Table Of ContentChanging Gears
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Changing
Gears
The Strategic
Implementation of
Technology
James Carlopio
© James Carlopio 2003
Softcover reprint of the hardcover 1st edition 2003 978-1-4039-0482-9
All rights reserved.No reproduction,copy or transmission of this
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Designs and Patents Act 1988.
First published 2003 by
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A catalogue record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Carlopio,James
Changing gears :the strategic implementation of technology / James Carlopio.
p.cm.
Includes bibliographical references and index.
1.Technological innovations. I.Title.
T173.8 .C365 2003
338.9(cid:2)27–dc21 2002190988
10 9 8 7 6 5 4 3 2 1
12 11 10 09 08 07 06 05 04 03
C
ONTENTS
Introduction ix
PART 1 STRATEGIC PREPARATION
Chapter 1 Strategic Knowledge and Awareness: New Business
Models and Emerging Workplace and Technological
Innovations 3
The Internet and Emerging Business Models 3
Blown to bits: the Real Impact of the Internet 9
Analysis of Competitive Forces 14
Analysis of external competitive forces 14
Analysis and selection of internal competitive forces 15
Business Models and Intangible Assets 19
Chapter 2 Matching and Selection: Analysis of Workplace and
Technological Innovation 21
Scenario Planning, Development and Analysis 21
Technology, scenarios and strategy 23
The scenario learning process 26
Technology Planning, Analysis and Selection 35
Risk analysis 40
Appendix: Tools for Scenario Learning 46
Chapter 3 Decision: Technology Acquisition 49
Strategy and Decision-Making: Is Strategy Decided
Upon, or Does it Emerge? 49
Strategy is designed versus strategy is emergent 50
Strategic Decision-Making 51
Programmed versus non-programmed decisions 51
Individual versus group decision-making 52
Perceptual and judgemental factors affecting
decision-making 53
Business Case Analysis 55
A Cost Typology for Information Technology 57
Human Due Diligence 62
Readiness for change assessment 63
v
Contents
vi
PART II IMPLEMENTATION
Chapter 4 Knowledge and Awareness 69
Communication for Change 69
Remember national culture 70
How Great Leaders Communicate 71
The importance of communication 71
Communication strategy 76
Dealing with the Past and Emotions 77
Emotional intelligence at work 78
Issues for Implementation Success 80
Education and training 81
Top-down or bottom-up? 83
Prototyping and/or pilot projects? 83
Chapter 5 Segmenting the Internal Market 85
Micro-Level Internal Market Segmentation 87
Innovation analysis: stakeholders’ perceptions 87
Innovator analysis: stakeholders’ innovativeness 89
Macro-Level Internal Market Segmentation 92
Organisational culture 93
Organisational structure 101
Chapter 6 Persuasion, Decision, Commitment 107
Resistance, Compliance, Commitment 108
Commitment to change 108
Resistance to change 109
Stress, Pacing and Celebration 113
Existing Reward and Recognition Systems 116
The Science of Persuasion 119
The principle of reciprocity 121
The principle of social proof 122
The principle of liking 122
The principle of consistency 123
The principle of authority 123
The principle of scarcity 123
The principle of emotion 124
The principle of imitation 124
The principle of perceptual contrast 124
Chapter 7 Roll-Out 125
Technical Training 125
System Conversion 126
Project Change Management 127
The roles and skills of project managers 130
How organisational change fits into project management 133
Some common project problems 136
Contents
vii
Chapter 8 Confirmation: The Measurement of Change 140
The Importance of Measurement 140
What Should We Measure? 141
A Balanced Measurement System 147
Financial measures: measuring the costs of change 147
Non-financial measures: measuring the effects of
organisational change 151
Linking Strategic and Operational Measures 154
When to Measure: Feedback and Measurement 156
Beyond Balance 157
Chapter 9 Beyond Implementation 159
Project Termination or Continuous Improvement?
Cutting your Losses 159
Continuous Improvement or Radical Innovation? 161
Trial and error: innovation via experimentation 163
Hubs and clusters: innovate via collaboration 164
Organisational culture: innovate via trust, creativity and
communication 169
Beyond the Strategic Implementation of Technology 171
Enter chaos and complexity theory 173
What is complexity theory 173
Simple strategic rules 175
What simple rules are not 180
How to develop simple strategic rules 181
References 183
Index 192
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I
NTRODUCTION
The focus of this book is the implementation of new technology, strategy,
business models and other innovations. It takes a strategic look at change
management and technology implementation. It crosses the boundaries of
change management,technology implementation and organisational strategy.
In order to implement new technology successfully we need to distin-
guish clearly between implementation and installation. Something is
installed when it is technical connected or operational. You can install soft-
ware on 100 personal computers,but the software is not implemented until
people are using most of its functionality. If the software has been installed,
but people have not been trained how to use it,it is not implemented. If the
software has been installed, but reward and measurement systems still
‘force’people to use a different method, it is not implemented. If the soft-
ware has been installed, but the organisation structure and/or culture influ-
ence people not to use certain functions or not to use it at all, it is not
implemented. It is the same with non-technical changes. Once a new organ-
isational chart has been drawn up, we can say it has been ‘technically
installed’,but it certainly has not been implemented. If you are conducting
a business process engineering exercise, once the ‘as is’ and ‘should be’
processes have been mapped and drawn up, you can say they have been
‘technically installed’. They are, however, not properly implemented until
people start behaving differently and the new ‘should be’process is being
followed.
Most people mistakenly think of implementation as a difficult, but rela-
tively well understood, technical roll-out or installation process. The focus
of this book,on the other hand,is to try to persuade you to think of imple-
mentation as a complex social process requiring individuals and organisa-
tions to innovate and change to utilise fully the capacity available within a
technology,a business model or another innovation. Technical roll-out and
installation are only a small part of the implementation process and are not
the main determinants of success (cf. Abrahamson,2000; Beer and Nohria,
2000; Carlopio,1998; Goleman,Boyatzis and McKee,2001; Piderit,2000).
The social side of the implementation process begins when we signal our
intentions to change, and start to create sensitivity to – and a sense of
urgency for – the need to change. Whether we are changing individuals,
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