Those who manage technological change must often serve as both technical developers and implementers. As a rule, one organization develops the technology and then hands it off to users, who are less technically skilled but quite knowledgeable about their own areas of application.
That involving users in a new technology’s design phase boosts user satisfaction is quite well known, but the proper extent, timing, and type of user involvement will vary greatly from company to company. it comes down to what the business actually needs rather than what you actually want.
Framework for information
Just as marketing managers carefully plan the research through which they will gather critical product information, so implementation managers must develop an iterative, almost accordion-like framework to guide decisions about when and how to collect needed information from all groups affected by an innovation.
Multiple Internal Markets
The higher the organizational level at which managers define a problem or a need, the greater the probability of successful implementation. At the same time, however, the closer the definition and solution of problems or needs are to end-users, the greater the probability of success.
Risky Site, Safe Innovation
There are two reasons for conducting a pilot operation before introducing an innovation across the board in a large organization: first, to serve as an experiment and prove technical feasibility to top management and, second, to serve as a credible demonstration model for other units in the organization. These two purposes are not always compatible.
The Many & the One
If an innovation is to succeed, the implementation team must include (1) a sponsor, usually a fairly high-level person who makes sure that the project receives financial and manpower resources and who is wise about the politics of the organization; (2) a champion, who is salesperson, diplomat, and problem solver for the innovation; (3) a project manager, who oversees administrative details; and (4) an integrator, who manages conflicting priorities and molds the group through communication skills. Since these are roles, not people, more than one person can fulfill a given function, and one individual can take on more than a single role.
Fear of Loss
As talked about the deskilling potential of new computerized technologies has grown, unions are seeking retraining for their members whom automation would otherwise displace. Many companies are upgrading the status of their workers who are forced to trade hard-earned manual skills for the often dreary routine of button pushing. Many IT professionals are afraid that their ideas will be shot down so many of them go on by and never come out.
An innovation must offer an obvious advantage over whatever it replaces, or potential users will have little incentive to use it. The more visible the costs of an innovation (financial, convenience, the need to learn new skills), the greater the importance of making potential benefits and rewards apparent.
The points listed above and the ones that are in the keys to an information technology mangers success with not just the clients but with the company they are working for. As a aspiring it professional we all need a could foundation for what is to come and knowing these things is the key to our success.