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Do we need change or technology?
31st March 2015
Chad Finch, CIO Triumph
I was at the RBM West conference in San Francisco last week. There was very good discussion around risk-based monitoring where people shared their implementation experience. A few people I talked with had been involved with RBM for several years……
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Triumph have been helping companies with change management projects for more than 13 years now, and have deliver projects for companies from 50 to 15,000 people.
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I was glad (but I admit a little surprised) to hear from early adopters the acknowledgement that a project of RBM’s nature has a significant change management component. We at Triumph believe that change management and communication are key components to any implementation that impacts the business. Yet, so often, I feel like organizations pay these critical items of a successful implementation of any kind no more than lip service.
Maybe it’s much easier to focus on a technology; or maybe it’s how we talk about what needs to be done that leads many down the path of choosing and installing a system without addressing the organization’s needs. But sadly this is a mistake we see frequently.
For instance, in the early days of RBM it seemed the talk was solely about how to gather business intelligence and visualize it to detect risk. There is plenty of BI technology available and many organizations went straight to a search for a technology vendor. RBM is a shift in thinking and the way the business operates though. It’s a transition away from an ingrained set of processes toward a new way of operating that requires assessment and adaptability at the study level and throughout the organization.
Focusing on the change and impact to the business, the need for people to let go of their old ways, and providing an incentive to adopt the new processes would be a better place to start. Triumph has adapted the work of John Kotter to facilitate just this type of change that is applicable to so many projects. By understanding the needs of the business and formulating a plan with releasing and driving forces, we are able to develop, deliver and communicate a program for organizational change rather than just adding another system to the list.