The sole thing that is perpetual is the change.

Change Management

New technologies breaks the inertia in front of the known and ensures that the People do not acquire and develop new capacities and practices in front of something unknown that must be accepted.

Currently, the standard is change because companies seek to maximize their performance through the implementation of computer systems.

The management of technological change, involves looking at and doing things differently, with this new trigger of technological origin.

The organizational culture must be prepared for an attitude of change, acceptance and positive perception of the benefits of change with implementation; There will be for example:

  1. Changes of physical roles to digital format

  2. Changing operational to analytical roles

  3. It will move from a functional to a process-based view.


In all of this, the main challenge is the person who must adapt to the new requirements
Organizations.

In order to carry out an adequate accompanying process of technological implementation, it is necessary to anticipate all the possible impacts and their risks with a strategic plan of mitigation and actions with support of key figures in the organization. We must promote the vision of the future and the acceptance of the new tool in the company, based on the opportunities generated by the process; Along with ongoing communication and training to employees who are impacted by change.
Once the process is completed, support monitoring should be performed to see if the change has been implemented or not and how new developments are being developed.

Success factors

  • Make an adequate diagnosis of the level of preparation of the organization for the process of change, early detection of risk factors and mitigation actions. Are we creating a culture of innovation?

  • Clearly define roles and responsibilities

  • Include people or areas that are impacted by the project or have an interest in it and that exert some kind of influence on the project aligning them to organizational objectives.

Risk Factors

  • Confusion and apathy for lack of vision of the strategy

  • Difficulties in the project's coalition

  • Risks in operational continuity

  • Impacts on processes

  • Uncertainties

  • Resistors


Mitigation actions
They are realized, minimizing the temporary decay of the level of performance, which at the beginning is presented by breaking the inertia and ensuring that people acquire and develop the new
Capacities and practices required to reduce the duration of the transition, always taking into account the capacity of the organization and individuals to absorb the new
Concepts. It is intended that the final results stabilize over time