Why Technology Alone Can't Transform Your Business

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The Magic Bullet Myth: Why Your New Tech Investment Might Be Doomed

We’ve all heard the promise: "This new software will solve everything!" But behind most failed system implementations is a fundamental misunderstanding of what drives successful change. In this eye-opening Mythbuster, we unpack why technology alone is never enough.

A successful system change relies on a three-legged stool: people, process, and technology. Focus only on the tech, and that stool will topple. Your new system means nothing if your team doesn't embrace it or if it's built on flawed processes.

Ready to break free from the technology myth? Tune in to the full episode to learn how to create lasting change, and Download your free checklist from the Target State Consulting website to help you evaluate your next system change before you commit a single dollar.

Music by arnaud136 from Pixabay

Episode Transcript

Speaker 1 (00:01):
Today we're kicking off our new monthly Mythbuster
segment.
Every month I'll take a commonmisconception about technology
and business and expose it forwhat it really is.
Going to start with a big one,a real classic the idea that
system changes are all abouttechnology.
We've heard it all before If wejust get a new piece of
software, our problems willdisappear.
It's tempting to think a techupgrade is a magic bullet, a

(00:25):
quick and easy fix foreverything from inefficiency to
poor team morale.
But I'll let you in onsomething Focusing only on the
technology is a good way to seeyour projects fail and budgets
get wasted.
The truth is, a successfulsystem change is a three-legged
stool.
It's about people, process andtechnology.
If you only focus on one, thatstool is going to wobble and

(00:46):
fall over, leaving you with anexpensive system nobody uses.
Let's dig a little deeper aboutwhat I mean here.
First and foremost, you've gotto focus on your people.
They're the ones who use thenew system every single day.
Think about it you could buythe fastest, most advanced
electric car on the market, butif your team don't know how to
drive it or worse, they're justscared to it sits in the garage

(01:08):
as a shiny, unused asset.
Technology is just a tool.
Its success depends entirely onthe humans who use it.
So what can an organisation doto get this right?
Firstly, communicate the why.
Don't just tell your team whatis changing.
You've got to explain why it'schanging.
What's the benefit for them?
How will it make their jobseasier, more efficient or less

(01:30):
frustrating?
When people understand and seea direct benefit, they're far
more likely to embrace thechange.
It's about answering theirquestion.
What's in this for me?
Involve them early on.
Bring your team into aconversation from the start.
Ask for their feedback oncurrent pain points.
When they feel like part of thesolution and have a voice in
the new design, they're going tobe big advocates, change

(01:52):
champions, not just passiveresistors.
And finally, invest in ongoingsupport.
Training isn't a one and donedeal.
It needs to be a continuouseffort, especially if your
organization grows and brings onnew people.
It needs to be a continuouseffort, especially if your
organization grows and brings onnew people.
You need to provide accessibleguides, lunch and learn sessions
and clear communicationchannels for support.
Make sure your team have theresources they need long after

(02:14):
the new system's in place.
This builds confidence andempowers them to use the new
tools effectively Next upprocess.
You've probably heard me saythis before If you automate a
bad process, you're just goingto get bad outcomes faster.
You can pour money into thelatest software, but if your
underlying workflow isinefficient or full of redundant
steps, the new system willsimply amplify these problems.

(02:36):
Before you even think aboutbuying a new software
subscription, you need to lookat how you do things now.
Map out your workflows.
Get a clear visual picture ofyour current processes.
Where are the bottlenecks?
What steps are causingfrustrational delays?
This is about getting straight.
Talk on your current reality.
Then design your ideal future.
Once you know what's broken,design what your ideal processes

(02:58):
look like.
This is your blueprint forsuccess.
Don't let the software dictatehow your business runs.
Design your processes first andfind the tech to support it.
This ensures the technologyserves your business vision, not
the other way around.
And finally, simplify A system.
Change is the perfectopportunity to cut out outdated
or unnecessary steps, streamlineyour operations, eliminate

(03:21):
double handling and get rid ofthe clutter.
You might find you don't evenneed all the features a vendor's
selling you.
That's going to save you abundle.
Finally, we get to thetechnology.
This is the enabler, not thesolution.
Once you've got your people onboard and your processes mapped
out, this is the time to findthe right tool for the job.
That's where you've got to getout and align your investment.

(03:41):
Your tech choice has to aligndirectly with your business
goals.
You aren't going to need to buya Ferrari if you just want to
go to the grocery store.
It's about being smart withyour budget and making sure
every dollar spent on technologyis driving value.
Secondly, focus on the rightfit.
Don't just go for the flashiestor most popular product.
Find a solution that fits yourunique processes and empowers

(04:03):
your people.
This is where a vendor neutraladvisor can be invaluable,
helping you cut through thecomplexity and avoid mismatched
investments.
So the next time someonesuggests a new system, challenge
them.
Ask them some questions.
What processes will thisimprove?
How are we going to get ourpeople to adopt it?
What's the problem we're tryingto solve?
By asking these questions,you're setting your project up

(04:24):
for success from day one,ensuring you're not just buying
a tool, but enabling atransformation.
Remember, technology can be afantastic tool for growth, but
it's not a magic bullet.
A successful system changeisn't a tech project.
It's a business transformation.
You've got to focus on thepeople who use the system, the
processes they follow, and thenfind the systems that bring that

(04:45):
all together.
When you get all three in sync,that's when you see real
lasting impact.
That's it for this month'sMythBuster.
Join me next week where I'mgoing to explore if Moderna's
decision to merge the IT and HRfunctions is a smart move or not
.