What's the hardest part of introducing new technology?

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Director IT | CTO Office | Digital Factory / Industry 4.0 in Hardware, 10,001+ employees
When you're introducing new technology, change management is the hardest part. The people who are doing the technology love it, but success rests on change management as a whole. That includes communicating with, retraining and educating folks. You have to explain that there’s a shift, a migration and a backup. All of those come to mind when you're doing a technology shift, so you always need to make that decision with the knowledge that you're going to add more to everybody’s workload for a while.
Chief Information Technology Officer in Finance (non-banking), 51 - 200 employees
Customer buy-in, change is always hard and users usually hate it. The easiest way is working to create a mindset from the user perspective where technology becomes a solution instead of a requirement
Head / Vice President - Technology Solutions in Software, 51 - 200 employees
New technology is like stranger as a friend and people prefer to have known enemy than to have an unknown friend.
Any new technology or process will have resistance from the users.  It is difficult to prove the value without sufficient historic information to support the case.
The other factors like available knowledge base and support for the new technology are also an area of concerns. 
Director, Infrastructure, Operations & Security in Consumer Goods, 1,001 - 5,000 employees
In my experience, buy-in from the business is one of the hardest parts. The way to combat this is to include a majority of the stakeholders at the very beginning so that they feel part of the entire process. This has worked well so far, for me.
Director of Information Technology in Services (non-Government), 51 - 200 employees
The learning curve for older users and buy-in for employees.
VP in Software, 10,001+ employees
OCM Organization Change Management, Agility to accept new, skill shortage for new tech.
Director of Engineering in Services (non-Government), 2 - 10 employees
Retiring the old one
CEO in Software, 11 - 50 employees
It depends on whether you're replacing an existing solution or bringing entirely new capabilities. When replacing existing you often have to overcome 3 major issue areas:
1. Some portion of the customer population won't want to change
2. Integrations between the old solution and other solutions (I.e., the service desk)
3. The risk of attempting to incorporate all the bad practice that exists with the old solution into the new one. 

Recognizing the above ahead of time can help avoid the worst impacts. 

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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Director of Finance, Self-employed
We have a dedicated change management and communications team who we call in for consult and/or execution of any initiative. Its part of our dept culture at this point. 

1.4k views1 Comment

Director of IT, Self-employed
One thing I do is include them in the meetings about the changes that will take place and get their opinion.  I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.

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