Businesses today cannot neglect the growth of sophisticated enterprise-focused technologies that are dedicated to offer higher efficiencies and cost savings. Technology has always held a disruptive nature, in that it challenges the relevance of traditional work methods and replaces them with the more superior and effective means of performing work.
Long before internet and email technology were introduced, technology was seen negatively due to the high number of workers replaced by it. However, things changed when companies after the 1950s understood the importance of bridging technology with workforce, resulting in what later became known as socio-technical systems.
Yet, companies still show unwillingness to let go of their ineffective and traditional work methods and show hesitance in the face of a new technology solution. Some are too caught up in outdated management practices and some fear the damage to operations as a result of the disruption caused by the new technology.
After all, transitioning to a new organizational process is no easy task. Workers have to be retrained, existing workflows need to be scrapped or managed under strict deadlines, and businesses also have to open up to the possibility of short-term financial losses. However, with the right strategy and planning, companies can mitigate their obstacles a lot more easily and be able to secure long-term benefits.
Being able to embrace change involves augmenting elements inside the organization to initiate the transition. These elements include vision and support of senior management, organizational structure, performance management metrics, training and development initiatives, and the organizational culture itself.
All of these need to be configured in order for the company to achieve smooth transition. For instance, organizational structure can involve decreasing the chain of command or setting up cross-functional teams to ensure the new technology is implemented in a uniform manner. Organizational culture, on the other hand, can refer to the openness of the organizational to replace old methods with new technologies and processes.
However, what is most difficult to change is the support and vision of senior management. If they cannot foresee the advantage and application of the new technology in facilitating higher corporate productivity and business growth, it is very likely that the transition will not occur.
Out of all the elements of change management, obtaining the support of senior management is the most important for embracing new technology. Doing this involves building an in-depth and rational case for implementing the new technology which involves the participation and approval of all stakeholders.
This can entail presenting the theoretical uses of the new technology, including impact on business output, simplified operations, and improved waste management. In addition, an employee survey can be performed to build support for the new technology that can consist of how workers will go about learning new technology, job commitment and motivation, and employee productivity.
More importantly, industry trends and competitor practices can also be used as a benchmark to mitigate resistance and endorse transition.
Companies, therefore, need to be open to using new technology solutions to complement their work efforts. The JESI journey management software is a solution that can help companies supplement their travel risk management decision and assist them in complying with health and safety standards.
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