How can you minimize risks when adopting new technology?

It is crucial to understand and assess the job that we are hiring the technology to do. This is the pivotal juncture where we distinguish between automation and digitization. Meticulously mapping the processes, while discerning potential enhancements and pinpointing areas riddled with inefficiencies, is the cornerstone of this transformative journey. Such an assessment empowers us not only to make sensible technology selections but also to steer clear of the pitfall of automating existing inefficiencies, thereby ensuring a path of optimal efficiency and innovation.

As I reflect on instances when I have seen technology installations abandoned, I believe it's crucial that we consider these 2 factors: 1. Define specific vendor criteria. Although the technology itself may be excellent, the vendor implementation may be complex and/or incompatible with the rest of the existing systems. Ensuring compatibility, simplicity, and a clear roadmap through proper vendor selection and management will ensure a smooth transition and user acceptance. 2. Assess the readiness and needs of our customers - whether they are businesses or consumers. A lack of supporting use cases or devices may indicate a lack of demand for the technology. Particularly where the technology is to be offered as a service to clients.

Technology is a tool that enables us to do better. Finding the right tool for the job is very important. In order to do so, we need to know what we are trying to solve. Otherwise we will be in a state where if you have a hammer everything will look like nails!

I always consider Technology as an enabler to those Business Units in a Company that want to improve there performances, processes and as a result cost / time savings. IoT thus sits in the heart of process improvements, whether in Track n Trace solutions, smart managements or predictive / preemptive maintenance. Finding the right balance between needs and Technology is an art. If not carefully assessed with proof of concepts and Pilots this could lead to BIG costs and time expenditures.

Its critical that what ever initiatives you do is linked to a clear why and maps very well to the strategy with clear measurable outcome. Some time we are so driven by tactics or influenced by the market or competition we lose focus on the main purpose. Always keep the main purpose at the center of what you do.

In addition to the above wisdom , always start with a POC that test both the technology but also validate the hypothesis. Understand the impact on the organization both processes and people. At Cisco we had the 3 threes , 3 month , $300k and 3 people to get a project done. Avoid massive transformation that takes years to implement , where by the time you finish its already outdated. Slice it into smaller initiatives and projects 3-3-3.

Before you start running proof of concepts and calculating return on investment, it is crucial to consider your purpose and goals as an organization. Then, understand that evaluating technologies will always be an ongoing process. Being adaptable will only become more important as technological innovation increases its velocity. Having a team with a deep understanding of current and emerging capabilities is critical. Receiving second opinions from advisors and consulting firms will also boost your confidence in making the correct choice. From this vantage point, you increase your probability of success both in terms of vendor selection and technological application.

1. Set aside regular time for exploring new tech. 2. Reward staff when they bring new ideas. 3. Make learning a fun game or competition. 4. Share tech news and updates often. 5. Ask questions and value every idea. 6. Offer training and workshops. 7. Encourage team chats about latest tech finds. By making it fun and rewarding, people will want to keep looking for new tech!

Stakeholder buy-in is crucial as resistance from team-members can be detrimental to the success of the implementation. What works best is showcasing each teammate how the implementation will or will-not affect their current work and focusing on the improvements and asking for their feedback. This way they will feel included instead of threatened which makes the transition easier.

Engage essential users and stakeholders right from the outset. By introducing conference room pilot sessions and aligning users with the vendor's technological solution, we create a dynamic synergy. It's crucial for the team to work closely with the vendor, fostering a deep level of engagement throughout the project. Embracing hands-on experience and active participation within the system environment isn't just an effective training strategy—it's a transformative change management tool. This early involvement ensures that users feel not only comfortable but deeply connected to the process, drastically reducing the likelihood of them viewing the new technology as a mere tool, rather than a catalyst for business transformation.

Monitoring the results is an essential step in minimizing risks during the adoption of new technology. I recommend continuously assessing the technology's performance, its impact on operations, and its ability to meet your organization's objectives. Regularly collect and analyze data, seek feedback from users, and be prepared to make adjustments if necessary. Monitoring ensures that any issues are promptly identified and addressed, reducing the potential for negative outcomes.