3 Ways to Bridge the Gaps Between Technology and The Change Management Process

By DAMANI SHORT

Change. It’s the inevitable constant facing every business. How’s the change journey going in your organization? How successful were the last 3 projects implemented in your business? Were the business objectives realized as intended? No? You are not alone.

Looking even closer at technology related projects, the success rate dips even lower. Why? Because by definition, projects involving technology invoke holistic change but often are not seen as, nor planned for, as change initiatives. To reverse the failure rate of technology initiatives, it’s important to plan for the change that spans people, process and technology vectors.

What is change management?

Change management is the process of planning, implementing, and monitoring changes to a business or organization in order to effectively manage and adapt to new circumstances. Change can come in many forms, such as changes in strategy, organizational structure, business processes, or technology.

The goal of change management for technology is to help organizations successfully transition from the current state to a desired future state, while minimizing disruption and negative impacts. It involves a systematic approach that includes identifying the need for change, creating a plan for implementing the change, communicating with stakeholders, executing the plan, and evaluating the results.

Change management also involves addressing the human side of change. People can be resistant to change, so it’s important to involve them in the change process, provide adequate training, and communicate clearly about the reasons for the change and the expected benefits.

Effective change management requires strong leadership, communication skills, and a willingness to adapt and be flexible. It is a critical process for organizations that want to remain competitive and stay relevant in a rapidly changing business environment.

3 Ways To Achieve Successful Change Management for Technology Initiatives

Technology initiatives need to be looked at in the context of the entire business, rather than as an IT project. In addition, layering cross functional involvement and change management disciplines from the beginning will help ensure a holistic approach to technology. The result is a business that becomes, what we’ve termed, a Business Centered Technology™ organization.

There are 3 things leaders can do to reduce risk and realize greater impact for the business with their next technology projects:

1. Focus on people and process change first as preparation for technology change. 

Change begins and ends with the people involved and the processes in which they engage, enable and support. By focusing on the human impact of change many areas will be uncovered, beyond training and communication, that are critical to address, such as redesigned roles, evolving expectations, metric & measure adjustments, alteration of resource requirements, and business process changes. When change begins with people and process, KPI improvements can be realized immediately; well in advance of technology implementation. In addition to benefiting from KPI improvements, the organization will have proven its commitment and ability to change; both of which accelerate the process of getting buy-in to the more substantive technology phases of investment. Business case/program plan accuracy will be dramatically improved through insights derived from initial change iterations. Lastly, the program has been substantially de-risked with iterative change implementation, rather than an “all at one time” approach.

2. Engage cross-functional leaders. 

Technology can be one of the strongest tools to drive improved business outcomes. Most often, technology related change enables cross functional improvement which could be exponentially greater if intentionally planned from the beginning. In order to realize those improvements and plan for them, having an understanding of how technology currently and could potentially benefit the company is imperative. Avoiding the “Orphan IT” model (well-intentioned technology groups operating in a vacuum) by engaging change-makers and leaders from all impacted functions will increase the impact of technology on delivering business improvements.

3. Plan with the whole company in mind. 

Traditionally, there’s a tendency to focus largely on the IT department in terms of leadership, subject matter expertise, financial and resource requirements. Effective technology change should be inclusive of all areas of a company in order to properly align with business goals, as well as navigate the ripple effects of change which can derail projects if left unaddressed. Map all the touch-points that will be affected for a given initiative. When developing the program plan, include people and process tasks & milestones in addition to technology-related items. Resource plans should include functional resources (non-technology) with appropriate backfill and contingencies. In addition, the business case should account for the above items. Ensure sound decision making and prioritization based on holistic planning, knowing that all areas involved can ultimately both benefit and support the change.

Technology initiatives don’t have to live up to the reputation of failure. By employing mindset adjustments and new planning approaches that bridge the gap between technology and change management, businesses are poised to benefit from differentiated return on technology investments.

What is the role of technology in change management?

Technology plays a significant role in change management as it enables organizations to implement and manage changes more efficiently and effectively. It can help organizations to streamline and automate the change management for technology processes, enhance communication, and facilitate collaboration among stakeholders. It also provides valuable data that can inform decision-making and support continuous improvement. Here are some ways in which technology can support change management through different disciplines:

Communication

Technology provides various communication channels to inform stakeholders about the change, its implications, and expected benefits. Examples include email, instant messaging, video conferencing, and collaboration tools.

Data analysis

Technology enables organizations to gather and analyze data to identify trends, assess risks, and evaluate the impact of the change on the organization.

Project management

Technology provides project management tools that enable organizations to plan, track, and manage the change process. These tools help to ensure that the change is delivered on time, within budget, and with minimal disruption.

Training

Technology provides online training and e-learning platforms that enable organizations to train their employees on the new processes or systems that are being introduced as part of the change.

