Wrackspurt Industries is instituting a new software for their employees to use to replace some existing systems. The leadership team at Wrackspurt is excited, since the new software promises to increase productivity and reduce friction between departments.
They’ve heard good things from other companies who use the software and the employees involved in the decision-making process said it would work well. Ernie, who championed the software, has done a trial and thought it has the potential to save the company a lot of money.
Fast forward some. The new software is in place—but not much has changed. Some people use the software a lot. Some people don’t use it at all. Some employees complain that the new software doesn’t do what they need it to do. There were some issues during rollout that meant some data was lost, and some people are still dealing with that. Ernie’s reputation has taken a hit for championing something isn’t going well—even though it’s worked great for other companies.
So, what happened? And how do you prevent it from happening in your business when you make a software or technology change?
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