My work as an analyst provides many opportunities to help organizations create more efficiency in their systems. While understanding the business drivers and infrastructure is key to designing a good system, it is also essential that we understand the culture of the organization. I’ve come to realize that efficiencies that appear logical are not always accepted. This boggles my mind, but it’s true. So now in my projects I evaluate with the customer whether or not adoption of a new system is probable.
I am always amazed how organizations react to new systems and efforts. Benefits which seem logical to outsiders are rebuffed and rejected for reasons that are not based on logic.
Estimating the probability of adoption requires an understanding of what motivates the members of the organization. Even if the leadership is model is overt authority, simple mandates to use a new system or workflow will usually be followed, but often with passive agressive resistance. This type of organization finds a way to destroy the success of the innovation. It is not long before the innovation is abandoned, and the vendor is given a black eye.
If, however, the new system design balances worker motivation with other business objectives the probability of adoption increases. Establishing the right team of stakeholders early in the project is critical to its success. The true secret of project success is (and always has been) effective communication skills.