Chris Docherty, regional manager Infrastructure Solutions Group (ISG), Middle East.
Advances in enterprise technology have created a working environment unrecognisable from that just a generation ago.
From communications to data storage, processing to paperwork, every aspect of a company’s business has evolved beyond what anyone could have imagined. And this evolution is showing no signs of slowing down.
Today, we’re embracing cloud computing, AI, AR and a multitude of other emerging technologies that are once again changing the fundamentals of the way we work.
All this technology has meant that businesses can be more efficient, more productive and more agile than ever before. It has improved workflows, reduced friction and relieved the workforce of laborious and unnecessary tasks.
The scope for intelligent transformation is vast – and thanks to such enhanced productivity, employee satisfaction is higher than ever before.
Except that it isn’t
All too often, we find that implementing the latest incredible technology actually inhibits productivity, as users struggle to make it do what they need it to do. This, in turn, leads to delay, frustration and a drop in employee sentiment.
How often have your employees celebrated the arrival of the latest hardware or software, only to be disappointed with the outcome? A win-win can quickly fade into a lose-lose.
It’s not the fault of the technology. It’s our collective approach that needs work. We focus so narrowly on what the technology can do, that we look past the user experiences and outcomes that will ultimately decide if a new roll-out succeeds or fails.
People need to be at the heart of technology decision-making, otherwise progress becomes a self-defeating exercise.
Struggling to adapt
That’s a bold statement to make – one that really needs to be supported by evidence. To that end, we asked IT decision makers about their experiences in implementing change.
We found that when it comes to making decisions around technology adoption, business considerations are given substantially more weight than the suitability and usability of the solution.
The majority (62 percent) of IT managers surveyed said that their investment decisions are entirely business-centric, suggesting becoming people-centric will require a fundamental mindset shift for many businesses.
People need to be at the heart of technology decision-making, otherwise progress becomes a self-defeating exercise.
The effects of this are apparent. Almost half of the IT teams we surveyed (47 percent) recognised that their employees struggled with new software, and one-in-five respondents said that the introduction of new solutions had served to reduce their team’s capabilities.
Some of that is down to techno-fear, some to a reluctance to engage due to fear of change, but a large part of that is because of inadequate training and support.
When asked about factors that drove IT investment, employee usability was way down the list, at 29 percent. The only thing of less concern was ease of deployment, at 28 percent. Yet, if your workforce can’t use your shiny new solutions, you’re never going to see them performing as promised.
Adding complexity
It’s not surprising then that investment in technology often fails to hit its targets. Rather than boosting productivity and enhancing efficiency, instead it adds complexity to processes and risks slowing down innovation.
So, why is it that users are struggling so much with new technology?
Our survey revealed usability to be a big concern. A full quarter of employees expect it to add complexity to their role. They have become familiar with the processes and workflows necessary to complete their tasks. When these change, it’s not uncommon to experience confusion, uncertainty and a sense of being overwhelmed.
We also found that 42 percent of users found new technology too complex to use. Since you’re only going to recruit people who are comfortable with their job’s requirements, this suggests inadequate training and support rather than a lack of capability.
Fighting the fear
If we are to unlock the potential promised by the latest technology, this has to change. Usability is key. We can’t keep on investing in more and more advanced solutions, if none of our employees can use them.
On a more positive note, 52 percent of IT managers are optimistic about the ability of emerging technologies, such as AI, AR and the Internet of Things, to deliver improved productivity.
But to capitalise on that promise, we need to consider how adopting these innovations will impact user experience. We need to overcome the fear of technology, the fear of change and the fear of the unknown.
To that end, there are several strategies enterprises can employ. Conducting upfront research into user needs and working processes can help with understanding the suitability of a proposed solution. Equally, providing adequate and ongoing support and training should be central to any transformation plans in order to help employees understand how they can benefit from these new technologies.
There are also more fundamental considerations around whether the company’s existing IT infrastructure offers the flexibility to support the range of technologies that users want and helps create a seamless experience from back-office to front.
52 percent of IT managers are optimistic about the ability of emerging technologies, such as AI, AR and the Internet of Things, to deliver improved productivity.
Think human
By placing humans at the centre of IT adoption and embracing technology that works for employees, not just the bottom line, businesses become well positioned to experience and increase in productivity and to realise the potential of new technologies.
Employees that understand the benefits of their tools, who can see how these advances help make their jobs easier rather than more complicated, will have better morale and produce better results.
By taking a people-first approach, we return to the ideal of technology being a labour-enhancing investment, simplifying tasks rather than complicating them. No longer does technology act as a source of friction. Instead, our users become keen advocates, looking for new ways to make these tools work for them.
It’s time to let your people drive your technology. It’s time to ‘think human’.