Monitoring and evaluation

Technology enables organizations to monitor and evaluate the success of the change, by providing tools to track performance indicators, measure the effectiveness of the change, and identify areas for improvement.

What is technology change management? 

Technology Change Management is a specific subset of change management that focuses on the planning, implementation, and control of changes to information technology systems, infrastructure, and processes within an organization. It is a crucial aspect of ensuring that technological changes are smoothly and effectively integrated into an organization’s operations while minimizing disruptions and maximizing the benefits of the changes. 

Technology Change Management vs Change Management 

Here’s how technology change management differs from general change management:

Scope of Change:

• Change Management: General change management encompasses a wide range of organizational changes, including changes in processes, policies, structures, and culture. It deals with both technology and non-technology-related changes.
• Technology Change Management: It specifically addresses changes related to technology systems, hardware, software, networks, and IT processes. It focuses on the unique challenges and considerations associated with IT changes.

Expertise and Knowledge:

• Change Management: Change management practitioners may have a background in organizational psychology, management, or human resources and are skilled in managing people through change.
• Technology Change Management: IT professionals, including IT project managers, system administrators, and technical experts, often lead technology change management efforts. They possess technical knowledge and expertise related to the specific technology being implemented or modified.

Tools and Processes:

• Change Management: It employs a range of methodologies and tools to manage the human side of change, including communication plans, training programs, and stakeholder engagement strategies.
• Technology Change Management: It uses specialized tools and processes for managing technical changes, such as change request forms, impact analysis, testing protocols, and rollback plans. It also focuses on managing the technical risks associated with changes.

Timing and Sequencing:

• Change Management: It considers the timing and sequencing of changes in the context of organizational culture and employee readiness.
• Technology Change Management: It often involves rigorous testing and validation of technology changes before implementation to ensure system stability and minimize disruptions to ongoing operations.

Goals and Objectives:

• Change Management: Its primary goals are to gain acceptance, minimize resistance, and facilitate the transition of employees or stakeholders through the change process.
• Technology Change Management: Its primary goals are to ensure the successful deployment of new technology, minimize downtime, maintain data integrity, and mitigate technology-related risks.

Technology Change Management Process

A sample of a Technology Change Management process typically includes several key steps to ensure the smooth planning, implementation, and control of technology changes within an organization. This process provides a basic framework for managing technology changes in a small or less complex environment. However, for more significant or complex technology changes in larger organizations, additional steps and a more detailed process may be necessary to ensure a successful transition.

Initiation and Request Submission

Identify the need for a technology change, whether it’s a system upgrade, software deployment, or hardware replacement. Create a change request form that includes a brief description of the change, its purpose, and the expected benefits.

Assessment and Planning

Evaluate the feasibility and impact of the proposed change, considering factors like cost, resource availability, and potential risks. Develop a high-level plan outlining the key tasks, milestones, and timelines for the change.

Approval and Communication

Present the change request to a designated authority or decision-making body for approval. Once approved, communicate the change to relevant stakeholders, including affected employees, IT teams, and management, explaining the reasons behind the change and its expected outcomes.

Implementation and Testing

Execute the change plan according to the defined timeline. Conduct testing and quality assurance to ensure that the change works as expected and doesn’t disrupt existing systems or processes.

Monitoring and Post-Change Evaluation

Continuously monitor the change’s performance after implementation.Collect feedback from end-users and IT teams to identify any issues or areas for improvement. Conduct a brief post-change evaluation to assess whether the change met its objectives and if any adjustments are needed.

Reasons for Technology & Change Management Failure

The change/technology linkage gap can be often traced to the makeup of leadership and culture. Many CFO’s (CXO where technology function reports) in particular struggle with not having technology leadership that brings experience or expertise in effectively navigating and driving change across multiple functions throughout their business; much less how to integrate into business strategies in place to deliver on revenue, profit, and risk management goals. They are talented tech practitioners, but especially in mid-market companies, it’s even less likely that CFO’s can count on their technology leaders to possess the change leadership expertise for such change.

• A common example: There’s a mandate within the company to migrate to a new CRM solution in order to reduce sales cycle time, improve customer retention, and benefit from improved transparency and analytics capabilities. The sales and service teams are trained and the system is ready, Go-Live has taken place, but two weeks post launch half the team is back to their old ways and have even developed some new ones that don’t include the new system. Business leaders are frustrated with gaps in realizing stated business objectives, sales and service personnel are confused and stressed as they waffle between the old and the new tools. The Executive champion is faced with a decision to pause and revert back to the legacy approach, or do a major reset or relaunch.

What happened? The same thing which happens disproportionately in mid-market companies all around the globe: the technology change wasn’t integrated effectively into broader business strategies, cross functional engagement was ineffective in helping deliver upon those strategies, and critical people and process change requirements went unaddressed.

If you’re looking to reduce risk and realize greater impact for the business with your next technology project, contact us.