Connecting new tech to existing operations

Transcription

1 Connecting new tech to existing operations BY JENNIFER D. CHANDLER AND ELLEN EUN KYOO KIM EXECUTIVE SUMMARY After the new information system has been implemented, what next? We outline best practices for integrating new technologies into your daily workflow. These simple strategies can help readers welcome innovation and productivity so that they can be successful. january/february

2 Increasingly, big data, along with the Internet of Things (IoT), is permeating many organizations. But these are just the latest newcomers uprooting information system-based scenarios. Other information systems that have required large-scale overhauls of organizational processes include enterprise software, instant messaging, self-service technologies and social media to name a few. These innovative technologies and information systems introduce many opportunities, as well as risks, to any enterprise. For this reason, many organizations upgrade and overhaul information systems regularly. Thus, it is necessary for managers to view the implementation of these technologies as an opportunity for innovation both in process and outcome. Let s examine the process of integrating information systems and technology into organizational activities. Many times, when managers think of system integration, they focus on system design and installation. However, we explore the processes that connect new technologies to the existing tasks of managers and employees and how innovation in one s daily workflow can integrate new technologies into the fundamental tasks of an organization. We simply ask, after a new information system has been implemented, what next? We outline best practices for integrating four technologies into daily workflow patterns for continuous improvement of organizational activities. These simple strategies can help managers welcome innovation and productivity to achieve the highest levels of success. Total quality management Information systems are overhauled continuously because process innovation has been shown to lead to improved corporate performance. But in order to nurture managers who can lead the way to process innovation, organizational leaders must allocate sufficient resources to these efforts. Sometimes this entails fine-tuning existing strategy. Other times, this 16 Industrial Management might mean big shifts in strategic initiatives across business units. Often, this necessitates a bird s-eye view of process management to ensure optimal improvements across internal operations because renewed information systems touch multiple units in an organization. Seeking operational excellence, the redesign of technology and information systems is often intended to streamline organizational processes. Because this often involves crossfunctional activities such as invoicing, customer service, inventory or technical support, managers and organizations invest large amounts of resources into planning and installing information systems. Upper management typically encourages employees to participate in efforts to customize the newest technological solutions. Then an outside vendor promises the universe in a nanobyte and a new information system emerges. Once the solution is designed and built, it is synchronized with an organization s existing system. Then managers typically are given short time frames to make it work before it goes live. However, after system installation, managers sometimes forget to shift gears from system design to process re-engineering. They forget to think about the best practices for integrating these information systems into the organization s cross-functional processes and daily workflow. Pursuing a total quality management (TQM) philosophy can help managers achieve this. TQM refers to the creation of a total quality culture that encourages enthusiasm and commitment to excellence by all managers and employees at all levels as they seek continuous improvement. TQM advocates for leading by example to make constant improvements in small ways. Note that this differs dramatically from the complete overhaul of an information system; on the contrary, TQM (which typically is implemented after an overhaul) emphasizes small gains, incremental improvements and minor We outline best practices for integrating four technologies into daily workflow patterns for continuous improvement of organizational activities. process enhancements. In sum, these small behavioral changes can lead to big wins for management. Especially for innovative managers, the opportunity here is to lead by example, to lead by displaying a positive can-do attitude toward new information systems and by using them in the best way possible. Because the heart of information systems is data, one way to develop a proactive approach to new information systems is to focus on the benefits of newly accessible data. By focusing on the small ways that this data can improve one s workflow, this small change in perspective can push the organization along a TQM path. Let s discuss four technologies that typically transcend functional units in an organization: enterprise software, instant messaging, selfservice technology and social media. We describe how each technology can be integrated with one s daily workflow, along with the potential benefits of the associated data to managers. Using these guidelines, managers can lead their teams by illustrating how to embrace and welcome information system redesign. Enterprise software ThoughtWorks Chief Scientist Martin Fowler, who researches how software design can increase the productivity of development teams, describes enterprise software as a set of computer programs that helps to automate organizationwide processes. They are customized for organizations and, as such, are aimed at improving overall performance rather than solving any individual user s problems. Because enterprise software is intended to benefit the organization rather than the end user, it often is difficult to customize end-user queries if the question is not aligned with the original purposes of the software. For example, most user interfaces in enterprise software are preloaded with dropdown menus and minimal options for requests that can be typed in. This can be frustrating for employees who

