Insights
Practical perspectives on process improvement, technology adoption, and making change stick, from someone who has been on both sides.
Why Technology Adoption Fails (And What to Do About It)
70% of technology implementations fail due to poor adoption. Here is why it happens and what you can do about it.
ReadHow to Map a Business Process Before You Automate It
Before you automate anything, you need an honest map of how your business actually works. Here is how to do it.
ReadWorking With People Who Resist Change
Resistance to change is rarely irrational. Understanding what is behind it is the first step to actually bringing people with you.
ReadWhat to Do in the Weeks After Go-Live
Go-live is not the end of an implementation. The weeks after launch determine whether the change actually sticks.
ReadWhen Not to Automate
Not every manual process should be automated. Knowing when not to is as important as knowing when to.
ReadWhy IT and the Business Struggle to Understand Each Other
Both sides are competent. So why do technology projects so often produce something the business cannot use?
ReadFrequently Asked Questions
Why do technology adoption projects fail?
Technology adoption projects most commonly fail because the team was not involved in the decision, training was one-time and insufficient, the process around the tool was never redesigned, or the change was not supported for the people most affected by it.
How do you handle resistance to change?
Resistance to change is almost always rational once you understand what is behind it. The key is to talk to resistant people individually and address the specific concern, not the general resistance.
When should you not automate a business process?
Do not automate a broken process, a process that varies for good reasons, or one that is currently changing. Fix and stabilise first, then automate.
What is the most important thing to do after go-live?
Establish a clear issue management structure before go-live, not after. In the first 48 hours, you need a severity classification, named owners for issues, and a daily visibility mechanism.
What does a process improvement consultant actually do?
A process consultant maps how your organisation actually works (not how it should work), identifies where friction and waste are, designs simpler alternatives, and stays involved through implementation and adoption to ensure the change sticks.