A Changing Global View of Technology

Author: Patricia Shafer

This article is adapted from research conducted by growing-global.com partner Patricia Shafer and colleague Dr. Barbara Trautlein, initiated within the Consulting and Coaching for Change Programme, a joint-venture of Oxford University, UK, and Hautes Etudes Commerciales (HEC), Paris.

A funny thing happens in global research. You begin with an idea, shaped by messages reinforced every day that the world is chaotic - separated by nationality and culture. Yet, with an open mind and careful observation, it's possible to conclude the opposite.

This was the case when my colleague Dr. Barbara Trautlein and I conducted a worldwide research initiative from 2004 to 2005, titled: "The World at Work: Men and Women Managers Tells Us What's Changed and What Still Needs to Change in Organizations." We interviewed managers in multinational organizations on five continents, representing nearly 30 nationalities, and spanning the organizational Value Chain.

One of the conclusions we reached is that there is a latent global desire to change the way we use technology in multinational organzations. Accordingly, it's time for technology professionals to rethink their roles, boldly asking: "Are we designing systems to truly enable vs. becoming mesmerized by new technologies?"; "Are we implementing ‘solutions' that will empower rather than encumber?" and "Are we creating rather than eroding connections?"

Technology Looms Large in Managers' Minds

We did not begin our research with a focus on technology, per se. But the subject of technology was certainly present when managers responded to these categories of questions:

• What are the most and least successful change projects you have been involved in or led - and why?
• What has changed most in organizations during your career?
• What still needs to change – in other words, what would the ideal organization of the future look and feel like to you?

Consistently, managers had very strong views about "technology" and its impact on changes that have occurred in organizations. So, we dug into the contents of the interviews and considered:

• How do managers around the world view technology?
• What does the answer imply for information and other technology professionals?

Changed? - People First, Technology Second

What did these managers in multinationals report has changed the most in organizations? Number One in their minds is "people." Around the world and across industries, managers spoke first and foremost about changes in how people are treated in organizations, including increased expectations placed upon them, factors that diminish loyalty, and work-life balance issues. References to changes in the human experience – many of them not desirable - outnumbered all mentions of the "mechanics" of organizations, including structure, systems, technology and results.

However, "technology" ranked Number Two as the aspect of organizations that has changed the most - though it must be noted that technology received the most mentions in North America, fewer in Europe, and - against stereotype – even fewer in Asia. More than half of all managers, including 57 percent of men and 41 percent of women had technology high on their list of changes that have been the most pervasive and had the greatest impact during their careers.

Positive, Negative and Neutral

Yet, while managers were decidedly confident about changes they perceive in organizations, they had mixed feelings about whether the impact of technology has been positive, negative or neutral. About 22.5 percent described technology in positive terms. But 26.4 percent of responses were negative, 39 percent mixed, and 12.1 percent neutral.

In addition, paradoxical examples peppered managers' comments.
For instance, managers reported new flexibility thanks to systems, networks and information management tools. Yet, each change sparked by IT that results in downsizing, cost-cutting and outsourcing seems to have reinforced manager fears that organization leaders really want to make people obsolete.

In the words of one manager: "IT has allowed a lot of centralization capability and centralized control that . . . from an employee standpoint undermines or undervalues the role of the employee . . . It's compromised our organization."

Moreover, managers often cited technology as a key failure factor in change initiatives and said that organizations often apply pressure to technology groups to do things that can't actually be done well.

Managers' Yearning – Not More Process or Technology

Just as provocative, managers rarely mentioned the potential role and value of technology in the future of organizations – particularly their view of the "ideal" organization. Instead, managers vocalized desires for organizations to more actively move toward "putting people first."

Nearly 92 percent of managers said the best organizations would focus more on the human factor by empowering, enabling, and adopting more people-friendly HR strategies in the face of increased pressure to focus on the bottom line. In contrast, technology ranked last of six categories, identified as a key organizational driver in the future by less than 10 percent of managers.

Managers who did mention technology envisioned it primarily as a work facilitator, with a caveat that there is still a lot of room for technology to be used more intelligently. One manager reflected a broad sentiment: "One of the consistent problems is mistaking technology as a leading component of the change process. In fact, it's usually the people side and leadership that is the big challenge."

Opportunities for Technology Professionals

These findings raise the question: "What should information and other technology professionals do – particularly in multinational organizations that span geographies and cultures?

First, celebrate that managers value the influence of technology in achieving greater efficiency and in many cases increased customer satisfaction! But don't stop there. Go further, recognizing that the results beg for a new way to leverage technology in organizations.

In the face of fierce competition and continuous change, manageres are discovering that the 21st century calls for "transactional" success (focused on tasks and processes) combined with "transformational" success (focused on people and relationships). There must be a balance of "doing" with "being."

New Take: Collect, Interpret, Share

The consequence is that technology must be deployed to reduce costs and stay competitive, but also to collect, interpret and share information that helps achieve excellence in human (and therefore organizational) interaction and performance.

The challenge is that many executives and their organization operate in a state of frenzy, focused myopically on productivity and financials. Re-visioning technology calls for a shift in technology values. It means executives, managers and technology professionals stepping back, reflecting and deciding together which technologies fit. This is especially true in multinational firms that must become less hierarchical and more networked.

It's time to start energetic and well-facilitated reflection on better and more people-focused uses of technology. This starts with the leadership skills development that courageously brings forth and facilitates dialogue around important technology questions. Compelling conversation connects people, ideas, organizations and aspiration.

© Copyright October 2005, Compel Ltd., Patricia Shafer
For more information on this topic, the overall research project from which it originates, or permission to use and or distribute, please contact: patricia@growing-global.com Tel: 704.607.1333