Archive for October, 2010
More than 60% of software implementations fail; more than 70% of change management programs do not deliver their expected results. The list goes on. Have you ever wondered why these statistics are so high? I remember that when I was at University the statistics were very similar.
Despite changes in technology and several new methodologies later it seems that we are not making progress as fast as we were hoping. One could ask what we and doing or not doing to maintain this not so favourable statistic? Users! Oh yes, they are the people that mess up our plans, always have something to say and always point to something that may not work. Why can’t we just develop software, systems or implement change! We have deadlines to meet and dealing with “them” is too time consuming.
Well, the reason is that one of the biggest failures of system implementation is “a lack of effective user adoption”.
By engaging users we will be able to:
- Generate data for pro-active decision making
- Reduce support costs
- Ensure system is optimally utilised
This post was inspired by the Whitepaper “Don’t forget users” released by Datango.
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This article is an absolute must read by anyone who wants to manage a successful business. Too often companies fail to achieve the results they want. Steve Tobak gives us his insights into how companies should aim for more a balanced approach and ensure that they have the support of their stakeholders and end users.
He suggests that key failures are related to:
- Technology snobbery.
- Customers want evolution, not revolution
- A less risky or more palatable solution has appeared
- The chicken and egg dilemma
- Marketing and sales naivety
- The problem you’re solving isn’t the real problem
- The market has moved on you
What companies should do is put a simple process in place that brings the key stakeholders together, where someone asks some really tough questions and gets honest, genuine answers without all the usual BS and sugarcoating. If you do that quarterly, you’re better off than most.
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When you first look at this question you think “Barbara you are not serious? Aren’t you?” Your next thought is something like… “I am so busy, so much to do at work, with kids when I go home I am so tired.” Then when you finally get home you feel like you are just a about to start your second job. Everyone is hungry, messy, do not listen to what you ask for… The list goes on. How on earth you want me to find time for thinking about my appearance? I dress OK? Don’t I?
If you’re like most people, you have a routine that prepares you for your workday. Mornings are tough and most of us are in a hurry. Quick decisions are all you need. Do you honestly think that you pay as much attention to this as you did when you were first got your job? The following tips will help you focus on why these things are still important:
- Wear clean and unwrinkled clothes every day. If ironing your clothes or taking them to a dry cleaner is not realistic for you, consider wrinkle-free clothes. Read the rest of this entry »
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Could those of you who prospered during the GFC please stand up? No? Not you?
The majority of companies did not. You are in good company. Quick look around and think… major banks, corporate, manufacturers had the same problem your company did. This comparison makes you feel better, it is not only you. You are starting to look for justification. It’s the government, the economy, competition, the CUSTOMER! Don’t they know that your product/service/offering is superior? You spent time, invested in research and development. But “THEY” don’t get it.
You use web, you Google… John and Ann (your employees) suggested that your company should allow the use of iPhone, facebook, YouTube, twitter… They suggested that it can be used to promote your company, market products, stay in touch with customers… You know better, they just want to stay in touch with their friends at company expense. You have no time for this “kids stuff”. You can hardly keep up with your email and answer them all. Sounds familiar?
Now for the reality check:
“Facebook Is the Main Web Source for Product Opinions. In online social networks, 62% of all messages about products and services are posted via just one platform: Facebook”
Read the rest of this entry »
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This is a must read. This short story was prepared by HBR and I thought I should share it with you.
A leader who pushes a change agenda too hard risks building resistance and resentment, or even alienating his people. Here are three ways you can challenge the prevailing wisdom and make change happen quietly:
- Model the change. Demonstrate the way you want things to change through your own language and behavior. Often, seeing a leader do something first gives people the courage to try it themselves.
- Turn negatives into positives. Find ways to reframe people’s resistance as opportunities for change. This requires that you listen carefully, understand the underlying reasons for the opposition, and address them directly.
- Find allies. Chances are someone else in the organization wants the change as badly as you do. Find that person and pool your resources and ideas
Today’s Management Tip was adapted from HBR’s 10 Must Reads on Change.
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We all have been there… at times we wish for more privacy. This HBR advice is worth a read.
With offices becoming more physically and metaphorically open, the privacy of a room with a closed door can be difficult to find. More often, everyone from the CEO to the receptionist is visible to everyone else.
This level of exposure can encourage transparency but can also put you on display in fragile moments when you are stressed or upset. Next time you feel like you might lose your cool (and who hasn’t had these moments?), take note of where you are. If you might be observed by others, take a deep breath or a drink of water. If that doesn’t do the trick, get outside. In these new open work spaces, it’s critical to maintain professionalism by being calm and supportive of others, and by doing your venting somewhere private.
Today’s Management Tip was adapted from “The No-Drama Rule of Management” by Peter Bregman.
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