Not at any time since the first introduction of computers fifty years ago has there been a period of such intense technological impact as there will be in the coming years. Globalisation and the adoption of the internet as a competitive tool are driving the introduction of many new software platforms which will change the very way in which business is carried out. Recognition of the importance of intellectual capital factors and implementation of knowledge management systems to support their introduction will put intense pressure on people to bring about a new way of thinking in order to entrench real changes in business. Adoption of business performance management systems with non-financial indicator feedback is an innovative and effective way of monitoring organisational growth. Changing the way a business culture operates is one of the greatest challenges that can be undertaken.
Most employees see their culture as more relevant than business results.
This appears a very na ve statement but for employees entrenched in their own workgroups, often cost centres, the thought of bringing about real change for whatever reason is often the furthest thing from their minds. In most cases they are happy doing whatever it is that they have been doing for the past many years. The change management process must be handled with commitment from the very top of the organisation. Simply bringing in new systems will not achieve the desired result. Training is clearly a key part of this and must be recognised as such.