“Whether it’s new processes, policy updates, or data merging, technology projects change things up and require your company culture to change too.” That’s the beginning of Chapter 8 of Gilles’ book, The Definitive QTC Guide. Focusing on change management and adoption strategies, Gilles uses this chapter to dig into perhaps the most human and most volatile element of ultimate technology transformation success: how people accept it.
Change is always accompanied by a period of transition, ironing out kinks, and adaptation. To an extent, some hesitation and slow gain in adoption are natural. But there are ways to prepare your organization and ready each end user for optimal results. Because, “if you want QTC technology to truly succeed in your organization,” as Gilles says, “you’ll need to prepare your people for the shift.”
Here’s a glimpse at Gilles’ tips on how to do it:
The ultimate goals of change management practitioners
“To any QTC project, there’s the current state, and then there’s the future state. Or, “what we do now” and “what we want to be doing.” Part of change management is helping to institutionalize the new technology and its inherent process changes to your organization so that the future state becomes less scary and foreign and is instead easily accepted as “normal.’” —Gilles Muys
Change consultants and the big industry misconception
“Nothing about change management should be on an “as needed” basis. Change management is always needed, and even in the best corporate cultures and organizations, projects with change management efforts yield better results than projects without. Change management resources should be intimately involved in the entire project, not tacked on at the end. They should understand the beginning, middle, and ultimate end goals of a project.” —Gilles Muys
Start planning for change and adoption before the project even kicks off
“I’ve said it before and I’ll say it again: change takes time, so it makes sense that you should start planning your change management and adoption strategy early on in the stages of a QTC project, with just as much care as the technical side of the project. While new technology is implemented in the hopes of making internal processes faster and easier, it doesn’t always. In fact, user engagement with new technologies isn’t rising at many organizations. … When the people handling the technology aren’t truly engaged with it, adoption never sticks.” —Gilles Muys
Discover how you can best prime your users and organizational culture for QTC’s transformative effects by reading the complete book, The Definitive QTC Guide, out now on Amazon.