At TKM Consultants, when it comes to large marketing technology implementations, we’re bought, worn and washed the t-shirt.
From writing the business case, selecting the technology and managing the implementation, we’ve confronted a whole host of challenges that can provide any number of “sliding door” moments, influencing the success or failure of the project.
The area that continues to require greatest attention, but yet is largely ignored during the initial budgetary process by the vast majority of customers is “managing the change”.
A bit of training won’t do it!!
We know humans are creatures of habit, yet we expect change?
Winning hearts and minds is more than just running a training session or hoping that the consumerisation of technology in the workplace will win the day.
It won’t, and finding this out can often be an expensive exercise.
It is imperative that any business bringing in change, whether it be disruptive or a gentle shift, develop the right cultural environment to succeed. This won’t happen overnight and the leadership team must be open to a paradigm shift, be prepared to stand up to apathy and create a climate of flexibility with a “can do” attitude.
Unfortunately, organisations can be so hung up on process and politics that any form of change is impossible. So they encounter the same challenges across all initiatives, with mediocrity at the heart of the business.
The barriers to change
Gayla Hodges, talks about 3 barriers to change, which I whole heartedly agree with, these are;
- Culture Shift Planning. Most companies are good at planning changes in reporting structure, process, roles and responsibilities. Timelines are established, benchmarks are set, transition teams are appointed, etc. However failure to foresee and plan for resultant cultural change, is all too common.
- Lack of Employee Involvement. In most strategic organisational change, at least some employees will be asked to assume different responsibilities and the greater the change a person is asked to make, the more prevalent that person’s fear will be. Involving employees as soon as possible in the change effort, letting them create as much of the change as is possible and practical is key to a successful change effort.
- A Lacking Communication Strategy; People need to understand why the change is being made, but more importantly, how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about change from their immediate reporting lines, their management team and their peers, as part of a structured communication plan, driving effective enrolment.
A Tried and Tested Methodology
Kotter’s 8 step programme for leading change, is a proven, simple to use methodology that can provide the project rigour needed to effect change in a business, and can be applied to pretty much any change project, whether it be a large technology implementation, developing a new service offering or managing an acquisition.
Kotter equips businesses with the means and method to transform themselves quickly, continuously and with powerful results. Organisations that do not or cannot evolve will not last.
Revisit your budget
In conclusion, no matter where you are in your technology implementation lifecycle, whether it be the business case, supplier selection or implementation, please ensure your budgets have considered the change required, especially in relation to your marketing teams, who’s adoption of technology in the past, has no doubt been a little shaky.
A good rule of thumb, is to ensure 20% of your total budget is attributed to change management. This should provide a strong foundation for success.
TKM Consultants work with Brands and Agencies in relation to their technology needs, advising on which technologies best suit their business and supporting their implementation.
Further information can be found at www.tkm-consultants.com