It sounds so simple. Implement. We are prone to consider most of the technical issues. We seldom change policies or procedures, even when the new process is in conflict. And if we did, I doubt very seriously we would tell many people about the changes. Why are we like that? I think I figured it out this year. Humans have tunnel vision. We see the urgency in immediate issues, forego longer term strategies and know that all the people we interrupt will somehow find a work around. It is our human nature to work it out and that train of thought might very well be getting in the way.

Did you ever stop to think about the real impact on the organization when we move forward with and new business program, technology or area of automation? Here it is in a nutshell. If you do not prepare your team for the anticipated outcome, “People will continue to conduct business the way they have always conducted business.”

Most of the old processes will stay intact. For example, if the system does not appear to provide information, they will recreate it in spreadsheets, often getting information from someone else’s spreadsheet instead of running a report off of a system.

I want you to ask yourself three question:

  • Did your latest marketing program rise to the occasion?
  • Did you get a return on your investment with your technology
    implementations…I mean, did cash actually hit the bank?
  • Did the last area of automation really reduce or eliminate manual
    processes or make someone’s job easier?

If you answered no to any or all of these questions, do these three things:

  1. Pull a meeting of all your key players
  2. Identify the broken areas and build a plan for the repair job
  3. Communicate, and I mean keep it simple
    1. Who
    2. What
    3. When
    4. Where
    5. Why