What do you do if your organization's goals and values are not aligned with the use of new technology?

Do not invest in technology just for the sake of it. The first rule of digital implementation is that it must bring efficiency, eliminate silos and help everyone work toward the organizational goal. When that is not happening, it is time to; measure the hours spent by critical business functions before and after implementation, assess the impact created and Identify the grey areas. If the mismatch stems from the way the tool/solution is being used, change the utilization methods. If it arises from the technology itself, the CTO and the technology advisory team can suggest solutions that are in sync with the business goal.

Technology should act as an enabler to accelerate what value humans can add. It should not be a hindrance or barrier to human capital. Fitment should be gauged basis both the long term and short term objectives of the company and design the right technology pillars of support to deliver on the vision.

Here's what you can do: ?? Communicate Effectively ?? Highlight the Value ?? Share success stories and case studies of organizations ?? Highlight the Value

When organizational goals and values don't align with new technology, initiate open discussions to understand concerns. Highlight the potential benefits and competitive advantages of innovation. Foster a culture of experimentation and develop a roadmap for integrating technology while staying true to core values.

My company started in 2017 as a consulted company in maritime industry. Today, we specialised in Digitalization and Connectivity. This was not easy. Our goal was and remain one. Services. What we have done is to adopt technological means into our daily processes and create benefits for all. Without technology we could have never growth! You need balance (Aristotelis) among interaction of people - technology - results - benefits - prosperity. Above all you need a plan and a deadline (Harvery MacKay). Technology is the new asset when people understand its value.

Involve key stakeholders and teams in the decision-making process surrounding technology adoption. Solicit their input and insights to understand potential concerns or reservations. Collaborative decision-making fosters buy-in and ensures that the chosen technology resonates with the broader organization.

In my experience it is extremely important to involve users of new technology very early on in the process. If the intended users are not included in the decision making process - or at least not being made aware and informed along the way - almost any technological implementation will fail. I have found that often leadership has an idea of how things operate on the floor but without direct dialogue with the front line - how things really work can often be obscured by mis-aligned KPIs and staff that are utilizing workarounds. So the problems they think they are fixing with technology can often be compounded if they are implemented on top of bad processes or without total organizational buy in from the users.

As the leader, I'd convene discussions to grasp the reservations. Next, I'd craft a roadmap to assimilate innovative technologies while upholding our foundational beliefs. It's about evolving without sacrificing our identity.

Much before the technology is adopted, the key stakeholders ought to consciously give message to their teams, through various interactions, that a CHANGE is indeed needed. Once this message percolates down, the "change" can then be linked to the new technology and opinions solicited from various departments. More the awareness on WHY the change, higher would be the acceptability, stronger would be the ideas to make it robust. Timing of the messages is crucial, so that employees don't feel bullied.

Lack of adoption is a primary reason projects fail. Often times this occurs when teams feel like a new tool, process, or decision is thrust upon them without their input on how it will impact their day to day. Leaders who get buy in from their teams early on are more likely to have team members with an open mind to the change - they understand the why behind the decision and have a vested interest in making it work.

To me, culture is your life-blood for you and your employees. Evaluating technology must add value and not at the expense of negatively affecting your culture or operations. People, Process, and Technology - In that order always. People first, process second, and technology third. It is a simple guide to understanding the impact of technology on your operations and culture. If you can implement technology where people are first and they add value to your process, you have an effective technology impact.

It is on the leaders of an organization to drive transformation. Conduct a level of data analysis to determine the short-long term impacts both positive and negative. This will be the basis of a “buy-in” for the team. Showcasing a cost effective way to streamline processes could also boost morale and workplace ingenuity.

If your organization's goals and values don't align with new technology, assess the misalignment and evaluate its impact. Engage stakeholders to understand their concerns. Look for alternative solutions or customize the technology to fit your values. Develop a strategy to mitigate negative impacts, including training and policy changes. Communicate the reasons for adopting the technology and its alignment with your mission. Monitor the impact and be ready to adjust if needed. If ethical concerns arise, seek guidance from experts. Balancing technology benefits with your organization's values is essential for long-term success.

