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Thursday, October 20, 2005
Ng: Implementing change
By Wilson Ng
Wired Desktop
I recently had a talk with a customer who wanted to improve his company’s operations by getting a software solution. But he thinks that the people in his company are not ready for improvement nor to change the way they have been doing things.
He may have a point. Introduction of new technology means being willing to change the way one works, and for the organization to have the right attitude. If these are not present, it will not work. But I don’t agree that one needs to change the culture first. It raises the question, which comes first, the chicken or the egg?
Technology is a catalyst of change. It changes the way people work in the company. It might be better to make a direct approach, because if one dillydallies about changing attitude first, nothing will happen.
Take a look at technological developments, such as email, Internet banking and cell phones. One will realize that these have far-reaching effects, but one should not wait until the organization is ready for email before establishing an email system.
One needs to put the email system first, and start it even if the people are not ready. Once it is there, one can begin a campaign for people to use it until they are convinced about the advantages of the idea. Once done, the system becomes ingrained in the company’s processes.
If one will not do this, people will not change. I am sure many will agree that text messaging has changed the way we communicate, yet there are still people who have no plans to learn how to text. So how can one change their behavior? Buy them a cell phone.
Sometimes, the only way for managers to effect certain changes in the organization is simply to come in with the technology. If they don’t do it, a decade would probably pass and cultural impediments against computerization will still be there. There will never be a right time.
I recently read an article that says up to half of US businesses that are considered small (with less than 99 employees) still don’t use accounting software. Granted that most of these companies are micro-businesses that have less than 10 employees, this is still a significant figure. After all, less than half of the population of the Philippines still do not have cell phones.
So how do you introduce change? In manufacturing companies, it is relatively easy. You introduce machines and processing, and even if there is resistance, it will normally be settled in a few weeks. In offices, it is relatively harder, especially when behavioral change is involved.
There are no silver bullets or quick fixes. Change is difficult. But difficulty is not a good reason to delay development. One needs proper planning.
If we allow ourselves to be daunted by the task, we tend to delay it – a matter that can be fatal to the future competitiveness of the company.
The manager or the company owner must show unequivocal support for the change and leave no room for employees to doubt.
If one use all available resources to ensure the success of the new development, and if everything is well-planned and managed, it can be done.
I have seen many people change after realizing that it is beneficial and that they have no choice but to comply. For instance, many people have ATM (automatic teller machine) accounts now because their companies had insisted on releasing their wages through the bank.
I know many companies who finally decided to use the Internet after they were told by their customers that this was the only way they communicate, and that this is how they can get orders.
Change can only become successful if people are willing to leave their comfort zones. Sometimes, though, it involves giving people a jolt.
I have a great job of talking about IT and evangelizing its impact on people and companies. The value proposition is sometimes hard to convey, but I am happy that people have been receptive when they see the benefits.
(October 20, 2005 issue)
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