A rather bold title I realize but one I think I can back up….
- Personal Experience — I was often the one who got excited about technology that would drive change within my department. The more time I spent with those that would be affected the better things went over.
- Recent Meeting #1 Paraphrase — “I was hired to bring our organization into 2011…but it’s so slow to introduce new projects or products….so many people are protecting their own kingdoms no matter how I try to help them see that this project will actually help them.”
- Recent Meeting #2 Paraphrase — “Our CFO doesn’t see the value of a DR plan….very hard to explain things to him much less get time with him.”
Think of organizational culture without relationships as something like memory foam — all the pressure/projects/pushing might get organizational results….but how likely is it that after you leave the product/project/whatever in question will founder and things will return back to their “natural shape”? How much talking at people do you do rather than taking with people?
Is the technology unimportant? Absolutely not…but I’d be willing to stake out a position that technological changes are often subsumed into larger organizational change concerns. Not recognizing that can be fatal.
Do comment…..this is a thought that’s been running around my head this last week and definitely not fully refined — I wanted to put it out there as food for thought in the meantime though.