Is management commitment still the most important critical success factor when implementing technology in a business?
I was looking at some material I wrote over 20 years ago on the critical success factors of ERP implementations. It listed 6 factors that could be applied to any technology implementation, not just an ERP project. The number 1 critical success factor was “management commitment”.
This had me wondering if management commitment to a technology implementation in a business is still the number one critical success factor. I claim this is still case given these 3 perennial aspects of a technology implementation:
- Technology Strategy Aligned with Business Strategy: Management commitment to a technology project demonstrates the success of the implementation is important to the business strategy. If all the CXOs show interest in the project, then it must be important to the business and receive the attention it deserves.
- Committing Business Resources: The authority to commit resources to implementation. This is not only the funding for the project but internal and external human resources that need to be assigned to the implementation project. This enables having the right people on the project who know the business and can drive towards making the technology deliver the expected benefits.
- Driving Business Change: Most technology implementations drive change to business processes, how performance is measured, resources are assigned, etc. Management needs to be committed to supporting and contributing to change management programs.
Technology implementation projects are far too often just another IT project. Management commitment will change this to a business implementation project with IT providing the appropriate support and resources.
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