In the tool chain evaluation of a client, I quickly observed some legacy
elements which should be replaced with state of the art solutions. While
listing these elements I started thinking beyond the conventional challenges of
introducing new tools. Aspects such as learning curves, costs of procurement,
operations and support were common place and my thoughts gravitated towards the
modification of established processes.
I thought of work-life balance, adult education, transforming master
minded routines. As I engaged other colleagues into discussing these
non-conventional aspects, some unspoken realities were exposed.
People commute to work spending hours on the road to and from their work
sites. This has been (and is) detrimentally impacting the work-life balance of many
professionals. While most professionals are adjusting to cope with the
detrimental impact, there is an unspoken wish that managers, directors and
entrepreneurs will provide a favourable break. I later mentioned in a
conversation with some decision makers, that work-live balance should be an
explicit criterion for tool selection.
A case in point was the tools used in project management. While legacy
tools such as office suites (emails, word processors, spreadsheets and
powerpoint slides) is serving the client and the youngsters of yesteryears are
now managing different corporate portfolios, these situation has created a
hurdle in the introduction of state of the art tools for professional project
managers.
The managers have developed master minded routines over the years in the
usage of those legacy tools and it is easy to deal the double K.O. punches –
“State of the art tools are more expensive and their learning curves are
relatively high”.
In a series of discussions the insights shared revolved around why adult
education is an issue in the introduction of new tools. Most adults in
management positions have family commitments and/or socio-communal
responsibilities. Adding commuting time to the time required in addressing
these commitments and responsibilities, it becomes obvious that there is
limited time available to a manager to focus on the learning and mastery of a
state of the art tool serving management and directorial roles.
In the discussions we jokingly parted on the note that: “Sometimes it is
easy to inspire people by giving them effective and efficient tools, but at
other times you will have to give your people toys and time to play with them,
before transforming/transiting from toys to tools in the hands of well
experimented people”.
