Educating end-users about the benefits of new IT systems
before rollout can help muster support for new technology and
reduce resistance when managing change,
The British Airports Authority said this week.
When firms increase their own use of technology, it can take
years for that technology to win over disinterested or uninformed
areas in the company, slowing delivery of innovative capabilities
for business and new revenue, The British Airports Authority
(BAA) warned.
Presenting at the
IT Directors' forum, Tom Everett, communications consultant
working on the
Terminal Five project, said that handling stakeholder
expectations is essential.
CTOs needed to measure the potential success of new systems
before installation by using two metrics: the level of current
support for change, and the level of understanding amongst
stakeholders about what the changes mean for them, he said.
“If understanding and support is low, it is likely the IT
project will be unsuccessful – a ‘dead duck’. If support is low but
understanding is high, then IT managers may have to deal with
opposition groups from within the company - ‘project saboteurs’. If
understanding is low but support is high, then the project lacks
direction and might not deliver its intended benefits.”
To deliver both high awareness and support, Everett said that
managers should identify key stakeholders, define their current
problems, and map how the functionality of a new IT system will
improve on these aspects.
Heathrow, with 67 million passengers a year and thousands of
operational staff is home to some 90 different airlines and
Europe’s largest engineering and IT projects, Terminal Five. Within
this environment, Everett said that the execution of change is
complex. “One of the biggest challenges for companies remains to
inspire and motivate people in different departments to support IT
change, not oppose it.”
Clifford Ferguson, managing partner at Rainmakers, a management
development consultancy said that IT workers know that the benefits
of new technologies are not often communicated well enough to other
areas of the business – which is a problem, since IT has the role
of enabling other departments in the company.
Professor Stephane Garelli, of the International Institute for
Management Development, one of the largest business schools, said
that CIOs and CTOs were not responsible for just planning future IT
systems; they were responsible for making sure the system is
installed, and managing change with different departments was
central to this.
He said that to remain competitive in today’s market not only
requires managing the efficiency of new IT systems, but also the
management of change while they are being developed and installed.
“This can not be done in isolation. Successful change management
in IT is an integrated process.”
Portillo advises IT managers and suppliers on project failures
>>
The International Institute for
Management Development >>
IT Directors' forum
>>
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