Organisations invest in technology or business transformation projects to improve business efficiency and results. Directors have recognised that an investment or change can potentially raise sales, decrease production cost, allow them to break into new markets, or to address problems in their business processes. But, why do so many projects of this type hit difficulties? McKinsey, a leading management consulting firm advising companies on issues of strategy, organisation, technology, and operations, researched over a thousand companies that were introducing change. They found that thirty-two per cent of employees left because of projects of this nature, plus many individuals actively resisted the change. Gartner discovered that 75% of Enterprise Resource Planning (ERP) installations don’t achieve their objectives with regards to cost, time, and quality. Alarmingly, these numbers are actually on the increase (in 2000 Gartner’s statistic was 40%), even though there are now many sophisticated planning and collaboration tools available to help manage such projects. There is also much more information available on the web on how to succeed. So, why do such a high proportion of these projects fail?
From the statistics above, one could conclude that humans repel change or resist alteration to their daily routines.
Once a project of this type has been given executive approval to be undertaken, most deployment strategies very quickly allow the project team to become orientated towards the technical aspects of the project rather than retaining a focus on the business requirements that gave rise to the project. A task list is regurgitated by the project manger that is very similar to every other similar project which is based upon ‘the best practice model’. Normally little account is taken of the organisation’s uniques, the customer profile, the market they operate within, their product type or product life, the
Unlike other management approaches, a key tenet of the Theory of Human Excellence(THE) is the concept that the majority of humans actually thrive during change and enjoy it. This is integrated with another key principle of THE in that every human is an individual. Yes, they have can have certain traits in common – but they can’t be treated all in the same way. Alternative approaches must be used with different types of individuals. One message or approach does not fit all, even if they perform the same role. The project must take consideration that individuals need to be trained, coached, managed, and motivated differently as defined by the Universal Profiling Model. Some may adapt very quickly to learning new processes or procedures whilst others may need more time to undergo the knowledge transfer, or extra information in a different format needs to be provided to enable them to acquire the new skill. Additional focus is therefore placed alongside the more traditional control aspects of project management upon the human aspects of the implementation project.
Universal Profiling Model and interaction is greatly improved from the use of the Nature of Teams framework. THE therefore provides Code of Collaboration to build an organisational culture or a project upon, producing maximum performance.
The Theory of Human Excellence incorporates the very latest neuro research on human behaviour and cognitive thought. It provides a complete framework to identify, manage and cultivate these natural human aspects in all areas of business, especially managing change orientated projects. THE is therefore perfectly suited to help manage IT and change projects successfully or to incorporate change into the fabric of the business making it a constant.
Applying T.H.E. >