How do you manage the adoption of new IT systems?

1- Alignment of IT and Business Strategy which ensure alignment of goals and objectives including but not limited to operational efficiences, cost savings, improved collaboration or a faster goto market 2-Get Buy-in from key stakeholders across business, risk and IT 3-Develop a Change management plan early which includes a communication and a training plan 4-Develop a governance structure and framework to manage system changes effectively 5-Assess the key balance between strategic and long term outcomes vs Tactical outcomes

Any successful IT project should always start with evaluating people, process, and technology in this order. Unfortunately, a lot of IT leaders typically do this in the reverse order and end up with an unfavorable outcome.

Not properly assessing business needs in building an IT system can lead to increased costs, delays, and a system that does not meet the expectations of its users but most importantly it will lead to a lost of credibility of IT team.

One Tip: Donot underestimate change management aspects including user training. I have seen wonderful systems getting implemented which donot get used as users are just not aware or comfortable with the new functionalities even when the functionalities can help them to be extremely productive, they keep following older processes.

I think rigorous planning, while critical, can breed myopia, preserving status quo and limiting innovation scope. Technological history brims with fortuitous innovations, birthed beyond preconceived strategic confines. IT integration can induce strategic shifts, expand vision, and restructure objectives, serving as innovation catalyst. Rigid outcome expectations may yield tunnel vision, curtailing opportunities for exploration, experimentation, and adaptation. Hence, understanding business goals is crucial, but remaining receptive to IT systems' transformative potential, guiding strategic evolution and business model redefinition, is paramount.

I think the deterministic perspective advocated, whereby needs are defined before system selection, may stifle innovative potential. Indeed, considerations like functionality, usability, and cost-benefit are integral. However, an emergent strategy, where technology informs needs and reshapes organizational objectives, might yield unforeseen benefits. Hence, retaining a flexible, discovery-oriented approach alongside a rigorous analysis of options could stimulate innovative leaps and provide holistic value.

I prefer to use a quality functional deployment to select the best IT system. Using this approach, companies can use a measurable system to evaluate the options against a set of weighted criteria. The system with the highest score wins! Don't underestimate the need for usability. When systems are difficult to use, then people avoid using them, actually delaying the process. I have seen where the cycle time of a process can be impacted significantly because people avoid the work.

In my experience, system integration transcends merely defining team roles, budgets, and timelines. This should be approached as a fluid, evolutionary undertaking, rather than a rigid logistical exercise. Flexibility within the implementation strategy allows for accommodation of emergent operational paradigms and evolving socio-economic factors. Performance metrics, while critical, should maintain malleability, enabling adaptation to unanticipated shifts. Therefore, successful integration relies on strategic foresight and adaptive management, rather than rigid prescription.

The communication plan needs to include why the project is important. The message needs to be tailored for the specific stakeholder. For example, let's say your company is implementing a customer issue management system to improve retention. A customer service rep may care more about how easy the process becomes in handling the complaints, where as an engineer may care about the data to improve the products.

Another thing, efficacious adoption of a novel IT system necessitates an atmosphere that encourages explorative engagement over rote learning. Yes, educating stakeholders about system benefits and features and offering copious training is crucial. However, promoting a culture of curiosity, fostering an environment that invites questions, encourages experimentation, and permits failure, often expedites familiarity and dexterity with new systems. This holistic approach, which values understanding over procedure, often leads to more profound system integration.

This isn't step 4, this should be part of every step, mostly because if it isn't, then you are not doing each step correctly. Stakeholders should be aware of the benefits of the technology and/or the potential for change in their jobs and business and why as part of the scoping works. Leaving stakeholders with that you know better than them, that you going to tell them what to do, or that their input isn't important rarely leaves them excited, included and onboard with change.

Spend the time to review each step of the process. Look at what can go wrong, but focus on what will go wrong or is, at least, most likely to go wrong. You should know from experience where the pain points lay, so begin there by building on the experience of previous projects. Spend the extra effort there to come up with mitigation ahead of time. Also don't neglect dialoging with other departments and stakeholders in the project. Draw on their knowledge and experience to think of things based on their own thoughts or experiences.

In my experience, e.g., promoting the adoption of novel technologies, such as our email address only passwordless sign-in widget, in organizations will encounter resistance due to entrenched habits and unfamiliarity-induced apprehensions. To surmount this inertia, illustrating the operational efficacy within the organization and its potential to streamline processes is key. Furnishing comprehensive support, addressing potential concerns and elucidating the nuanced enhancements can help assuage hesitations and foster acceptance of innovative technology.