Timo Elliott
Leaders systematically underestimate the time, resources, and effort required to change organizational culture and processes.
Big strategic change means that some people will be worse off than before — and just telling them that they need to embrace the new situation is unlikely to be successful...
Big strategic change means that some people will be worse off than before — and just telling them that they need to embrace the new situation is unlikely to be successful...
This certainly isn’t a new problem — this quote from Machiavelli over 500 years ago sums up the problem beautifully:
“It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them.”
— Niccolo Machiavelli, The Prince, 1513
When it comes to digital transformation, an essential first step is being realistic about who will be negatively effected, and have a plan to optimize the transition.
New IT projects, in particular, tend to assume that just putting some money aside for training with be enough to ensure a smooth transition. Nothing could be further from the truth, and many IT leaders have found that passive or active resistance to change can be a powerful weapon when it comes to blocking project success.
“It is difficult to get a man to understand something when his salary depends upon his not understanding it!” — Upton Sinclair
“Never try to sell a meteor to a Dinosaur. It wastes your time and annoys the Dinosaur” — Hugh McLeod of GapingVoid.com
As you plan your digital transformation, make sure you think long and hard about how you are going to work with the people you are making worse off.
About Timo Elliott
Timo Elliott is an innovation evangelist and international conference speaker who has presented to business and IT audiences in over forty countries around the world. A 23-year veteran of SAP BusinessObjects, Elliott works closely with SAP development and innovation centers around the world on new technology directions. His popular Business Analytics blog at timoelliott.com tracks innovation in analytics and social media, including topics such as big data, collaborative decision-making, and social analytics. Prior to Business Objects, Elliott was a computer consultant in Hong Kong and led analytics projects for Shell in New Zealand. He holds a first-class honors degree in Economics with Statistics from Bristol University, England.
www.timoelliott.com
“It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them.”
— Niccolo Machiavelli, The Prince, 1513
When it comes to digital transformation, an essential first step is being realistic about who will be negatively effected, and have a plan to optimize the transition.
New IT projects, in particular, tend to assume that just putting some money aside for training with be enough to ensure a smooth transition. Nothing could be further from the truth, and many IT leaders have found that passive or active resistance to change can be a powerful weapon when it comes to blocking project success.
“It is difficult to get a man to understand something when his salary depends upon his not understanding it!” — Upton Sinclair
“Never try to sell a meteor to a Dinosaur. It wastes your time and annoys the Dinosaur” — Hugh McLeod of GapingVoid.com
As you plan your digital transformation, make sure you think long and hard about how you are going to work with the people you are making worse off.
About Timo Elliott
Timo Elliott is an innovation evangelist and international conference speaker who has presented to business and IT audiences in over forty countries around the world. A 23-year veteran of SAP BusinessObjects, Elliott works closely with SAP development and innovation centers around the world on new technology directions. His popular Business Analytics blog at timoelliott.com tracks innovation in analytics and social media, including topics such as big data, collaborative decision-making, and social analytics. Prior to Business Objects, Elliott was a computer consultant in Hong Kong and led analytics projects for Shell in New Zealand. He holds a first-class honors degree in Economics with Statistics from Bristol University, England.
www.timoelliott.com
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La newsletter quotidienne :
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Recevez chaque matin par mail la newsletter Finyear, une sélection quotidienne des meilleures infos et expertises de la finance d’entreprise et de la finance d'affaires.
Les 6 lettres mensuelles digitales :
- Le Directeur Financier
- Le Trésorier
- Le Credit Manager
- The FinTecher
- The Blockchainer
- Le Capital Investisseur
Le magazine trimestriel digital :
- Finyear Magazine
Un seul formulaire d'abonnement pour recevoir un avis de publication pour une ou plusieurs lettres