Field research over the last thirty years indicates approximately 70% of major systems installations fail to achieve on time and on budget the benefits they promised their organizations. In over 85% of those failures technological integrity is not the issue. Ultimately, whether timely or not, the technology will do what it is supposed to do. The problem lies not in the quality and elegance of the technical solution, but rather in the process of integrating the human beings with the technology, by gaining acceptance and building commitment to its optimal utilization.
The digital transformation race is on! Everywhere I look organizations are working at double speed to find the most innovative ways to use technology to transform their organization. Digital transformation is not only changing the way business gets done, in some cases, it’s transforming entire industries! In short, digital transformation is a real game changer.
Billions of dollars are being spent every year on new technology. From CRM’s to ERP’s to many other technological advances, almost every organization we work with is implementing a new technological advance in one department or another (if not organization wide). But, are these organizations getting their money’s worth from their investments? Unfortunately, return on investment is not a guarantee.
The financial investment in a new ERP system, such as Workday or Kronos is enormous and the resource requirements are huge. But, much to the chagrin of many organizations, for as much money that is going out the door on sophisticated new systems such as these, Return on Investment is not always a guarantee. Organizations often overlook the significant amount of time and energy required to fully implement these systems!
In today’s business world, organizations are constantly trying to get ahead by using the most advanced and up-to-date technology. Billions of dollars a year are being spent on new CRM’s, ERP’s and other technological advances. But are these companies truly getting their money’s worth?
Company X is about to implement a new ERP system (feel free to insert any change project into this scenario). They have been down this road before, and know it is important to appoint Change Agents who will be responsible for implementing the change at the local level. They know the job will continue from the initial planning stages through the execution of the change. A management meeting is held to decide who is going to get this important job.
How does a change management methodology help ensure value realization for technology regarding a software/technology upgrades? On a recent call with a prospective client, we heard an all too familiar scenario. Here’s how the conversation went:
True story. Over the past 6 months we have been talking to a potential client who was considering using the Accelerating Implementation Methodology (AIM) as the change management methodology on a transformational ERP system. The client has just taken baby steps in developing a mature project management infrastructure. His concern is whether AIM is too much for the organization to bite off. In other words, is the organization ready for AIM?