Companies attempting to undertake large technological implementations before making cultural changes are “putting the cart before the horse”, says Mark Becker, director of programme management at KPMG Consulting.
Becker warned that failing to address cultural issues before starting a change initiative could put the project at risk because staff will feel hostile to changes they do not understand or feel part of.
In order to have effective project management Becker believes it “must involve the co-ordination of strategic change and the realisation of benefits across the three principal areas of business – people, processes and technology”.
He added: “However many organisations still perceive the former as being less important than the other two aspects.”
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