On Fri, 25 Feb 2000 Steve Harper wrote Re: Technology-driven change
[...]
>Unfortunately, sometimes the benefit of change (to senior management) are
distributed differently than the pains (to the front line), so meeting this
rule can be a challenge.
That is the benefit of the WIFM rule. The degree to which the perception
of benefit and pain are skewed is directly predictive of the difficulty in
making the transition. Soooo, if the benefits and pains are perceived to
be misaligned (by those who must make the transition) you thusly know what
adjustments to the distribution of benenfit/pain will enhance the
transition process. Note that it is the perception, not necessarily the fact.
>
>[...]
>Any thoughts on what the characteristics are of those early
>adopters?
Don't try to find them. Let them find you. They will volunteer. You just
have to create an opportunity for them to make themselves known.
>
>I was also interested in your comments about ERP. While it is true that
>there are spectacular failures in that field (a 60% failure rate in
>implementations), it is also true that, for some companies, the integration
>that has come with ERP systems has helped them solve significant
>operational and strategic problems.
No doubt about it. But notice that it was the "integration that has come
with" that generated the benefit. That integration could have been
achieved at much less pain than occurs with an ERP. And, you will find it
interesting to watch over time as to whether the data validity achived is
sustained or whether the behavior of the organization figures out how to
ignore basic integrity.
I recommend you read The Witchdoctors at your earliest convenience. One of
the better ways to learn about consulting in general and change consulting
in particular is to read about what it is not. The Witchdoctors presents
wonderful descriptions of the charlatanism extant in the field of management.
Also, you may want to read Managing Transitions by William Bridges, Perseus
Books, 1991 to get clear about the difference in Change and Transition and
the keys for managing (and consulting about) the latter.
It turns out that people accept what they see as technological-driven more
readily than they accept change from other sources. Be alert to working
that to your projects' benefits.
And good luck.
Jack Ring, 32712 N. 70th St., Snottsdale, AZ 85262-7143
480-488-4615, Cell) 602.369.4615
A system must be designed not for the existing situation but for the
situation that will exist after the system is activated.