We’ve often seen a phenomenon in organizations: a new leader arrives and embarks on a significant technological overhaul. Sometimes, these overhauls need clear justification, disrupting workflow and leaving employees wondering why the change was necessary. I recently had a conversation with a friend in the consulting industry who shared just such an experience.
One of his senior colleagues offered an insightful explanation, that he has seen over and over: new leaders often want to make their mark on the organization quickly, and a major technology change can be a seemingly effective way of asserting control and demonstrating a commitment to innovation.
Why Big Tech Shifts Can Be Problematic
While there are sometimes valid reasons for an organization to undergo technological transformation, there are several potential downsides to implementing change for the sake of change:
- Disruption: Big technological shifts can significantly disrupt workflows and require employees to spend time and energy learning new systems instead of focusing on their core tasks. This can lead to temporary declines in productivity.
- Cost: Investing in new technologies can be expensive. This includes not only the cost of software and hardware but also the costs associated with training and potential downtime.
- Morale: Employees might feel frustrated or demoralized if the change is constant. There’s a sense of never quite catching up or being settled. This can lead to low engagement and even resistance to future changes.
- Missed opportunities: The focus on implementing flashy but potentially unnecessary tech changes can distract leaders from addressing core organizational issues or pursuing smaller, incremental changes that could have a more significant impact over time.
Advice for New Leaders: Finding a Better Path
For new leaders looking to create a positive impact, here are some practical tips for avoiding the downsides of “change for change’s sake”:
- Observe and assess: Begin by observing and understanding the organization’s current processes, technology stack, and pain points. Talk to employees at all levels to get firsthand accounts of what works and what could be improved. Resist the urge to make immediate, sweeping changes.
- Identify root causes: Technological problems are often symptoms of deeper organizational issues. Try to identify the root cause of the problem before prescribing a technological solution.
- Focus on incremental improvements: Look for ways to improve existing systems. This could be through adding features, integrations, or streamlining processes. It often yields better results than a full-scale disruption.
- Build buy-in: Collaborate with employees to involve them in identifying areas where technology could improve their work. This will cultivate a sense of ownership and acceptance of the changes.
- Prioritize value for end-users: Center your focus on how any new technology will create tangible value for the organization’s employees, customers, and stakeholders.
Leadership Beyond Big Tech Changes
New leaders need to find ways to make an impact that goes beyond technology shifts. Consider these alternatives:
- Invest in your people: Focus on training, development, and creating a positive and motivating work culture. Engaged employees are one of the most powerful assets an organization can have.
- Optimize processes: Sometimes the answers don’t lie in new technology, but in streamlining and optimizing existing processes.
- Foster a culture of innovation: Encourage employees to think outside the box and propose new ideas. Give them the freedom to experiment and support them through pilots and iterations.
Conclusion
The urge to make a big splash as a new leader is understandable, but prioritizing the well-being and stability of the organization will produce more positive, sustainable results. Leaders can guide their organizations toward lasting success by understanding the potential pitfalls of unnecessary technological upheaval, communicating effectively, and prioritizing solutions that create concrete value.