Recently, I’ve been digging into two related issues: how CIOs facilitate business change; and how organizations define what systems, organizations and other elements should be local or global. Both of these areas involve large scale organizational change. During interviews, a few clients commented specifically on the pace of change. Netting out what they said: “You only have a short period of time for people to change, before they get locked into a new way of behaving”.
An example of this was from a colleague who helped lead an ERP dominated business transformation. One particularly interesting comment was that “Once a change was made, people adapted quickly, then dug in and wouldn’t budge”. For example, they consolidated several country-specific order entry processes into a single one for the entire company. The change was made, training was given, a certain amount of begging and threatening by senior management followed and a lot of people changed their habits dramatically over the first couple months. But then they slowed down and dug in, resulting in many functions that were never used.
So, I did some digging and found a number of academic articles on how people learn. One old one seemed very relevant. The topic was how people’s behavior changed as a result of the deployment of a new collaboration platform.
“An average of 54% of all adaptive activity was completed in the first 2.8 months. This given on average that new technologies took almost 14 months to be considered production. As time goes on, momentum for change is lost, the "best" people move on to production work, evangelists lose interest and initial enthusiasm that existed for change is wasted.”
[Source: Marcie J. Tyre and Wanda J. Orlikowski, "Windows of Opportunity", MIT Sloan School of Management, September 1992]