IT projects are catalysts for the re-engineering of a business from a traditional hierarchy. Decisions are made “at the coalface”, instead of waiting for the next management meeting. Employees need access to the information they require to make sensible decisions. Management monitors the effects of those decisions on an intranet-based “digital dashboard” that provides immediate warning of problems, as well as key performance indicators.

While technology in the last century was used to impose greater control, in the 21st century it is used to “impose” greater freedom. And while one would imagine that this change is welcomed by employees, in fact it can paralyse them at a time when the company is most vulnerable – a period of change. Many managers struggle to reassess their role from "control" to "command".

Transforming a company to knowledge-based enterprise is not solely about systems. It requires changes in management attitude and style, culture and communication It may even change how you define your core capabilities.

The problem with a new system often lies in “letting go” old, comfortable traditions and familiar ways of working. A period of denial (ignoring or denigrating a new approach), then mourning (continually comparing the benefits of the old with the frustrations of the new) and finally acceptance.

Managing change in individuals

In a technology project, the problem of getting a new system implemented is seldom with the software – it invariably lies with the people who need to change to a new way of working. Managers assume that if the solution makes sense and meets business requirements, users will obediently change to the new method. In reality, a change in any working procedure is difficult for users (and users may include management), particularly if that procedure has been in place for some time.

Since computer-based systems are often harbingers of retrenchments, visible productivity statistics, stricter discipline and tighter controls; it is not surprising that users resent and avoid technology projects.

Where change management is addressed openly and sympathetically by managers, these issues can be dealt with. Where the attitude is “they’ll see how good it is when they use it” or “they’ll do what they’re told”, the result is often covert avoidance and even overt sabotage. Months after the investment has been made, the system remains at a “test” phase.

The Project Management delivery methodology, adopted by InterComm, has an integral change management component. It begins by involving – and in a sense educating - the entire management team about the business case for any new technology system. User input is invited appropriately at an early stage, and workshops are held at critical milestones in the implementation process to overcome the fear of computers and change.