Launching a new IT system without resistance

• More than 50 years after it was founded, a public library wanted to install an eLibrary, making e-books, e-papers (newspapers and magazines), and audiobooks available for digital lending.
• With this new digital offering, the operators wanted to attract additional target groups and tap into a new source of income.

• The announcement triggered two fundamentally different reactions among employees: Some were cautious and skeptical about the innovation. Others could hardly wait for the introduction of the e-book lending service.
• The challenge was therefore to keep the motivated employees on board by implementing the project quickly and to convince the skeptics of the benefits that the successful completion of the project would have for them (e.g., more satisfied customers thanks to a wider selection of media).
• In line with the ADKAR model, many employees quickly understood what the new system would offer their customers and themselves (Awareness). This was one of the main reasons why they welcomed its introduction in principle (Desire) – but for a long time took little notice of the project (which is typical for the launch of new ERP or other IT systems).

• However, what everyone lacked was Knowledge of how this change would be implemented in detail. This included detailed knowledge of:

– the functionality of the new system

– the new processes

– the additional tasks for each individual.

• The primary task was therefore to involve those affected at a very early stage and allow them to participate. This was already done during the selection phase for partners for an e-lending library network and when selecting the appropriate software provider.
• This made it clear to everyone – including the works council, which was duly involved – what to expect and what this would mean for their specific work.
• This was followed by role-specific training, e.g., in digital rights management or in the interface to the existing library software (for user authentication, access to lending functions, etc.).
• Because many questions naturally arise after the launch of new software, the training sessions were followed by support meetings and other offerings to fill knowledge gaps.
• In the end, the new IT system was introduced without resistance, productivity losses, or other typical negative consequences of a poorly prepared change.