Only the foolhardy, heedless of their own peril, fail to marry technological advances with cultural change. Pretty much anyone who has spent time in a modern enterprise can think of one or two major initiatives that struck out because the implementers failed to capture the hearts and minds of key stakeholders. In today’s business climate, almost every organization pays at least lip service to governance, risk and compliance management. The companies that care, usually the best-run enterprises, are taking it to the next level and reviewing their compliance obligations. Part of the review process involves formalizing their approach to compliance with the assistance of computer systems that ensure an organization can easily report on compliance or prove it to an auditor.

However, all too often what is overlooked when these projects are being planned and implemented is the people aspect. Many projects fail because they only gather support from senior management who sign the purchase agreement but don’t actually use the technology. Technology introductions succeed or fail based on how effective the organization is at getting the end users to change their way of working and how the organization supports that way of working.

Register or login for access to this item and much more

All Information Management content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access