How to prepare your organisation for the new System
During recent years I have witnessed different systems to be implemented in a wide variety of organisations.
Observing their successes and failures, I can advise on the common pitfalls you can encounter and of ways of preventing them.
This post is by no means complete, but it should provide you with a quite good understanding of the principles that govern the introduction of a new System.
First of all - you need to ensure your staff has a sympathy for the new System.
They need to know, that it’s developed for their own good, to make them work more efficiently and have better access to information they need, to reduce communication bottlenecks and ultimately make everyone happy and less stressed. And by the way - to also save money and improve your customer service.
This cannot be achieved by sending out a Memo saying that “the work on new System has began, please be cooperative for the Project Team should they request any information”.
Your staff would perceive that memo as a “organisational restructuring” and won’t be keen to cooperate when they’ll need to.
Instead, try explaining your people what’s going on and that no redundancies will follow successful implementation of the system.
Once you have your staff on your side you can assemble a Project Team which will be responsible for managing the project at your end.
Failing to achieve that won’t make your consultants’ lifes or jobs easier, and will unevitably doom the project.
The Project Team needs to have a full authority to make decisions on behalf of your organisation, therefore it needs to have full access to your company’s resources and knowledge. Trust me, they will need that sooner than you think, and in a bigger extent.
However - don’t worry, they won’t share any sensitive information with your consultants, they only need that to make an educated decision on issues raised by the consultants.
When talking about the Project Team - it needs a leader. And a good one, since this is crucial for the whole enterprise to stand a chance of success. This leader should have a great domain knowledge of your industry, have lots of time to answer consultants’ questions and attend meetings with your consultants.
This is a tricky part, because once you have in your team a person having all these characteristics, you’ll inevitably give them big responsibilities within your own team, so he/she won’t have the full freedom he/she needs to work on the System. So it’s a tricky part, a possible solution to it is appointing another Contact Person in your team, which will handle all the communication with Consultants, and relay information onto the Team Leader.
Anyhow - you need a single Point of Contact for the whole time of the project, otherwise the communication inefficiencies will start to impact the timescale and the cost of the project.
As far as the Project Team is concerned - it also needs to have people from all the divisions/levels of your company in it.
Of course - not the whole company, but if you have 30 people in your Customer Service department, you should appoint one or two of them into the Project Team. The same goes for your Accounting Department, Operations, Marketing etc.
The point of doing that is - their input will be invaluable for you when designing the information workflows and the scope of information being available from the system.
Only customer service rep can tell you if they need to be able to view clients’ recent enquiries or not, and if so - what kind of information they expect to be able to get from your system.
This is crucial, because your system won’t be able to show any information it doesn’t have in it in the first place.
And your field staff, spending whole days doing their duties - they know exactly what they need. And you need to get them into the team for this reason.
Besides - if your staff has the access to early stages of your project they’ll also give you advice on required features. You need that as you go along. Experience shows, that your team won’t be very good at predicting what they’ll need in the future, but once they get a prototype of a system (some forms to play around with, and screens which actually allow them to do something) they’ll get back to the Team Leader asking if this and that screens couldn’t do more things, and that it would help them. This is exactly the sort of behaviour you want to encourage in your team, to make everyone proactive and make the Change happen.
Having achieved that you can be confident, that you’re well prepared for the Project to succeed.