Chris Docherty, regional manager Infrastructure Solutions Group (ISG), Middle East
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by Abdul Rawuf
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Make technology investment work for your users, not just for your business
People need to be at the heart of technology decision-making, otherwise progress becomes a self-defeating exercise
Advances in enterprise technology have created a working environment unrecognisable from that just a generation ago.
From communications to data storage, processing to paperwork, every aspect of a company’s business has evolved beyond what anyone could have imagined. And this evolution is showing no signs of slowing down.
Today, we’re embracing cloud computing, AI, AR and a multitude of other emerging technologies that are once again changing the fundamentals of the way we work.
All this technology has meant that businesses can be more efficient, more productive and more agile than ever before. It has improved workflows, reduced friction and relieved the workforce of laborious and unnecessary tasks.
The scope for intelligent transformation is vast – and thanks to such enhanced productivity, employee satisfaction is higher than ever before.
Except that it isn’t
All too often, we find that implementing the latest incredible technology actually inhibits productivity, as users struggle to make it do what they need it to do. This, in turn, leads to delay, frustration and a drop in employee sentiment.
How often have your employees celebrated the arrival of the latest hardware or software, only to be disappointed with the outcome? A win-win can quickly fade into a lose-lose.
It’s not the fault of the technology. It’s our collective approach that needs work. We focus so narrowly on what the technology can do, that we look past the user experiences and outcomes that will ultimately decide if a new roll-out succeeds or fails.
People need to be at the heart of technology decision-making, otherwise progress becomes a self-defeating exercise.
Struggling to adapt
That’s a bold statement to make – one that really needs to be supported by evidence. To that end, we asked IT decision makers about their experiences in implementing change.
We found that when it comes to making decisions around technology adoption, business considerations are given substantially more weight than the suitability and usability of the solution.
The majority (62 percent) of IT managers surveyed said that their investment decisions are entirely business-centric, suggesting becoming people-centric will require a fundamental mindset shift for many businesses.
The effects of this are apparent. Almost half of the IT teams we surveyed (47 percent) recognised that their employees struggled with new software, and one-in-five respondents said that the introduction of new solutions had served to reduce their team’s capabilities.
Some of that is down to techno-fear, some to a reluctance to engage due to fear of change, but a large part of that is because of inadequate training and support.
When asked about factors that drove IT investment, employee usability was way down the list, at 29 percent. The only thing of less concern was ease of deployment, at 28 percent. Yet, if your workforce can’t use your shiny new solutions, you’re never going to see them performing as promised.
Adding complexity
It’s not surprising then that investment in technology often fails to hit its targets. Rather than boosting productivity and enhancing efficiency, instead it adds complexity to processes and risks slowing down innovation.
So, why is it that users are struggling so much with new technology?
Our survey revealed usability to be a big concern. A full quarter of employees expect it to add complexity to their role. They have become familiar with the processes and workflows necessary to complete their tasks. When these change, it’s not uncommon to experience confusion, uncertainty and a sense of being overwhelmed.
We also found that 42 percent of users found new technology too complex to use. Since you’re only going to recruit people who are comfortable with their job’s requirements, this suggests inadequate training and support rather than a lack of capability.
Fighting the fear
If we are to unlock the potential promised by the latest technology, this has to change. Usability is key. We can’t keep on investing in more and more advanced solutions, if none of our employees can use them.
On a more positive note, 52 percent of IT managers are optimistic about the ability of emerging technologies, such as AI, AR and the Internet of Things, to deliver improved productivity.
But to capitalise on that promise, we need to consider how adopting these innovations will impact user experience. We need to overcome the fear of technology, the fear of change and the fear of the unknown.
To that end, there are several strategies enterprises can employ. Conducting upfront research into user needs and working processes can help with understanding the suitability of a proposed solution. Equally, providing adequate and ongoing support and training should be central to any transformation plans in order to help employees understand how they can benefit from these new technologies.
There are also more fundamental considerations around whether the company’s existing IT infrastructure offers the flexibility to support the range of technologies that users want and helps create a seamless experience from back-office to front.
Think human
By placing humans at the centre of IT adoption and embracing technology that works for employees, not just the bottom line, businesses become well positioned to experience and increase in productivity and to realise the potential of new technologies.
Employees that understand the benefits of their tools, who can see how these advances help make their jobs easier rather than more complicated, will have better morale and produce better results.
By taking a people-first approach, we return to the ideal of technology being a labour-enhancing investment, simplifying tasks rather than complicating them. No longer does technology act as a source of friction. Instead, our users become keen advocates, looking for new ways to make these tools work for them.
It’s time to let your people drive your technology. It’s time to ‘think human’.
Chris Docherty, regional manager Infrastructure Solutions Group (ISG), Middle East
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