3 need to use the data in ways that are different from the options embedded in the software. Daily workflow integration: To integrate new or renewed enterprise software with one s daily workflow, employees can rather than become frustrated and discouraged list the queries that they wish to have but that cannot be addressed with the current system configuration. They can add to this list on a daily basis. Each employee can keep a separate list, or each unit or department may have a shared, collaborative list that is updated continuously by every member. On a daily or weekly basis, managers can allocate short amounts of time to review these lists and take action upon them or schedule meetings to discuss these issues with their teams. Perhaps the team can choose a few of the most pressing queries to investigate further with the software vendor. Managerial benefit: Integrating enterprise software can be frustrating and disruptive. By giving employees the opportunity to identify potential areas of improvement by making the above-referenced lists, managers can cultivate a positive, can-do TQM culture. This helps employees embrace the new software because they can focus on identifying emergent issues. As each employee learns to use enterprise software, the employee becomes engaged in recommending small improvements in ways that meet his or her unique needs. Furthermore, the team members see a positive outlet for releasing their would-be frustrations; in other words, by contributing to a list of potential customized queries, they become part of the solution rather than the problem. Instant messaging Instant messaging refers to any application or software that allows users to ping, text or send electronic messages to one another with the expectation of immediate response. This contrasts with the asynchronous nature of , which assumes that users do not need to be online at the same time, nor are they expected to reply quickly to one another. To improve efficiency, many organizations have bypassed by implementing proprietary messaging programs, much like online chat rooms. Employees are expected to be available in a moment s notice. Despite the efficiency of instant messaging, this can distract employees from tasks that require their full attention. Daily workflow integration: Understandably, some departments and units emphasize helping others solve problems and issues related to organizational performance through instant messaging. However, the constant barrage of instant messages often can deplete an employee s energy and focus. For nonurgent matters, it is helpful to direct those inquiries to by setting a benchmark for designating urgent matters. For example, teams can determine that urgent matters are those that require response within one to four hours. Additionally, employees can set office hours when they are devoted to responding to instant messages and requests. These hours may coincide with the rush hour of instant messaging, which often occurs in the first few hours of the workday from 7:30 a.m. to 9:30 a.m. Managers can stagger these office hours so that a sufficient number of employees are always available on instant messaging during business hours. By doing so, employees can devote specific hours each day to focused, high quality and uninterrupted work time. Managers can encourage their teams to schedule their office hours and focus times in ways that are compatible with their own natural energy levels, commute times and deadlines. Managerial benefit: Team members are more responsive during office hours because they do not feel the pressure of completing other tasks during this time. And, conversely, during focus time, employees will be more apt to produce high quality outcomes because they are This helps employees embrace the new software because they can focus on identifying emergent issues. not distracted constantly. This leads to a more high-functioning, efficient team. Self-service technology Self-service technology (SST) refers to any facility that enables customers to produce a service without any direct employee involvement. Customers engage themselves by performing all or some part of a firm s traditional service activities by interacting with different technologies. The increasing use of information technology in services has transformed the interactions between service providers and customers. SST includes the use of mobile devices, such as tablets in lieu of cashiers, as well as the use of mobile devices and application as customer interfaces. As a result, the concept of full service is rapidly declining, and SST is vividly shifting the manner in which many services are delivered across a wide range of industries such as banking, airlines and retail. As a result, more customers choose SST over traditional service encounters. Allied Market Research reports that the SST industry is expected to be worth $31.75 billion by The design of SST is critical. Some technologies can be very challenging for customers and, as a result, frustrate the employees tasked to help customers. Essentially, management is asking customers who are often unfamiliar with SST to learn the technology and do the work that traditionally has been done by employees. Customers have different SST perceptions that may vary by demographic characteristics, cultural backgrounds and purchase motivations. Therefore, it is necessary to understand the target market and adopt an appropriate level of SST. Companies can start by giving customers the choice of using SST or the traditional service. Additionally, it will be necessary to provide continuous training for employees to overcome the daily challenges associated with SST. Daily workflow integration: Managers often find it difficult to implement a variety of SST while still january/february

