Digital transformation: Overcoming system implementation resistance in the workplace
A brief (and admittedly incomplete) story of my experience with implementing software systems.
Many organizations are “weeping” and many are joining the queue as a result of poor system implementation. So many issues – escalating costs, abandonment, vested interests, fear, unfulfilled promises. Just a broken process, more often than not.
Don’t do it
In my experience, from the word go, changing or implementing a new system puts an organization at a disadvantage. Yes, you are better-off not changing. Especially if you are not bold and thoughtful. Be more worried if you aren’t bold, and with limited resources. Paradoxically, the more resources (often financial) you have, which in itself should be a great advantage, the more the disadvantage. You are at risk of throwing money at the problem. “We are going for the best system, hence the cost is justified”, you will say.
I know a thing or two about implementing systems: we have successfully launched systems, even in foreign lands, in the process learning a new language and different cultural backgrounds we didn’t understand. The majority have been a success. But some implementations have failed. You wake up to a system that was working just fine yesterday and now everyone has resorted to the previous manual way without any mention of a problem – just the manager said “we stop, something needs to be fixed”. Lights off.
Meanwhile, the business owner is screaming. You have failed. The system is not delivering what was promised. It should have gone live last month, let alone not working today.
Success matters
Well, as the techie in charge, the easiest path is to point the finger back. To stop caring. As a matter of fact, send in the final implementation invoice, collect the final installment and walk, “because the client is in constant confrontation with itself.” Or just run, go mute if you may. You don’t want to be seen to interfere with “internal bureaucracies” lest you be labeled as “having an insider’s interest”. But no, that’s not me – that’s not our team. We push even harder.
A successful working system is our billboard. Our pride. Where there is a will, especially from the top – we fight the ‘tumor’ with the one person who never lets go of our hand and eventually we succeed.
Source of the ‘tumor’
During system implementation, you are swiftly less of a techie but more of all these things – a politician, a counselor, a moderator, a finance manager, a logistician, a masseuse (for people’s egos), a cheer leader and a police officer.
Suddenly, everyone seems to have a suggestion on why the new system should not work, their departmental needs (read personal interests) are not being met. If there is a budget approval – they know a better supplier – their plug, with a cheaper offering.
Some staff need therapy sessions, often done incognito. “The management wants to render us jobless, or what are you people working on?”, they will ask. They will cringe at the thought of losing their extra coin from their “hustles”. The panic is being broadcasted, in low hushed tones. You appear, they disappear. A plan is quickly made – the only way to cope and protect their “hustles” is to “appear to be supporting” . It is a silent resistance depicted by calling endless meetings. Just stalling while appearing to be moving. Be seen to work but go slow. Prolong implementation until management loses interest or supplier gives up.
It quickly dawns on you that the senior manager overseeing implementation isn’t innocent after all. He/she is silently coordinating the go-slow, always making sure the room is full and the committee has everyone – that it takes 2 hours to convene and another 2 hours to have a semblance of order. Thirty minutes in and it’s tea time or it’s 5pm, the day is gone. Oh, did I mention he/she already has introduced to the finance manager a cheaper supplier and has asked the ‘missing’ features be implemented ASAP to match? All they need is to buy time.
The finance manager is also working very hard and has provided a budget for bulk printing of the system manuals for every staff member. No other method is acceptable. That every staff “must read, understand and provide feedback” before implementation as a justification for the investment. And this must be done during the meeting session over tea to save on working time. As the tech lead, you are put in charge of logistics to make sure all staff are attending and reading, and do a progress report to the business owners. The report’s main goal is to portray the managers in a good light, otherwise your goose is cooked. Show only progress.
So you must make a decision on whose ego to massage – the manager or the staff. The business owner needs to see results. Caught between a rock and a hard place, you massage the manager, police while counseling the staff and deliver results to the business owner.
Success at last
When you finally sit down to tell the story, and find the manager has already taken credit, you are suddenly not any of these things, you are a techie again. You are happy. The organization has stopped weeping and is now reaping.
If this sounds familiar, we’d be glad to share a hearty laugh . And help ease your pain if you are still stuck.