101: Tech transitions
Cycles of transitions to new workplace technology is inevitable. With changes in industries, innovation and individual companies – or all three at the same time – teams can expect to have to adapt to new technology on a regular basis. Here are three ways upper management can make new tech transitions more palatable.
There needs to be a reason – and input. According to Harvard Business Review's Herminia Ibarra and Patrick Petitti, new tech has a better chance of succeeding and being fit for purpose, if its adoption comes from the bottom up. “It's not about the technology, it's about solving a problem,” they say. Visionary leadership does not always translate well if those leaders have not been in the position where the technology is to be used. “Because operational managers are closer to the action, they have better insights into specific business challenges and customer pain points that can be addressed by new technologies,” write Ibarra and Petitti.
Ensure solid training. It seems obvious, but assumptions should not be made on employees' levels of technological expertise, says Dan Ruch at Inc.com. A complete support system, preferably with digital help centers, should make the team feel comfortable. “If the intended audience feels intimidated when your launch comes around, or cannot access proper support when they need it, your entire implementation could fall apart,” he writes.
Wrap it up, wisely. An all-important final step after a tech transition is a full evaluation. Once installed, there may be issues with the way the technology works, says Bert Markgraf at SmallBusiness.Chron.com, which need to be addressed. But some problems are perceived by teams. “Remove the false perceptions,” he writes. “To deal with individual concerns and successfully integrate new technology in the work of the organization motivates employees and improves company performance.”
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