4 retaining high levels of quality service. There are numerous concerns with SST, such as the difficulty of establishing suitable service recovery, the potential loss of interpersonal contact, loss of upselling opportunities and so on. However, careful implementation can enable SST benefits to outweigh losses. Managers can focus their efforts on using SST to reduce long lines and wait times during peak times. This simultaneously can enhance the customer experience while also easing employees workloads. Additionally, managers can focus SST on reducing staffing levels with respect to repetitive tasks. Managerial benefit: Despite the difficulty of implementing SST, managers can benefit from increased productivity and efficiency when SST is introduced to its employees and customers slowly. SST enables gains in productivity because it alleviates heavy staffing needs, reduces staffing costs in the long run and allows for more flexible scheduling. SST also can provide a 18 Industrial Management competitive advantage for organizations that are able to build a technological reputation on the use of SST. For example, a restaurant company reported that its new touch-screen selfordering system encouraged customers to order more food; as a result, revenue increased more than 10 percent since the system installation. Another restaurant that integrated a similar system found that this ordering system enabled servers to concentrate on more important things, such as providing quality service. Social media Social media includes a wide range of online word-of-mouth forums such as online review websites, blogs, chatter on social networking sites and video sites. In the context of a marketplace, social media represents thoughts and opinions of consumers regarding their experiences with brands, products or services. Now that the Internet enables consumers to connect with each other One of the most valuable aspects about social media is that it creates a great conversation loop for companies. actively and share information about everything, managers are forced to combine social media skills with their existing expertise. Many managers still struggle with the presence of social media, as they do not have control over the conversations shared online by their customers. The expansion of the Internet has made it possible for one negative review to spread online and significantly affect the reputation of a company. Unfortunately, there is still a lack of guidance on how to manage social media, and companies find it challenging to develop effective social media strategies. Daily workflow integration: This extended network can be a valuable tool if managers learn to go one social level deeper. One of the most valuable aspects about social media is that it creates a great conversation loop for companies to become a part of. Managers need to develop strategies that can positively influence the outcome through active participation.

5 For example, sharing or retweeting what customers post about the company can spark brand loyalty and also encourage more feedback from customers. These efforts should be pursued daily, multiple times throughout the day. If this is not possible, managers can enlist software that schedules these posts on social media to create the perception that the posts occur continuously during the day. Recent research also shows that appropriately responding to online complaints can change both existing and potential consumers attitudes toward the company. Managers should not be afraid to run real-time searches to monitor active social media users who enjoy posting their thoughts and feelings online. Managers can offer incentives that encourage these users to share their experiences or images to create word-of-mouth effects or buzz about their companies. Managerial benefit: Companies can improve their products and services by actively monitoring positive and negative reviews posted by the customers. Through this process, any repeat problems can be detected and fixed. Valuable information about the target market can be gathered by identifying what types of issues are discussed widely by both existing and potential customers. Social media also can be used to offer special deals, provide information about new products or even tell stories about the company and the employees so that consumers feel more connected with the brand. Continually upgrade As companies face globalization, intense competition and increasing demand for innovation, the implementation of innovative information systems is no longer optional. During the last decade, IT has transformed business infrastructure, including organizational strategies, processes and capabilities. Managers already are aware that Appropriately responding to online complaints can change both existing and potential consumers attitudes toward the company. technological advances will increase quality, accuracy, speed and efficiency. However, it is easy to get overwhelmed by information system overload, and there can be risks associated with integrating new technology. Managers can overcome these risks with a few small steps each day, combined with a high level of patience. New information systems can be integrated into daily workflow, and various technologies come with identifiable benefits. Thinking about the daily integration of information systems is critical to success. With the continuous upgrade of information systems in modern organizations, it is time to rethink how these innovative systems can help managers achieve success. The appropriate use of information systems can enable organizations to break traditional boundaries and be more flexible while achieving TQM. v january/february