The Impact of Technology Insertion on Organisations

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HFIDTC/2/12.2.1/1 Version 3 / 21 November 2007 1 Executive Summary <strong>Technology</strong> <strong>Insertion</strong>, the activity <strong>of</strong> introducing new technology into an existing system is a massive challenge and one that is receiving more attention from technology researchers and practitioners. It is also clear that the development <strong>of</strong> technology has a long history <strong>of</strong> impacting upon the organisation. This report focuses on the challenges <strong>of</strong> technology insertion as well as the impacts that technologies have had upon organisations during recent decades. A literature review was carried out in order to gain insight into the existing knowledge surrounding the areas <strong>of</strong> technology insertion and the impact <strong>of</strong> technology upon organisations. Case studies were selected from both the extant literature and from knowledge gathered during interviews with subject matter experts. <strong>The</strong> literature suggests that technology insertion projects, and technology projects as a whole, are prone to failure. It appears that only around 25 to 50 per cent <strong>of</strong> projects successfully integrate new technology with the business goals <strong>of</strong> the organisation. <strong>The</strong> reasons for such a high failure rate are the number and type <strong>of</strong> risks that threaten technology programmes. Research has found that the implementation <strong>of</strong> new technology is a stressful experience, and can be the most time-consuming, expensive and frustrating part <strong>of</strong> any technology project. Despite the development <strong>of</strong> risk assessment tools and techniques, research has found that the rate <strong>of</strong> technology project failure has not reduced. <strong>The</strong> case study evidence suggests that risk assessment tools are applied to these projects, but they do not support assessors in identifying either common or unexpected risks. When looking at the impact <strong>of</strong> technology on organisations, the early literature assumes technology to be an objective, external force that has a deterministic impact on organisational properties such as size and structure. In contrast, later researchers focused on the human intentions associated with bringing in technology. More recent thinking recognises the contribution <strong>of</strong> both technological and social factors on organisational outcomes, an approach developed in response to the perceived deficiencies <strong>of</strong> technological and social determinist positions. Current thinking suggests that it is not possible to predict outright whether a technology will be a success or failure for the simple reason that there are too many interacting organisational and technical variables at work. This evidence means that it is currently very difficult, if not impossible, to accurately predict the impact that a new technology will have upon an organisation. This scoping study argues that existing risk assessment and project management tools do not provide sufficient support to technology insertion practitioners. Existing tools allow users to, inadvertently, take a narrow view and ignore key organisational, contextual and systemic factors. A toolkit designed to alert the practitioner to a broader range <strong>of</strong> issues, including the technical, human, systemic and organisational, would be a valuable development in helping achieve successful technology insertion programmes. 1
HFIDTC/2/12.2.1/1 Version 3 / 21 November 2007 2 Introduction This report was produced by the Human Factors Integration Defence <strong>Technology</strong> Centre (HFI DTC) on behalf <strong>of</strong> the Research Acquisition Organisation (RAO). <strong>The</strong> Ministry <strong>of</strong> Defence (MoD) is currently concerned about the impact <strong>of</strong> introducing new technology within military organisations. As one <strong>of</strong> the key HFI DTC output owners, the Directorate <strong>of</strong> Analysis, Experimentation and Simulation (DAES) requested that research be conducted to examine the issues surrounding technology insertion and the impact introduction <strong>of</strong> technology has upon organisations. ‘<strong>The</strong> levels <strong>of</strong> sophistication <strong>of</strong> emerging equipments and concepts for the Armed Forces have the capability to <strong>of</strong>fer significant benefits to the performance <strong>of</strong> military operations at all levels in the armed forces. <strong>The</strong> likely benefits that will be accrued from these equipments and concepts range from achievement <strong>of</strong> more timely and appropriate effects to effecting manpower savings and workload reductions. However, the insertion <strong>of</strong> new technology, or introduction <strong>of</strong> new concepts on to existing structures will almost certainly reveal socio-technological threats that could inhibit or negate the anticipated benefits’ [DAES/Dstl Task Requirement Document to HFI DTC]. <strong>The</strong> aim <strong>of</strong> this phase <strong>of</strong> the work is to provide an in-depth review <strong>of</strong> the state <strong>of</strong> the art research into this topic and investigate the feasibility <strong>of</strong> developing a tool kit that could be used to identify the likely impacts <strong>of</strong> emerging technologies and concepts on organisations across all Defence Lines <strong>of</strong> Development (DLOD). 2.1 Background <strong>The</strong> evidence suggests that besides the intended consequences <strong>of</strong> bringing in a new technology, other, unplanned organisational impacts may occur. This study examines whether these impacts are predictable or boundable to any extent. Inserting new technologies into established systems and organisations is a massive challenge, and one that is receiving more attention from technology researchers and practitioners. This report details the risks that lead to <strong>Technology</strong> <strong>Insertion</strong> (TI) failures and describes the methods and techniques currently available to practitioners and planners. This scoping study seeks to understand why technology insertion is so problematic and whether tools or techniques can be developed to support those whose responsibility it is to undertake TI projects. <strong>The</strong> usage <strong>of</strong> the term <strong>Technology</strong> <strong>Insertion</strong> in many definitions relates to the introduction <strong>of</strong> new technologies into existing systems that are at stages equivalent to the UK’s post- Main Gate. <strong>The</strong> term ‘technology insertion’ appears to be a military one and has arguably emerged as a direct consequence <strong>of</strong> the difficulties military organisations have experienced whilst upgrading platform components and in attempting to introduce new technologies into service. According to QinetiQ’s TIMPA (<strong>Technology</strong> <strong>Insertion</strong> Major Project Area) website [1], <strong>Technology</strong> <strong>Insertion</strong> is: 2
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The Impact of Technology Insertion on Organisations

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