The introduction of a technology to an organization can create conflicts and opportunities for productivity improvements. This is the case with extract, transform and load (ETL) technology.

Though technology changes rapidly, human behavior does not; and matters can degenerate into territorial politics unless management provides leadership. The ETL tool often operates at an architectural choke point, where transaction data is funneled, transformed and filtered while being collected and aggregated for query- intensive processes in the decision support data warehousing system. It's located at an architectural control point – a sort of Straight of Hormuz – through which the data must pass. If you wanted to seize control of the government of Chile, for example, you would grab the TV station and the airport; if you wanted to seize control of business intelligence in the enterprise, you would seize control of the ETL tool and its meta data repository. While that is not a probable scenario, what is likely is that the staff will feel uncertain about roles or responsibilities in the face of technological change occasioned by the introduction of an ETL tool. Therefore, organizations must plan and implement a transition to the new technology with an understanding of how the cross-functional team will operate.

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