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the sake of its own flexibility.
What has been said up to this point regarding people seems very obvious and is not beyond
anybody’s comprehension today; nevertheless, I regret to inform the reader that this is not in line
with what we live on a daily basis in the rollout of projects that involve organizational change.
Due to which, it will be necessary to resort to methodologies and means of implementing a
project that work to minimize these negative factors. At the end of this chapter we will list
some of those means.
5. Culture
This portion which has an impact of twenty-five percent, or rather, larger than the technology
itself, just as when we speak of people, has two focal points.
We refer equally to:
a. Organizational culture
b. Social culture 19 , which in projects of a public and/or regional nature plays a much more
important role.
Regarding organizational culture, we can state with certainty that its impact on the success of the
biometric project will be yielded by the leadership style that the project’s sponsor and director
employ. Issues like the work stability of public employees, the time limits for government
officials in their post, likewise the lack of rewards and reprimands for the employees, make it
barely possible to think of a cultural change in that organization or dependency. Therefore,
when the time for project planning arrives, it will be essential to keep that culture in mind lest
the project fail.
On the level of social culture, I believe the issue is distinct. Even though nations and individuals
have well defined cultures, there are strategies that can be implemented at the time of taking
on a proposal en route to a Biometrics project. Normally, users and/or citizens resist changes
due to lack of communication, the lack of an explanation of the benefits that will accompany
said solution.
If we sought that, on an organizational level, they would be better prepared for the change,
a good policy would be necessary, as L. Schvarstein says, “a good policy would be to provide
organizations with the necessary capacity to maintain good utopias. Utopias are the sign of
dissatisfaction with the present; its submission is a factor of unbalance that cannot but favor the
development of the organization and its members that will give the subject space.” 20 Likewise,
“granting them a structural elasticity that allows them to dispositionally take on situations
of change, this concern will then be something that shan’t be excluded from the planning of
structures.” 20
18 Reingeniería (M Hammer & J Champy, 1994, 80)
19 Definition; The social environment of beliefs created by human beings, customs, areas of knowledge, and the practices that define
conventional conduct in a society. (Newstrom & Davis, 1993)
20 Psicología Social de las Organizaciones (Leonardo Schvarstein, 2002, 246)
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