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I've participated in several field software implementations. Across all of these initiatives, one consistent theme has emerged: the organization isn't just deploying a new software solution; it's also attempting to drive substantial changes in business processes and strategic direction.
From a user’s perspective, this often leads to the perception that the software platform is misaligned with how work is actually done. In reality, the disconnect stems from the organization’s deliberate effort to change how work is done—not just what tools are used. As we know, Organizational Change Management (OCM) is frequently more challenging than the technical implementation itself. When OCM efforts fall short, the software platform often becomes the scapegoat by default.
I'm interested in learning how others have approached this type of challenge. Your insights would be greatly appreciated.
Thanks,
Steve Gardner
Over the past decade as a Partner, I’ve led many implementations. The most successful ones are where IT isn’t the sole driver of change. When IT is heavily involved, I make it a priority to bring in Champions or Power Users from the business side early in the design phase.
Too often, upper management and IT define the process, and by the time configuration and testing begin, it’s hard to accommodate the real needs of business users because they weren’t considered from the start.
For Field Service projects, involve experienced dispatchers and service techs who are open to change. Ask them to represent their peers, and they usually rise to the challenge.
Ultimately, it’s a balancing act between business users who may resist change and IT/management who push for it. Facilitating dialogue between these groups helps strike the right balance.
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