Article

ECM:
Tips for Managing Change Effectively
By Jim Thumma, Vice President of Sales and Marketing, Optical Image Technology
Part #5 of the ECM Connection Guest Series entitled ECM: Strategies for Success

W
hile researching ECM, you’ve probably read some discouraging statistics about IT
project failures, ranging anywhere from 30% to 50%. Gartner analyst Mark Gilbert
recently noted that over 30% of ECM projects do not realize full success, according
to discussions held with clients during 2008.1 Building the right team, identifying
and articulating project goals, and making appropriate software choices are
critical, but they don’t guarantee success. Although there are numerous reasons for project failure,
I’m going to jump on the bandwagon of change management as one of the root causes, and ride it
through the final article of this series.

Project management and change management are integral to project success, but it’s important to
differentiate them:
• Project management consists of planning, organizing, and managing resources to enable
successful completion of a specific project.
• Change management is a structured approach to transitioning individuals, managers, teams, and
Jim Thumma organizations from their current situation to a desired future state.
VP of Sales and Marketing
Optical Image Technology Change management planning revolves around a specific, well-defined, measurable, realistic, and
(814) 238-0038 achievable project. Managing change starts at the beginning – during the planning stage – and runs
jthumma@docfinity.com through a project’s conclusion, addressing the gradual transition and ongoing support of employees
charged with implementation. Those who recognize its importance typically do it well, but too many
others make major investments in IT without planning for change. Technology cannot be effective
unless people know how to use it effectively and embrace it.

Change Management: Six Steps to Success

1. Assess change readiness
If you want everyone rowing the same boat, the issues have to be on the table. Every concern
– no matter how small it seems – should be considered from the employee perspective. What are
resistance points? Are your employees:
• Unclear why changes are needed? Unsure changes will help the company fulfill its mission or
achieve its goals?
• Clear about the purpose, but unsupportive? If so, why? Are they:
- Anxious about transitioning away from familiar manual processes?
- Afraid some of their documents will be lost permanently?
- Reluctant to expose existing procedural weaknesses?
D o c F i n i t y ®
- Fearful they won’t receive needed training and might fail?
O p t i c a l I m a g e Te c h n o l o g y, I n c .
- Worried automation will destroy their creativity and autonomy?
Imaging, BPM/workflow, and
Document Management Software A team approach to discussing and resolving these issues is paramount to success.

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2. Communicate the reasons for change
Clear, regular, ongoing communication is critical from the start.
Carefully considering drivers for change, weighing costs against
benefits, and budgeting appropriately do not guarantee project
acceptance. Even if you’re charismatic about technology and have
a knack for verbal delivery, communications should be reinforced
regularly in writing. People absorb and understand information
in different ways. Written communication reinforces what’s been
said and ensures everyone has identical information. It presents
irrefutable facts and allows time for reflection and preparation.
3. Develop concrete plans
Plans should never be developed in a vacuum. If you want people
to embrace change, they must have a chance to voice concerns
and offer input from the beginning. Change management isn’t
top-down; it’s listening carefully to concerns and fears – perceived,
imagined, or legitimate – that could become barriers. Open
communications provide valuable insight, letting you lay the
foundations for effective change.
4. Reveal how changes will affect employees
Even the most dedicated employees want to know how change will
affect them personally. They’ll ponder:
• How will this change affect my work on a daily basis?
• What will I need to do differently?
• Will I need more skills to be successful? How will I learn them?
• Will changes be sufficiently tested to ensure they’ll work?
• Will automation affect my position? Will I be moved to
another area or eliminated?
Many companies implementing ECM take advantage of efficiency
gains by repurposing employees to more meaningful work. The
aim is not to eliminate people, but to position them to handle
work more efficiently. Communicate your plans openly. People
can accept change if they know what to expect. Managing
expectations is tricky, but it’s vital to project success.
5. Present a united front
Company leadership – executives, department heads, and IT – must
present a unified vision and convey project support if they expect
employees to embrace it. Indifference can lead to project demise.
Make sure you communicate:
• Firm commitment to project goals, while accepting input on
the details.
• Specific, achievable objectives along with schematics for
achieving them.
• Benchmarks for success and a realistic timetable.
• Plans for training appropriate to each employee’s skill level
and understanding.
Optical Image Technology • 100 Oakwood Avenue, State College, PA 16803 • 800-678-3241 • www.docfinity.com
• Documentation that will be available to support end-user
adoption.
• Opportunities for end users to give feedback during and after
project rollout.
• Meaningful opportunities for career growth when automation
assumes routine tasks.
• End users’ role in ongoing process improvement (beyond the
project).
After your plans are in place, revisit them often. Don’t bury
yourselves in meetings and hope plans will fly. Encourage
feedback as you advance. Projects have potholes and diversions;
you just need to keep your eyes open so they don’t become
calamities.
6. Manage resistance
Someone usually resists change, making life difficult. Negativism
sabotages project acceptance. Identify nay sayers. Understand
their concerns. Help them to see how ECM will make their lives
easier. If possible, introduce one of your vendor’s clients – end
users – to share their initial fears, successful outcomes, and
expanded vision for the future as a result of ECM. If you can
convert your greatest opponent into a project evangelist, you may
exceed your own expectations.
Make the most of the opportunity
Change isn’t easy, but there’s no reason for an ECM implementation
to fail if the project is well planned and potential issues are
proactively addressed. If you work alongside employees to meet
prudent, achievable goals, you won’t fail. By making company
processes transparent, encouraging open dialogue, and being
receptive to constructive criticism, you’ll help your people to
accept change and will reap great rewards. When your employees
say, “Look what we’ve accomplished so far,” you’ll know you’re on
the right path.
1
Mark Gilbert, Build Your 2009 ECM Project Road Map to Avoid Failure Trend,
published in March 2009.
Optical Image Technology offers an integrated
suite of imaging, document management,
D o c F i n i t y
and workflow software, including document
®
archiving, lifecycle management, electronic forms, and email management
products. To learn more about our products and services visit our website at
www.docfinity.com, email info@docfinity.com, or call us at 800-678-3241.
©2009 Optical Image Technology, Inc. All rights reserved. DocFinity is a registered trademark of
Optical Image Technology, Inc.
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