Digitalisation; an implementation project or a change

Often in the context of digitisation, there is an introduction of several new business critical systems (such as ERP, e-commerce, Marketing Automation, CRM, etc.) This means change.

For us to succeed in making major changes that affect more departments in the business, we need to think about the Golden Triangle and not just focus on the implementation of the strategy itself. Everyone who has worked in IT, Digitisation and Business Development has at some point run across these three words; people, processes and technology all in the same sentence. 

These three words actually have their context and origin from the ITIL project methodology and have been the very basis of the so-called "golden triangle" methodology. People, Processes and Technology are often referred to as the keys to successful organisational change and project implementation.

Doing the right things effectively in an organisation requires an approach that optimises the relationships between people, processes and technology. Focusing on only one or two areas will create an imbalance in the business.

New technology! A very common example is that we are going to implement a new system in our business. With this shiny tool (preferably with the word AI in the name), all problems are guaranteed to disappear and we will immediately achieve the desired effect!

The result is usually that we waste a lot of money, time, and the best people in the company get bored and will probably look for a job elsewhere.

What happened is that we miss the point because; Technology is only as good as the processes implemented around it, and processes are only as good as the people who perform them! Therefore, technology will never be the solution to any problem in itself.

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People, processes, technology, is it possible to get the right balance in the triangle?

People

Start with the people affected by the change

• It is critical to have a signoff from the decision makers, board and owners. If you don't get the decision makers on board, you will fail before you even start. Don't move forward until you have this critical piece of the puzzle in place.
• Resistance to change is a norm - but it's how you deal with it that will be the difference between success and failure.
• Think about change management - ADKAR is an old recognized and very good methodology. Move people in the business from the current state to the desired state.
• Identify key players, understand what each of them wants to achieve and what they bring to the table.
• Make sure your team is made up of the right people with the right skills, experience and attitude to help you solve your problem. Practical experience is invaluable, too many organisations only have theorists and consultants who get stuck in paper products and PowerPoint presentations.
• Don't see it as another project, but as a journey of change.
• Take the focus off what we should be doing and focus on how the strategy should be implemented.

Process

Once you get the engagement going, you start shaping the processes.

A process is defined as a series of actions taken to achieve a particular goal. So with that in mind, ask the question: What processes do we need to solve this business problem?

Identify the most important steps and paint the large brushstrokes first. Once these are in place, you can then focus at a more detailed level by looking at process variations, exceptions, interdependencies and supporting processes.

Now review these processes with the stakeholders and touch points in the different departments of the business. Make sure everyone is aware of what is expected of them and let them guide you on any gaps and issues. Listen to their challenges and concerns, turn them into opportunities and use them as a basis for choosing a system solution.

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Technology

NOW! Finally you choose the technique!

• With your people and processes in place, you can now look at the technologies that support them!
• It is never a good idea to force new technology and then try to retrofit the people and processes around it.
• You need to understand and accept that SaaS means "Software as a Service" and is not the same as custom software development. I.e. there is rarely one solution to fit all.
• Map the technology against your business requirements and whether it includes your customers' requirements. Such solid work before selecting the solution becomes a success factor. That said, it's all about prioritisation and compromise as no solution will be an exact match to your requirements.
• Technology should always be the final factor when the problem is clearly understood and the solution requirements have been concretely defined. This way you get the most out of your system!

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This is certainly nothing new, but it seems to be forgotten over and over again.

Ending with the short version:

To get sh!t done! - efficiently in any organisation, the relationships between people, processes and technology need to be constantly optimised.