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Adapting to survive: don’t buy tech people won’t use

In the final blog of a three-part series on Digital Evolution – not revolution – Beverley Eggleton looks why people resist tech change and how to give employees what they really need.

In this last blog of our 3 part blog series on Digital Evolution written for our sister organisation the WORKTECH Academy, we look at adaption, or how to close the gap between perception and reality. Our first post dealt with Value Add Buildings and the second with Big Data

It has long been said that people resist imposed change. Well that begs the question, should those types of people even be working for you? As a Consultancy, we have so many times seen technology lying dormant in an organisation because people ‘don’t know how to use it’.

Is that really the case? That they haven’t been trained? We live in a DIY world where we are used to working out how to do things ourselves.

I ordered a new Sky Box recently. Instead of an Engineer arriving at my home to install the box as has been the case in the past, I was sent the box in the post, along with a quick start guide. That was it. So I installed it myself, at a time that was convenient to me, with just a little help from ‘Justin’ on web chat through my mobile, who informed me that we were: “working the magic together”!

Is it more the case that tech isn’t being used because we don’t want to use it?

Why? If something is not intuitive and easy to use, do we give it a second chance? In the case of apps, I suggest the answer is no because tech is developing so quickly, that we know something else will come along to meet our needs. If an app doesn’t work quickly or properly, I’ll just delete it and find another.

Yes, more apps are being developed but not downloaded. Research from Nomura highlighted in 2016 that the top 15 app publishers were seeing downloads drop by 20% month on month.  

Consumers vote with their feet, opting for tech that will offer peace of mind and anticipate their needs.

So what does this mean for the enterprise?

It means that your people will use tech to find a way to work, or leave if they can’t. So involve them in the tech research. Involve them in the tech decision making. Employing an expensive Change Manager at the end of a workplace technology programme is like locking the door after the horse has bolted.

Move with the times and with what people want. Take the epic fail of once upon a time handheld market leader Blackberry to evolve their handset into a touchscreen quickly enough. iPhone like touchscreens quickly overtook the market, because it is what the users wanted.

Wearable tech is a great example of devices that have been developed to meet our increasing desire to manage our wellness, at home and in the workplace.   

Real estate professionals are faced with increasing pressure to minimise costs and increase the efficiency of an organisation’s real estate portfolio. So don’t waste your money on tech that people won’t use. Give them flexible platforms, to work the ways that they want and need.

And that’s where we come full circle to the topic of evolution, not revolution. Technology change management should not be a discipline on its own, but part of the culture of a progressive enterprise.

Let us remember that we are all unique. How many of us prefer to still write physical notes in a meeting, rather than typing, drawing or recording them? So technology change, arguably, should be a combination of the old and the new, remembering that we all individually sit at massively different parts of the change curve at any one time.

Don’t force technology change for change sake. Change happens. Recognise it, encourage it, don’t hype it and celebrate it. Just support change and see how far you go...

To talk to Cordless about adapting to tech change, say 

Date: Thu, 12 Apr 2018 15:41:52 +0100 GMT

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