BARRIERS TO CHANGE
So, why has it taken so long for Information Systems to embrace process improvement methodologies when they have been practiced for many years within other areas of the business? Why aren't more companies in the world-class category of evolution? Why may some individuals within Information Systems not initially support the improvement efforts? What are the barriers to change from the old way of doing things? In many areas of the business, processes are repetitive and produce a tangible or deliverable product. Information Systems is about technology and information. It is more of a job-shop environment, as no two projects or problems are really alike. Processes are more difficult to identify, document, and automate in a variable environment. However, when complex problems are broken down into simple steps, commonality can be found.
Information Systems is also a relatively newer discipline than manufacturing and other service areas. There is less structure and organization, and fewer standards have been developed in the information systems industry as a whole compared with other industries. However, there are a growing number of resources available that were not available several years ago. This article is one of those resources.
Typically, Information Systems organizations have a tremendous backlog of requests. In an environment that feels as if one is continually behind, chaotic or firefighting, and continuously pushed to provide more, it is often difficult to take a step back and take the time to improve the tools and processes. Although the job of Information Systems is to improve the tools and processes for others, we are often the last ones to improve our own processes and tools. To get past this barrier, it is critical to step out of the firefighting circular chaos and improve the tools and processes to become more efficient and effective. It is always amazing to see how many Information Systems organizations do not have the time to do a task right, but always have the time to do it over again. If time is spent today preventing tomorrow’s problems, less time will need to be spent tomorrow fixing the errors of today!
Some individuals in Information Systems may resist a structured process environment because they claim it will limit their creativity and confine them to a rigid process. Actually, the structured process allows them to more effectively use their creativity in developing solutions for the customer rather than continually fighting the same fires over and over again.
Although it has changed significantly in recent years, in the past, Information Systems was viewed by many organizations as simply an overhead function rather than one adding true value to the business. As an overhead function, budgets were often constrained to the bare minimum. With tight resources, it was difficult to invest resources in improving processes. However, more companies are viewing information systems as a strategic part of the business. Information Systems’ budgets continue to climb. Once the initial investment has been made, improved processes will save money.
Many individuals in Information Systems work very hard, but fail to take the viewpoint of their customer. When information systems individuals are asked during an assessment to rate their performance, efficiency, and support, they typically rate themselves relatively high. When the users are also asked to rate the performance of the Information Systems organization, many times their ratings are significantly lower. It is important to realize, when asking a customer or user about the support provided by Information Systems, perception is reality. The Information Systems organization must realize that, although they may be working very hard, the level of service they provide the customer may be totally unacceptable. By focusing on process improvement, IS can establish a common understanding of quality with the customer, measure quality, and celebrate success while moving toward the targets.
Change is always difficult and can be resisted by some individuals. The old ways of doing things become entrenched in the organization, and it may be difficult to see new ways. Chapter 10 outlines in more detail barriers to change and how to help the organization accept change.
How is it possible to get over the barriers to change and move the Information Systems organization through the evolution to become a world-class operation? This book will outline a step-by-step methodology to guide the process improvement effort.
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