Solve barriers to adoption of change
Have hidden barriers ever stalled your sales (or buying) progress, or slowed your organization from adopting new ways?
Barriers you are unaware of are the hardest to deal with, yet they can prevent the changes you want from being successful, or even being decided upon.
Immediate costs include loss of the benefits from adoption of the new product, process or technology, and the often costly side effects of delay, disruption or failure of its implementation. Long term costs can include loss of competitive position, loss of effectiveness or even loss of viability of an organization.
If hidden barriers are not identified and dealt with until after a purchase or new process decision is made, their consequences can erupt during implementation or later, and threaten success of the project as well as the organizations involved.
Causes of hidden barriers can be found at personal, organizational or operational levels, in an organization’s business environment, among their clients, partners or customer base, and even in their distribution channels or supply chain.
Why does this happen?
- Changes in any organizational process can affect people in their personal or work routines, performance, knowledge or skill requirements.
- Fear of loss of job status or security is a strong motivator for people to delay change, and even to passively or actively obstruct initiatives which could introduce feared changes.
- Personal or hidden agendas (at any level in the organization) can strongly affect adoption and success or failure of new initiatives – and personal agendas may be among the hardest to uncover and deal with successfully
- Process, Design and Usability issues encountered will directly affect the people who will be working with your offering… and quite possibly affect the organization’s customers, clients and other connected parties as well.
Solving these barriers can have dramatic effects on effectiveness, revenue, employee and customer satisfaction and the competitive position of your organization.