In small organizations--especially those for which volunteers perform a large fraction of needed work--leaders must consider whether the potential gains overall outweigh the risk of displeasing or alienating or even driving away a valuable volunteer. In cases I've managed, the best tactic can be waiting for a window of opportunity, wherein a critical "hold-out" either leaves or is required to adopt the new technology in another compartment of life (where they are not a critical volunteer); that allows leaders finally to introduce the valuable innovation to the volunteer-run organization. Patience pays off!

Define Top 3 KPIs to measure the impact of the new technology on our business objectives. Monitor metrics such as ROI, customer satisfaction, employee productivity, and time-to-market to assess the effectiveness of the technology implementation. Feedback Mechanisms: Establish feedback mechanisms to gather input from employees, customers, and other stakeholders about their experiences with the new technology. Use this feedback to identify areas for improvement and make adjustments as needed to optimize performance and user satisfaction. Kaizen: Foster a culture of continuous improvement by regularly reviewing and reassessing the use of technology in alignment with our goals and values. Stay agile and responsive to changes in the market l

Ethical orientation for all employees is a must. Be it values, privacy and protocols. This is also a continuous process so that any new person in the system is equipped with all the relevant information including Dos, Don'ts and Best Practices. Just doing one HR induction must not be the end.

Ethics are super important, but they also can be in the eye of the beholder, particularly when it involves decisions like what technology to use. Objectivity and the willingness to hear and consider other people’s views is crucial to being heard yourself. Ask questions like: Who benefits from this decision? Who is likely to be hurt by this decision? Are there outside experts in ethics that share your concerns? What did these experts say about this technology? Are there ways to benefit from the technology while mitigating its ethical problems?

Ethics are enumerated principles to guide organisation behaviour of people at work place _ utilitarian ethics are more important _ greater good for great number of people _ ethics are important for all levels of management leaders and managers _ practice what you preach and advocate _egalitarian ethics are pragmatic

Is that even a question ? Since when have organisations got to align with new technology ? It should be the other way around. Technology is what it can do for an organisation and it's the Organisation's prerogative to decide which technology suits it best in terms of cost effectiveness, cost of change, ability of the organisation to absorb the change, alignment with what the organisation does and speed at which the technology is morphing. Present your ideas and leave it to the Management to decide. They probably have a macro view from 35,000 ft compared to your tree top horizon.

Sadly, something that is often overlooked when assessing new technologies is the Human Cost of their deployment. As harsh as it may sound, the “cost savings” software sales reps often pitch on are directly related to headcount reduction within specialised areas where some of these teams’ tasks will be automated/nade obsolete. As callous and cold as this might sound, a full assessment of what else these valuable employees can contribute to if the scope of their “software-replaced” skills is vital to understand whether deploying software will be detrimental to an organisation’s culture and ultimately, counterproductive to the organisation at large.

Be prepared to adapt and iterate your approach based on feedback and changing circumstances. Flexibility and agility are key to successfully navigating the integration of new technology into the organization's culture and operations.

I could not agree more- engagement and integration go hand in new- it’s not only adopting new systems, but a new culture that impacts everyone. Ensure your plan is tailored to support your organizations, and your people’s needs and negotiation those contacts with your tech partners to ensure they give you, the client, flexibility, training, help desks and personnel to make your transition and review easier. Also- with all tech - ask questions - how do you port your data out of any system if you want to change platforms/ providers or change business lines all together!

A integra??o de novas tecnologias em uma organiza??o representa tanto uma oportunidade quanto um desafio, especialmente quando há uma percep??o de desalinhamento entre os objetivos e valores organizacionais e as capacidades ou implica??es dessas tecnologias. Este desalinhamento pode levar a resistências internas, uso ineficaz da tecnologia, ou mesmo prejudicar a imagem ou a cultura da empresa. Portanto, é fundamental abordar essa quest?o com um planejamento cuidadoso e estratégico, considerando os seguintes pontos: 1.Avalia??o de Compatibilidade, 2.Revis?o e Reafirma??o dos Valores, 3.Desenvolvimento de um Plano de Integra??o Detalhado, 4.Comunica??o Eficaz, 5.Avalia??o Contínua.

