ABSTRACT

One of the hardest things for any organization embarking on a CHΔNGE™ implementation is to understand that an implementation of this sort is a business initiative, not an IT project. If operational leaders don’t take ownership of the CHΔNGE™, the journey through implementation and beyond will be long, arduous, and frustrating, and run a significant risk that the initiative will fail. Some users are fine sifting through uncertain times, and others find the lack of order and answers to be very uncomfortable. The organization needs to put its energy into ensuring that users are comfortable in their roles, able to use the system efficiently, and can learn how to leverage the system to contribute to outcomes. Managing change in a technology initiative is about giving people the guidance, support and tools they need to be successful, so be sure to match the level of intervention to the level of change needed.