NJ based air-conditioning company purchased newly designed software. Adoption process was slow and created operational breakdowns, which in turn negatively affected morale and productivity.
Company purchased software without the input from the people who were using it on a daily basis. They made assumptions about training needs that turned out to be flawed. And they rolled out the new software without a plan on how to implement the change effectively. As a result, people were not adequately trained in the system and didn’t really understand why they had to change to a new system in the first place. Consequently, they did not trust in the capabilities of the new system and did not learn how to use it effectively.
The culture was turning into victim culture where everything was being blamed on the software and the people who had purchased it. People retaliated by taking short cuts and entering data erroneously or leaving the responsibility for performing their tasks to others.
We facilitated several dialogue sessions between management and the software users to assess the actual gaps with the software. During those sessions we encouraged the parties to listen to each other and what was discovered is that the biggest obstacle was not the software itself but the gaps that existed in how it was rolled out and how people were in relationship to it as a result of that.
We coached key players to take responsibility for closing the gaps by asking for additional training and software modification.
The software manufacturer is making modifications that will more specifically meet the needs of the client. The company is offering a more robust training program. And opinions, perspectives and insights of those using the program are now being heard on a consistent basis which has led to a greater degree of clarity, buy-in, and productivity.