LEADERSHIP Recognising how decisions are made; who is in charge; and who can agree the kind of changes that might be needed to adopt technology is a crucial starting point. The success of a new tech project will be determined in part by getting the right decisions from the right people at the right time. Senior managers and, in professional services, partners, generally expect to have a big influence on decisionmaking. But often the adoption of technology requires an integrated approach, with coordinated decisions that bring multiple different groups into the process. One part of this story involves recognising the changing role of the people running technology in your business. They have to be involved in the big conversations. Firms must think about how they can reach the point where the chief technology officer or equivalent has the relationships with partners and key influencers that ensure decisions about technology are informed by insights from inside and outside the top team. Those managing a firm’s technology stack need a presence and the ear of management to help the board make the right decisions. That is a big cultural shift in professional services, but a key ingredient for success. And do not stop there… A TEAM ENDEAVOUR Ensuring technology adoption is informed by an understanding of the needs and ideas of everyone is crucial. Involve both tech and non-tech people. Listen to what staff at all levels are saying about the opportunities that technology provides for their work. It is not just those in senior roles who need to be persuaded. You need buy-in from everyone impacted. So, include users of the tech from the start by listening to their needs and by showing how tech projects are designed to deal with their frustrations and allow them to exploit new opportunities. People need to see what is in it for them if you are going to ask them to change the way they work to adopt new technology. It is vital that the case is made using rationales that talk to the motivations and interests of those being asked to change. You need to understand what motivates them, show them why they would want to adopt the technology, demonstrate how it solves problems and creates opportunities for them. It is unrealistic to expect to convince everyone – but you want the majority on side and, crucially, you need to convince the people that everyone else listens to. Or at least ensure the key influencers are willing to not stand in the way of the tech adoption project. MAKE IT STICK The interesting question for all the firms we work with is how they make change stick. If you have addressed the kinds of issues outlined here, then this is more likely. Within TiPS, the companies we work with are evaluating the success of their tech adoption projects and seeing how they can ensure it is successful in the long term. They are seeing that adoption is ongoing. You do not finish a project, and that is it. Job done. Using new technology requires future adoption activity, because technology or your company’s needs will change. One project might lead to another and there will be new challenges. There are lessons to be learned from where you are applying technology now and how you might apply it elsewhere. THE BIGGER PICTURE Technology adoption projects also require firms to navigate the world of technology companies and digital ecosystems. You need to know how the market works, how other companies are adopting technologies, how to learn about the latest developments, and how to be a savvy buyer. You are not on your own. All firms find the market for digital technologies challenging to navigate. We found that firms benefit from involvement in networks and associations where they can share problems. We know that professional bodies are thinking about these issues as much as you are. Special interest groups and networks make the transitions more straightforward and stop people going off on the wrong path. Likewise, regulators are considering which guidelines and rules need to be put in place. These regulations will shape what you need to do – and may mean that any adoption now needs to be adapted further down the road. None of the challenges we have highlighted are insurmountable, but all need to be considered for your technology adoption to succeed. FIFTY FOUR DEGREES | 17 Martin Spring is a Professor of Operations Management in the Department of Management Science, and Director of the Centre for Productivity and Efficiency in Lancaster University Management School. m.spring@lancaster.ac.uk Technology in Professional Services (TiPS) is an Economic and Social Research Council (ESRC) and Innovate UK-funded project involving Lancaster University Management School, Oxford Brookes University and Hyperscale Group Ltd. The programme aims to help professional service sectors develop and use digital technologies. https://tipsaccelerator.co.uk James Faulconbridge is a Professor in the Department of Organisation, Work and Technology. His research focuses primarily on professions, professional service firms, and knowledge-intensive services. j.faulconbridge@lancaster.ac.uk
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