A fact, man process management thinking, I find, is lacking in most operations and managers. Senior management sends a directive and then focuses their attention on other things. In their minds, the desired change is done once they have said it or asked for it. What doesn't happen is the follow-up to make sure the change produced desired results. There is a world of difference in change performance from delegating versus leading it.
Technology is neither good nor bad.
How an organization plans for and goes about exploiting the new technology is the issue. In order to evaluate whether a business is going to be successful at gaining the productivity and added efficiencies, we need to take a look at the organization's culture. Consider, for example, what happened in prior attempts. There is a big difference in the results when you try to implement a change by scrapping everything and starting over, leaving big gaps in skill levels and training of the end-user workforce and support infrastructure. A common sense approach when implementing new technology is needed.