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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
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