Technology has become so pervasive in our work and daily lives that it’s become one of our main problem solvers. But it shouldn’t be. Technology is an important tool that augments us; we invent and reinvent these tools to problem solve. But, in reality, it’s us, the humans, that solve these problems. This is why business leaders should think about humans first. An experienced CIO or CTO will tell you they are technology agnostic for good reason.
If you’re going through an innovation project and determine you’ll need some type of IT system or software to bring it to life, consider how it will change workplace culture. Will it make jobs easier as intended or create other problems elsewhere? How will it relate to all the other moving parts of the business?
A significant challenge when bringing new technologies into the workplace is that they often complicate other business areas. One person’s job may be made easier, while another’s becomes more complicated. These complications can’t always be predicted, but the risks can be mitigated. This is done through a people-first approach. For example, an IT vendor may offer change management services, which is important, but often isn’t applied until a new IT system is finalized. The people conversation should start before a system is even considered. Ideally, this is done by an internal employee or an independent who is neutral and not representing an IT vendor. Sometimes it is even done by an outsourced IT services provider.
“Before you even begin to look at a product, you start with the human impacts.”
IT vendors are capable at what they do but are inherently biased towards their solution. They have to be. Their solution may cause disruptions in other parts of the business, causing them to lose a sale. Having a neutral party or an internal employee talk to people in each department first can mitigate the risks of ending up with a bad product. This will, in turn, smooth the change process, and change management processes should always be a key part of any implementation. The way the technology will be used will indicate some of the changes to workflows, operations, and impacts on other parts of the business.
Any type of innovation, whether it be internal systems improvements or delivering external customer value, is not truly an innovation until it is implemented. Remember though, it is always people that make this happen, never the technology. Think of it this way: it wasn’t the stone axe that enabled us to live better or longer; it was the human that figured out how that technology could be used in so many ways.
The most successful technologies are the ones that augment people, that are often boring and simply help us get our jobs done. Even a seemingly small technology investment can have a huge impact across the organization.
