Why won't they use it? VS. why should we? successfully managing the expectations of users
Stan P. Weber
Stan P. Weber Executive Consulting
9564 East Coronado Court
Parker, Colorado 80134-5506
www.stanweber.com
Abstract
Simply stated, information system or technology implementations can be measured by the
acceptance/rejection of users. This endless cycle is repeated across many companies: An
information system or technology is approved, funding is established and implementation
begins—only to see the intended users push back. Anticipated business case benefits are
minimized, or worse, never realized. Management pushes forward anyway since monies have
already been budgeted, hoping to “get it right on the next phase or the next system”, while users
feel “another system has been shoved down our throat”. What has happened and could it have
been avoided?
This presentation will address observed methods of system and technology implementations.
Some are guaranteed to succeed. Some guaranteed to fail. Managing the expectations of users
to new technology doesn’t have to be a hit-or-miss proposition. The presenter will discuss his
20-years of observing successes and failures of technology implementations from other
companies. The extremely important concept of
“data integrity”will be shown to be a crucial
key in the successful long-term acceptance of technology systems by users. Correctly profiling
users as to their ability to change and absorb the pending technology will also be discussed.
Introduction
Let’s begin by asking the question, “Why do organizations feel a need or obligation to change”?
We could attempt to categorize the answer in the following four (4) areas:
- Market Forces
- An Internal Need to Improve Performance
- Competitive Situations
- Rapid Changes in Technology
Market Forces
An organization must be constantly aware of their perceived presence and position in their
industry. It is this awareness coupled with a desire to not remain static that often drives change.
Internal Need to Improve Performance
Executive management at a “for profit” organization is on a never-ending quest to improve the
bottom line. This can often result from shareholder dissatisfaction or falling profits and market
share.
Competitive Situations
Threats to corporate survival will always foster a desire to change the way an organization does
its business or delivers its products and services, if it means gaining market share from its
competitors.
Rapid Changes in Technology
Technology can be a wonderful asset to our personal and business lives. Constant
improvements in technologies are often a driver for an organization to change. Organizations
don’t incorporate technology into their business just for the sake of “keeping up”, but most
often see a clear and positive impact to the bottom line financially or in boosting the
performance and morale of their employees.
The typical cycle (high level view)
While the following graphic is not intended to be exhaustive, it does identify the major high-level
steps that most organizations follow when introducing a technology solution.
When we refer to users accepting or rejecting a technology solution there needs to be some
degree of measurement. Observable symptoms of users accepting a system solution could be
stated as follows:
- They actually use the solution in their revised business processes
- The anticipated benefits actually accrue from either hard or soft savings
- Employee morale and disposition actually improves after a “learning curve” period
Observable symptoms of users rejecting a system solution could be stated as follows:
- The increased use of “workarounds” to the new system solution
- Resorting to abandoning the solution and returning to previous business processes
- The delay or loss or planned benefits
- Employee morale and disposition declines after a “learning curve” period
