Don’t Blame Technology for Process Failures
Have you ever felt like you're stuck in a workday twilight zone, endlessly having déjà vu moments talking about and trying to fix the same issues? Then, someone will suggest a magical solution: "A new system or system change will do the trick!" It sounds promising at first, but the truth is, technology is only as effective as the processes it is meant to support. Too often, instead of tackling the root cause - usually process pain points - teams focus on treating symptoms with technological Band-Aids, leading the symptoms to surface again and again. This was the topic we confronted head-on during our recent roundtable event, titled “Don’t Blame Technology for Process Failures.”
We delved into the challenges of addressing process failures, and it became abundantly clear that successful technology use hinges on more than just implementing shiny new systems. Key highlights of this dynamic include the transformative power of AI, the ongoing debate between standardization and customization, and the critical partnership between process and technology.
Containing Exception X: Tackling the #1 Challenge in Process Optimization
When implementing new processes and technology, teams will inevitably come across unusual cases that don’t fit the process – welcome to Exception X! Although it may have only happened once or twice, Exception X is memorable, leading team members to try to design the process and system around it. However, fixating on exceptions can stymie efforts to design a standard process and lead to frustrating, stalled discussions and complicated solutions. Our roundtable conversation highlighted the struggle to balance standardization and customization, revealing that accepting and accommodating exceptions can derail even the most well-intentioned attempts to build a simple robust process. Participants found that organizations prioritizing standardization, rather than designing to fit Exception X, often see remarkable increases in process efficiency.
People Power: The Heart of Adoption
Processes and tech are nothing unless people use them. People need to follow the new processes and use the new tools to realize business benefits. Research shows that organizations with strong change management programs are more likely to succeed in the adoption of digital transformations. In our roundtable we emphasized the importance of combining conscious collaboration, user involvement and training to ensure successful adoption of new tech. The group also discussed the importance of change champions, with organizational credibility, in charge of selling the change to their organizations. It is the people who ultimately determine the success of a technological improvement initiative.
Mapping the Journey: From Current State to Future Success
To map or not to map? That was one of the key questions we pondered. Studies have found that organizations that take the time to map their current processes before implementing changes see a significant increase in employee engagement and productivity. We weighed the benefits of diving straight into future state design versus taking what some would see as a scenic detour through the current state. Spoiler alert: creating space for teams to understand their current process before tackling the design of the future provides a significant push to gaining buy-in and igniting enthusiasm for change. It enables teams to take inventory of standards versus the exceptions, align on the problems they are trying to solve, and create a shared case for change. It also allows for clarity in system requirements when comparing the differences between current state and future state where the “deltas” inform what needs to be developed or configured.
The Partnership Dance: Process and Technology
Establishing a mutual partnership between process and technology is crucial for driving meaningful change. While some organizations seamlessly integrate these groups, others lack a dedicated process group or even a documented body of knowledge of their organizational processes. We explored how those organizations succeeding in driving lasting change prioritize collaboration between process and technical teams, recognizing their interdependence and mining the process knowledge to inform the technology design and configuration. They understand that success lies in using the strengths of each partner and supporting open communication to navigate the complexities of process optimization and technological advancement.
Looking Beyond Phase 1: Using Continuous Improvement & Governance to Deliver Incremental Value
Process and technology changes make up an ongoing journey, extending beyond the first implementation phase. System implementation does not end at go-live. While successful implementation of the first phase of a project garners accolades, it also creates a false sense of full completion. It is crucial to not overlook the untapped potential lying within the backlog of changes that were contemplated but de-prioritized for the first launch. Through managing this backlog, organizations can ensure that valuable enhancements created during the challenging work of Planning and Design phases are now brought to the forefront to drive continuous improvement. As a group we agreed that successful organizations recognize the business value of these added changes, preserving ideas and preventing them from being sidelined or even forgotten.
AI: Boosting Human Efficiency at Scale
And of course, no discussion in today’s world goes without mention of AI. AI is the most recent buzzword, but its rise is not just due to fancy algorithms and sci-fi scenarios. During our roundtable event, we discussed how AI is driving human efficiency by relieving the burden of mundane tasks from your people. Understanding AI's strengths and gaps can help you identify where AI can be an effective tool in optimizing processes and keep your teams focused on the most strategic work efforts. But remember, AI is only as good as the foundational data it ingests and the processes it is taught to follow. To fully harness AI's potential for efficiency gains, organizations are now feeling the heat to clean up their act around data governance and make sure their processes truly optimize the customer experience.
Conclusion
While it may be tempting to point fingers at “failed” technology, true success lies in recognizing the interconnectedness of technology and people and the fundamental role of good processes. Our discussions revealed that the key to unlocking efficiency and innovation is found in collaborative efforts that prioritize both process optimization and technological advancement, all while keeping our people (and their embrace of process) at the forefront. So, let us move forward with this holistic approach, embracing the synergy between process and technology, as we navigate the ever-changing landscape of technology and organizational workflows.
- Dannielle Lowe & Philip Croome