Integrating new technology into your organization isn't just about adopting the latest tools; it's about ensuring they resonate with your organizational ethos. By crafting a meticulous integration plan, you're not just implementing change; you're safeguarding your organization's identity. This approach fosters a culture where technology serves as a catalyst for your values, rather than diluting them. Remember, technology is a means to an end; aligning it with your values ensures it remains a tool for progress, not a threat to your principles.

(1) Evaluate the potential impact of the new technology on existing processes, workflows, and organizational culture. Identify areas where adjustments may be needed to ensure alignment with core values and minimize disruption. (2) Develop an appropriate change management strategy to facilitate the adoption of the new technology and address any resistance or concerns from stakeholders. Communicate the benefits and rationale for the technology integration to gain buy-in and support from the beginning.

Progress is the mother of all , continuously monitor the implementation of the new technology and its impact on the organization. Be prepared to adapt and make adjustments as needed to maintain alignment with the organization's evolving goals and values.

Seek Stakeholder Buy-In: Before making any decisions about the adoption of new technology, ensure that key stakeholders are on board. Engage leaders, employees, and relevant departments in discussions about the potential implications of the technology on the organization's goals and values. By involving stakeholders from the outset, you can gain valuable perspectives, address concerns, and foster a sense of ownership over the decision-making process. This collaborative approach increases the likelihood of successful technology implementation while maintaining alignment with organizational values.

To ensure technology aligns with and propels your mission, establish clear metrics for success. Regularly review tech initiatives against these benchmarks, adjusting strategies as needed. Encourage feedback loops from all stakeholders to gauge technology's impact on operations and culture. This ongoing evaluation turns tech investments into strategic assets, driving innovation and sustaining your organization's core values. Keep the focus on progress, adaptability, and alignment to navigate the digital landscape effectively.

Monitoring the newly implemented process is crucial to success, with a focus on the quality of delivery. When something is new, I usually track it for up to three months to ensure it has been implemented well and is familiar to everyone. After all, it’s not enough to just execute; It is necessary to add value to the company.

Once new technology is adopted, continuous monitoring is essential to ensure it remains in harmony with your organization's values. Establish metrics to measure its effectiveness and impact on your goals. Be prepared to make adjustments as needed and stay vigilant for any signs of value misalignment. Regular check-ins with teams and stakeholders will help you gauge the ongoing compatibility of the technology with your organization's culture and ethics, ensuring that you remain true to your mission while benefiting from innovation.

When an organisation has to decide which technology alternatives to pursue, how quickly they are needed or how to coordinate the introduction of multiple technologies, roadmapping is essential to controling capital expenditure and ensuring executive support for cost-efficient development and deployment. Effective technology roadmapping ensures that an organisation collectively identifies, screens and ranks the main technology challenges based on the potential benefits that could result if they are successfully addressed. The main benefit of technology roadmapping is that it supplies information to help make better technology investment decisions and provide a collaboration framework around which to develop consensus.

The typical Nokia example !! An organization needs to rework its strategy if adopting new technology is not part of its vision towards growth . New technology brings a new mindset and a willingness to adapt is imperative for sustained progress .

Alignment between an organization's goals and the technology it adopts is crucial for success. However, new technologies can sometimes introduce unforeseen possibilities that could lead to positive changes or require a reevaluation of existing goals. The key is to have a thorough evaluation process that considers both alignment and potential for innovation. Stay adaptable on all levels.

Several steps that can be taken to address the issue. 1. Evaluate the benefits and risks of the technology 2. Identify areas of misalignment 3. Engage stakeholders 4. Consider alternative solutions 5. Develop a plan to address the misalignment 6. Communicate with stakeholders 7. Monitor and evaluate The decision to use a new technology should be based on a careful consideration of the potential benefits and risks, and how it aligns with the organization's goals and values.

I would add: focus and measure outcomes instead of activities. Having gone through digital transformation in my roles, I have experience first hand the temptation to focus on “testing” the capabilities - will the technology do what we want and how we used to do it or how we want to do it?! And then long discussions are dedicated to aligning on capabilities and their use. What we should measure instead are outcomes: how much time are we saving ? What new products are we releasing faster ? How is this tech making the company better at supporting customers and revenue ? How is our own employee experience improving and to what impact on retention / hiring ? Answering these questions will help align goals and strategy.