Successfully implementing an ECM
When our clients choose Alfresco as an ECM, they typically do so because it ticks the boxes of their requirements – open source, open standards, flexibility, scalability, user friendliness, configurability, “integratability”, value, and so on.
But it is one thing to have a system installed and working, and a completely different one to have people using it. And if people are not using it, then it is not much more than a expensive shiny new system.
At Parashift, we recognise this, and help our clients with user adoption, through a tried and tested organisational change management methodology, working with your staff to ensure they adapt efficiently to their new working environment.
It is much more than just training, and it is much more than just mandating the use of the system.
This includes identifying and preparing “change agents” (some of our clients call them “champions”), and it includes helping project stakeholders to understand the influence that they exert on the success of the project.
The methodology is quite simple – together:
- we define what success means for this project,
- we work out the size of the change and what it will mean to your staff,
- we identify and train the change agents in your organisation,
- we define the key messages, and how and when they are expressed,
- we develop a resistance management plan, to handle adoption challenges,
- we implement the change management plan,
- and finally we assess the results, providing corrective action where required.
The benefits of this approach are that everyone in the organisation ends up understanding the purpose of the project, as well as how they can use the system to help them achieve greater efficiencies.
One thing that is critical is the support from the executives of the organisation – oftentimes, the executives just sign the contract for the implementation of the system, and assume that this is where their involvement ends.
Nothing could be further from the truth – staff will listen to and take orders from two types of people in particular in the organisation: their immediate supervisor, and the executives. If the executives do not actively show and express that they are supportive of the program, it is likely that the staff will not adopt it.
ECM implementation projects can fail for a number of reasons – one of them is ignoring the people side of things. So put chances on your side, and contact us: we’re here to help.