Autora: Lorena Sánchez Osorio
Today, I want to tell a story to make my point, but I'll give you a heads-up: the conclusion will be that there is no knowledge generation without proper change management.
A few years ago, a new leader of a company hired us to automate the reporting process. This process had the team exhausted, and he needed his team to generate knowledge, analyze, and contribute value to the organization. Creating reports wouldn't achieve that. He had an excellent initiative, and, of course, we would support him with the reports. We divided the project into two parts. The first part was the requirements gathering, and with the approved input from this first part, we could quote the second part and execute the long-awaited report automation.
We started the first part of the project with a notably motivated team, except for the most senior worker. For the purposes of the story, let's call him Pedro. He had a negative leadership position in front of the team. What began with a motivated team became difficult to work with, and the processes handled by the teams were getting lost because it became increasingly complex to document them. We asked for support from the leader who contacted us, and he couldn't motivate the team. We asked to talk to the team without the presence of the leaders..
"What happened changed my way of experiencing data projects"
For context, we were in the year 2013-2014, and Pedro was only 2 years away from retiring. When we sat down to understand the team, Pedro told us that he was very afraid of losing his job. He thought that at his age, he didn't know how to work with technology. And if they took away the report, why were they still paying him? He didn't understand his value, and although we understood his fear, we worked to show him the other side of the coin. He could get home on time and work while seeing his children without fail. From there, the project flowed, and we successfully completed the first stage.
I must be honest. The first stage of the project suffered a delay in the schedule and, naturally, an additional cost. However, the automation project fulfilled its objective and provided well-being to the team and their families. But the lesson this work left us with was crucial for my career. I can do the best job, but if we don't have the support of the team, that project will never provide well-being. And that precisely became Wadua's purpose: the generation of well-being. We wouldn't fulfill the purpose without having the correct change management of ALL the team members.
Let this article be a call to project leaders. It's important to manage resources for projects, but above all, to help us manage the expectations and fears of the process participants. They will make the projects a success or a resounding failure, and they will make the generation of well-being very complex, which is what drives us.
At Wadua, we have
processes supported by innovative methodologies that allow for a correct project lift. We have dedicated ourselves to studying analytics project management and have been perfecting our methodology for over 6 years. We invite you to include us from the beginning of the projects.
We have the ability to support requirements gathering, and we have evidence of how differential this process becomes in the final result.
Contact us. Our sales team will be more than willing to listen to you.
Data and Change Management