Six months after go-live, your team is still producing the old report. That is not a training issue.
Three levers determine whether a team adopts a new system, and only one of them is ever discussed.
What the manager asks for. A manager who requests a figure produced by the new system has made that system load-bearing.
What the manager stops asking for. This is the highest-leverage act available in an implementation and it is almost never named as one. As long as the old report, the old spreadsheet or the old verbal update is still requested, the previous arrangement is operational and the new one is optional. This is how an organisation ends up running two systems and paying for both, without anybody having decided to.
What the manager does personally. Teams read behaviour rather than statements.
None of the three is a communication problem, which is why communication does not fix them.
Ask three managers in your organisation what they have been explicitly permitted to stop doing. If none of them can answer, that list is worth writing this week.
Built to Be Used, chapter 15, sets out what managers need that a briefing pack cannot give them.
#Leadership #ChangeManagement #MiddleManagement
This article accompanies the book Built to Be Used.