Avoiding the "Edsel" Implementation
Large software implementations require planning, time and resources. The process begins when companies recognize deficiencies in their current systems and desire a change. After selecting the software, allocating the time and acquiring the resources, they bring in the Consultant. The role of the Consultant can be both demanding and rewarding, and the end result can either be a success or a solution that satisfies everyone but pleases no one, the Edsel.
In the late 1950's the Ford Motor Company created a new brand, the Edsel. Designed to introduce a new type of car to the American consumer it is now perceived as one of the auto industry's largest blunders. What started out to be and energetic initiative failed quickly and publically in its implementation and execution. While there are many theories and even more finger-pointing as to the cause of the failure, three key problems parallel the world of software implementations.
The result must address a specific need
Ford initially planned the Edsel brand to fill a perceived gap between their Mercury and Ford brands but ended up competing with their other offerings. This not only exhausted company resources by duplicating existing efforts, but failed to fill a specific customer need. Customers were left confused and ultimately declined to accept the new product, favoring the more familiar and functional products instead.
At the onset of planning software implementations, the need must be clearly identified and addressed. If replacing old systems, the new systems must for example, increase efficiency while decreasing maintenance. They must extend current capabilities or increase participation. If adding to current systems, the implementation must properly integrate and communicate with older systems without duplicating their processes.
Timing is everything
Along with poor product placement and questionable designs, the Edsel was introduced during a period of significant economic downturn. