Implementing IT changes is often necessary to keep pace with technological advancements and maintain competitive advantage. However, the technical aspect of these changes is only one part of the equation. Cultural change management and training present significant challenges that can make or break the success of your IT transformations.
Cultural Change Management
When an organisation undergoes IT changes, it is not just the systems and processes that are impacted. The organisational culture, which encompasses the values, beliefs, and behaviours of the employees, is also affected. Cultural change management is crucial because employees’ resistance to change can derail even the most meticulously planned IT projects.
When I visit clients, it still astounds me the time I see IT Projects being implemented almost in isolation from the organisation users. When I ask about the relationship between IT and the end users, I am told that they don’t like IT. Yet the problem is sitting in front of the IT team, but they don’t see it.
Resistance to Change
Employees resist changes because they feel comfortable with the status quo. This resistance can stem from fear of the unknown, concerns about job security, or doubts about their ability to adapt to new systems. Overcoming this resistance requires clear communication about the benefits of the changes and how they will positively impact the organisation and individual roles.
I remember a project I was running man years ago with a local government organisation and I was provided an end user to visit with regards to the roll out of a new process and tool. The user had been working in the same role for more than 20 years. She said to me what is wrong with the current system, have I been doing something wrong?
It was clear that no-one in the project had engaged with the End User and involved her in the process to upgrade the system, yet they had years of valuable experience to give.
Leadership Support
Effective cultural change management starts at the top. Leaders must visibly support the IT changes and model the behaviours they expect from their teams. They should communicate a clear vision and rationale for the changes, provide regular updates, and be available to address concerns and answer questions.
One of the first items I always ask of my Project Sponsor is, please attend the Project Kick Off and provide an introduction and support for the project. I recently had a project where the sponsor did not attend the Project Kick Off even though he had promised. As a result, we had to skip the sponsor’s introduction as there was no-one to cover him off. The project was a tough one to deliver with the IT engagement hard to establish. The project sponsor skipped later meetings too and the project delivered as defined in the Proposal, but he was not pleased with the result. The Lessons Learned was that he was so far removed from the project that he could not provide give direction as required.
Engagement and Involvement
Involving employees in the change process can help mitigate resistance. When employees feel that their input is valued and that they have a say in how changes are implemented, they are more likely to buy into the new systems. Engagement initiatives such as focus groups, surveys, and pilot programs can foster a sense of ownership and collaboration.
As I mentioned above if we don’t engage the end user teams and the difficult employees (yes the difficult employees – I can hear the IT Teams shivering in fear), it is a great opportunity to win them over and enable them to provide their input to the project. When it comes to implementations they could be used as the Champions of the system. Challenges can always become opportunities, taking the easy route is a missed opportunity
Training Challenges
Training is a critical component of successful IT change implementation. Without adequate training, employees may struggle to use new systems effectively, leading to decreased productivity and increased frustration.
A regular overlooked opportunity, very few projects have I seen this done well. It is a regular item to be shaved in time and funding when the time comes for rolling out your project. The technical team are clearly NOT trainers, and no-one had thought to include budget for the Change Management Team who have the skills to set up and run the training element. For an organisation this is a benefit missed as the business may not be able to maximise the investments made in the implementation of the system.
Skill Gaps
One of the primary challenges is identifying and addressing skill gaps. Different employees will have varying levels of proficiency with new technologies, and training programs must be tailored to meet these diverse needs. Offering multiple training formats, such as workshops, online courses, and one-on-one coaching, can help address these gaps.
The one key lesson’s learned as a developing Project Manager in my early days is Project Management is about communicating. I also learnt that people communicate in differing ways and that one method doesn’t fix the problem. As part of our Bushey Change Framework is the implementation of a Communication Plan that identifies the project team and their requirement of how and what needs to be communicated. If you set this up early many of the communications problems in your project are removed.
Time Constraints
Allocating time for training can be difficult, especially in fast-paced work environments. Employees may be hesitant to take time away from their regular duties to attend training sessions. To overcome this, organisations can integrate training into the workday, provide flexible scheduling options, and emphasise the long-term benefits of gaining new skills.
As above time needs to be allocated for the development of training material and for the end users to attend the training. It cannot be used as a contingency with prior workstreams running late but training must finish as planned. Remember, this is an opportunity to engage and work with the wider team to maximise the values of the system roll out.
Ongoing Support
Learning does not end after the initial training sessions. Providing ongoing support, such as access to a helpdesk, regular refresher courses, and opportunities for continuous learning, is essential to ensure that employees can effectively use the new systems over time.
How many times have I seen the poor service desk team notified the day after a new system has been released. A new system is expected to generate a lot of issues in its early days, not all system related, many will be user errors or misunderstanding. It is important that either a separate hot desk is set up or that members of the Service Desk are involved early on in the training and working with the end users so they can provide the necessary support. There is nothing worse that the Service Desk unable to support the user as they have not been trained and/or the documentation provided is wholly unsuitable.
Addressing the cultural change management and training challenges is essential if your IT Change is to be successful and the organisation is to maximise the benefits of its investment. By fostering a supportive culture, engaging employees, and providing comprehensive training, organisations can greatly reduce these challenges and achieve meaningful and sustainable transformation.
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