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