How managing “internal change resistance” can make or break your WMS implementation
By Bob C. Kennedy
It’s a great feeling when you come across a sound study that aligns with what experience has taught you. For years, I’ve been preaching about the importance of “change management” when transitioning a team to a new warehouse management system. So, I was nodding along emphatically when I came across this recent article in DC Velocity.
A survey of 306 logistics professionals, conducted by Gartner, Inc., found that a whopping seventy-six percent of logistics transformations never fully succeed, failing to meet critical budget, timeline, or key performance indicator (KPI) metrics. According to Gartner’s press release, “more than 80% of respondents had attempted four transformations in fewer than five years, averaging almost one a year. Internal change resistance played a greater role in obstructing the success of their transformation initiatives than outside pressures.”
What do they mean by “internal change resistance?” One of the most common problems I see during the WMS implementation process is a customer who underestimates the importance of getting buy-in from the workforce. You know the ones: they are the people on the floor who have worked with the existing system for years and hold critical knowledge about how things actually work. They’re comfortable with the way things are. They know the ins and outs. They can make decisions or adjustments and have reasonable expectations about the results. They’ve built a daily rhythm and routine – all based on their existing system.
And now you’re just… changing everything?
We’ve talked previously about common missteps in implementation. Most of these – scope creep, overdoing software enhancements, not sticking to the project schedule – can be avoided or remedied with the proper investment of people, time, and money (or consulting help!). But it all comes to naught if you deliver a new WMS right into the hands into an apprehensive, or even resistant workforce.
And can you blame them for being a little anxious? You are asking your workforce to totally change the way they spend their day making their living. People resist change as part of human nature. Every person wants to live in his or her comfort zone.
That’s why change management is so important to the successful implementation. You must involve key members of the warehouse workforce in the transition, and you cannot over communicate what is happening. I became associated with this quote over the years: “Tell them what you are going to tell them. Then tell them. Then tell them what you told them.” When you openly communicate what is going to happen and why, you create the atmosphere for an easier transition into a new comfort zone. You create trust!
As I read Gartner’s press release, I noted that Snigdha Dewal, Senior Principal Researcher in Gartner’s Supply Chain practice, has a phrase for this approach: “resistance as a resource.”
He’s quoted as saying: "Leaders should engage their teams from the start of the process, embrace the areas of resistance as a resource, not a problem, and act on feedback to adapt transformation plans and how they are implemented.”
In fact, the survey found that while most logistics leaders acknowledged that transformation initiatives are critical to success, “only 20% adopted the approach of ‘using resistance as a resource’ to leverage the collective wisdom of their teams to improve transformation outcomes. Adopting this less common approach dramatically improved the odds of transformation success by 62%.”
When the system goes live, you will be better served if the workforce sees themselves as part of the team. If not, everything that happens during the first days will be “the system’s fault.” The new WMS will get the blame, regardless of what the real issue is, and you’ll be fighting an uphill battle to acceptance.
There is a common sensical, proven formula that has worked time after time. I’d love to share my experiences with you – the good ones and especially the tough ones. I’ve learned a lot!
If you’re struggling to staff a WMS implementation project adequately on your own, there is always plenty of consulting help available. Learn more about RC Kennedy Consulting’s BLITZ program — a quick, top-to-bottom assessment of your operation. You can also always contact us at info@rcksc.com. Once we know what your needs are, we can connect you with the right people from our network of experts.
