I was recently asked –another question:
Why is it that new
system initiatives using technology that actually works well, often fails to
be adopted?
Anyone with any level of experience in systems and technology
deployments has also most likely experienced some level of failure when
deploying a new system. Far too often, however, that failure was not driven by
the choice of the technology or the underlying system concept itself.
Failure ‘to adopt’ was most likely driven by the following:
1. Too much change. As fast as technology
advances, it seems that every week we should be adopting something new and
better. Organizations are complex ecologies of people and processes. People and
processes have an embedded DNA code against change. It’s called survival.
Radical restructuring driven by new systems and technology ignites the survival
‘fight or flee’ instinct. Driven by the fear of ‘what if I can’t do my job
using the new ‘thing’? Every obstacle real or imagined will be thrown back on
the innovator.
Solution: Plan incremental adoptive steps. Find
‘adaptive internal leaders’. Make staged changes to processes. Be sure the new
process is a complete process.
2. Giving Senior executives a free pass.
“Well, it will be good for the staff but not for me. I have been storing my
paper files in boxes for 42 years- and that’s where they are staying.” Or –
“OK, let the properties use it, but for me I will just give the task to Frank,
as I always have.” Frank, is better that any touch screen I have seen.” When
total organizational use and commitment is lacking, the smell of ‘the kill’
starts to show up. The organization senses a ‘kill’ and knows full well that non
using senior execs will facilitate an eventual ‘thumbs down’ vote.
Solution: If the senior execs won’t learn and use the
very same systems – bag it.
3. It was not ‘of the world’ I work in.
Sure most technology performs well when the world you’re working in is a blest
place. For many the world of ‘reality’ is often plagued with – well, reality. “So
let me understand this - I need a laptop with Windows 6 (but I am already using
Windows 7) and I need to revert to IE 9 or download Chrome and I need to always
be near a WiFi connection (hell, I can’t get a connection in the break room at
this place) and the router needs to be plugged in (you are kidding – someone is
always unplugging from the one electrical outlet we have for the copy machine,
the telephone system, the fire alarm system, the time clock and the coffee
machine. The coffee machine always wins! The point is that environmental and
working conditions in and where the technology is to be used needs to be
treated as a crucial consideration in successful deployment planning.
Solution: Know the real world nuances of where the
technology is planned to be used.
4. Don’t train users –formally. Just tell them to sign in. They can click on the “?” in the upper
right of the page and search the FAQ section. They’ll eventually get it figured
out. It turns out, pre-release training NOT post release training
sessions are your best friend for success. Everyone learns and benefits. The
buy-in is stronger and employees feel respected, engaged and take a pride of
ownership.
Solution: Do pre-release training sessions. It is
that simple.
5. Avoided having to spend a week on site actually using it yourself. I mean, after all, with live web sessions,
videos, tele-conferences and the ability to link to a live desktop why leave my
‘chair’? Doing so would mean I would actually be able to hear the end user
breathe and see their faces fill with fear. Besides they are too busy to pay
attention. This is the exact point. Life in the real world is a cacophony of
unplanned moments and unintended consequences. Without on-site actual, real
time, usage amid the chaos of a ‘day in the life’ experience of the end user by
the ‘inventor’ of this new thing, success is like a deer in the headlights.
Solution: Go into the field and perform as an end
user and experience the actual usage yourself.
6. Don’t schedule end user follow up de-briefs
soon or too frequently. Let’s face it having to hear of all the trials and
tribulations of sustained attempted use can be painful. History teaches that
‘rev 2’ is usually better and ‘rev 3’ finally gets us where we want to be.
Understanding and uncovering these enhancement stages need to be part of the
long term stated plan. A technology plan that makes no room or allowance for
follow on support or development is doomed. Planning to roll it out and forget
it because we are too busy now on the next thing is all too often what happens.
Solution: Plan early on for gathering staged enhancements
driven by actual user experience. Live it and learn it.
7. Do not track and analyze ‘trouble tickets’
received by the help desk. Who wants
this evidence lying around? (This is of course means that you have a
centralized support help desk ready and working.) Documenting use case failures
is essential. Being able to analyze the frequency and density of ‘hot spots’ is
required for a road map to improvement and successful adoption.
Solution: Document and analyze all end user
difficulties. Period.
8. Avoid having an experienced ‘system adoption
success expert’ help. Why spend the money and create all the extra work
they would suggest? I can do this myself.
Solution: Two rules: At a minimum find a system
provider to work with that is EXPERIENCED IN MULTIFAMIY and if your effort is a
major project consider using a consultant with a track record of experience in the
deployment of systems for multifamily operations to help you plan for successful
system adoption.
New systems and technology success in any industry is tough
enough, but as I stated at the outset success it isn’t always just about the technology.
It is about taking a deep and honest look at the people, process and
environmental underpinnings that will craft a system’s launch and orbit.
As always, if I can be of help based on my experience with
successful systems deployments or if you want a recommendation on a multifamily
experienced ‘system success’ consultant send me an e-mail at mike.radice46@gmail.com I would be happy
to help or introduce you.
Mike
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