Beating Murphys Law
This article deals with the topic of how organizations should go about implementing new technology systems. The article is built around Murphy's Law that, "Whatever can go wrong, will." When organizations implement new system a lot of know problems cannot be avoided and unforeseen problems arise with even grater frequency. Chew outlines seven points to help launch a new system with greater success since they are essential for long-term survival.
Key Notes:
· It is estimated 50 to 70 percent of US firms experience failure in implementing
advanced manufacturing technology.
· New technologies often cause drops in productivity following introduction of new
equipment that can exceed the price of the technology. This still occurs with
incremental purchases of new inexpensive equipment.
· Performance tends to drop shortly prior to installation, as firms make ready for new
systems. Performance drops can last over a year after the introduction of new
equipment.
· The greatest cost stem from mismatches between the new technology 's capabilities and
needs, and existing process and organization.
· Lack of the different required knowledge about new technologies causes the failures
and problems that arise. Solutions to problems usually lead to additional problems
due to a lack of knowledge.
· Rule #1 is Think of Implementation as R&D. Acquisition should instead be considered
an ongoing process of data gathering and learning that evolves over time. The
introduction of technology should be considered less an investment issue or technical
issue and more a question of research design. Technical and organizational concerns
should be addressed. The user and technology managers should work together in
research of new technologies.
· Rule #2 is Ask "What made it hard?" Not "How well did it work?" Firms should look to
outside experience to not only help them decide what new technologies to invest in but
also how to avoid the problems that arose from the technology. Inquiry should be an
active even aggressive targeted search for information.
· Rule #3 Learn in Many Ways at Once. Firms can learn through four methods: vicarious,
learning from others experience, simulation, using models and experiments,
prototyping, building and operating on a smaller scale, and on-line, examining the
Top management is spending too much time on employee development and not enough on the overall strategy of the business.
A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html
Since information technology is growing at a rapid pace, communication and data processing costs are at an all time low. For employees, this rapid impact can threaten or enhance opportunities within one’s career. If one is hesitant and uncertain when it comes to constructing a model for a potential system then they are likely to lose their job. Employees must be able to quickly adapt to changing technology. For example, a chair manufacturing company is loosing revenue due to its
But investing heavily on IT could prove to be disastrous. A clear strategy should exist and management has to make sure that the infrastructure implemented does match with the requirements. In current scenario the technologies like data storage, data processing, and data transport is available to all and as a result of this technology is viewed more like commodity factors than an essential resource for planning strategies. This trend started because of the abundant availability of technology at moderate price. By looking at the potential of information technology, companies overlooked at the fact that; the potential value of any technology remains until it gives an edge over the rivals by bringing a change in the organization and by helping the organization to do something that others...
It is becoming difficult for the company to hire more and more people and retain the best and the brightest of them.
Weisman, S (2008). S.W.O.T. analysis is no longer the best approach to planning for success. Hudson Valley Business Journal, 10/27/2008, Vol. 19 Issue 43, p11-11, 1/3p
Organizational level - the policies, procedure, work process, information system, organizational mental models, and knowledge of the product and service influence learning
Training employees how to use the system is a significant step in ensuring that the organization realizes its goals. Employees need to master and understand the functionality of the system. It is noted that the training of the employees should be planned accordingly. The resources used in the training have to be identified and set. The professional should be aware of the objective of the training. In this case, ensuring that system runs effectively, as well as ensuring that information is safeguarded. Maintenance of the hardware is not only the responsibility of the information technology team in the organization, but also the employees of the organization. For this reason, all the stakeholders should be involved in ensuring that the system functions, as expected.
It is a quiet, Saturday afternoon, and the overcast humidity of the air gives me an obscene sense of nonchalance. Time in hand, I peruse a ‘Survival Handbook’, a sort of “Pessimist’s Guide to the World”. It was given to me as a Christmas present, and its perverse implication of Murphy’s Law amuses me. I would assume that its pleasant uselessness would appeal to all who share my insatiable appetite for superfluous information. A smile creeps onto my face as I remember the one objective truth about this world: “Anything that can go wrong, will”.
about the successful adoption of new technologies. the decision to adopt new technologies involved fairly high risks, given the potential resistance of its end users. With the firm
Willcocks, L.P and Plant, R. 2001. "Getting from bricks to clicks", Sloan Management Review, 42(3),pp.50-9.
Government Regulation- He should understand the law and regulations that are likely to affect the company’s performances. For example, OSHA rules and regulations.
Organisation must be aware that learning is necessary before they can develop into a Learning Organisation. This may seem to be a strange statement but this learning must take place at all levels; not just the management level. Once the company has expected the need for change, it is then responsible for crating the appropriate environment for this change to occur in.
Technology Adoption: Organizational Learning What makes the adoption of technology in some firms a successful process, while others experience difficulties? Based on a retrospective case study, this paper compares the process of adopting horizontal drilling technology in two large Canadian oil companies; one a more successful and the other a less successful adopter of technology. Adoption is viewed as a process of organizational learning which proceeds in a feedback loop from observing, interpreting, integrating to acting. The two companies differed both in these processes and in the factors facilitating or impeding them: capability, resources, motivation, effort, shared values, incentives, and external triggers. The implications for researchers and managers are discussed. Technology Adoption Processes, Organizational Learning Introduction Business firms adopt new technologies -- a form of innovation (Angle and Van de Ven 1989) -- to remain competitive (Morone 1993), or to 'renew strategically' (Crossan et al. 1999). However, some firms seem to manage technology adoption successfully, while others struggle and even give up. Why this is so was the initial puzzle that prompted the study reported here. The study identified technology adoption in two firms essentially as a process of organizational learning. The success of technology adoption therefore depends on the firm's ability to learn. In other words, in order to explain success in technology adoption, sources of learning need to be understood. The explanation is elaborated in a framework that focuses both on sources of learning and on the learning processes (Dodgson 1993). The focus on the processes of learning in this paper is an important extension of the technology adoption...
Managers must understand how to achieve efficiency internally through applying new technology to operational processes. Managing new technology requires a thorough understanding of business technology management.