How can you effectively manage change when implementing new tech solutions?

Is change a PROJECT or a PROCESS? If we look to our peers in operations, Lean Six Sigma and Continuous Improvement have dominated their approach to operational changes for more than the last four decades. Without a doubt, the heavy majority of operational theorists agree that change is an ongoing PROCESS at this point. Yet, in the business tech industry, most still view change as a one-time PROJECT. There are legacy reasons for the disconnect, but we need to question ourselves as to why there is this large disconnect. In my opinion, organizations are missing out on significant value on their business systems because they are failing to view change as an ongoing, continuous process (like our manufacturing peers have for decades).

Assessing change readiness for new tech solutions is vital for a smooth transition. Evaluate cultural alignment, leadership support, and existing skill sets. Ensure clear communication, engage employees, and implement a robust change management plan. Consider past experiences, allocate sufficient resources, and establish feedback channels. Monitor progress with KPIs and be flexible to adapt. Involve key stakeholders and provide post-implementation support for a successful transition.

To effectively manage change when implementing new tech solutions: Communicate early and often to build buy-in and address concerns. Provide training and support to help users adopt the new technology. Be patient and flexible, and celebrate successes along the way. Here are some additional tips: Assess change readiness and tailor your approach. Use a variety of communication channels and provide ongoing support. Monitor progress and make adjustments as needed.

Change readiness is often connecting with a pain point How much does it 'hurt' and how much stress does it cause the business is what will dictate speed of adoption and results I have found that starting with communications around strategic goals not being met and then running surveys or interviews to assess and validate the change, have produced better outcomes of engagement and true adoption In reality, no one is ever ready for change, as it requires unlearning a habit and building a new one

Defining a clear change vision and strategy is foundational for a successful transition. It provides a guiding light for everyone involved, outlining the purpose, benefits, and desired outcomes. Co-creating this vision with the client ensures alignment with their goals and values, fostering ownership and commitment. Additionally, a well-articulated change strategy serves as a roadmap, mapping out key steps, milestones, resources, and potential risks. This roadmap helps manage expectations, mitigates uncertainties, and ensures a structured approach to implementation. Effective communication of both the vision and strategy is crucial to engage and align all stakeholders throughout the change process. This empowers teams & individuals.

First of all, what problem did you face that warranted the implementation of a new solution? Second, why is that new solution better than the current process you have? Third, how much time can you save by going down this new path? These are questions that lead you onto a solid change management approach across the board and really puts priorities and reasoning (logic) behind decisions. Tech is great, but only if you have solid process to back it up, otherwise its just another system in an ocean of chaos. Getting people onboard with that will be hard but if they see the benefit, you are already 80% there.

Finding your advocates is a critical piece for a successful transition to a new system. Identify folks who have influence with their peers or who sit in a critical position. Involve them in the selection process, invite them to help design the future system and let them know that they're an important voice for what the new system will look like. These folks might not be who you expect to be either - people who start out as the biggest opposition to change can become your biggest advocates when they get to have a voice in the process.

No one is ever ready for change. Unlearning is incredibly painful and is often seen as a defeat where it can actually be positioned as a growth and evolution strategy. Hence messaging has to be carefully crafted and associated with what's in it for me! In technology, we have seen organisations deploy thousands of dollars and hours of effort, which create higher resistance to that change. Rigid processes and heavy requirements cannot continue to be a part of technology implementations, in the current environment That change in itself would remove a lot of the resistance that we are often met in Transformation projects

Identifying advocates is pivotal during a system transition. Seek individuals with influence or critical positions within your organization. Engage them in the selection and design process, emphasizing their importance in shaping the new system. Surprisingly, those initially resistant to change can transform into strong advocates when given a voice in the process. Their involvement can significantly impact the success of the transition.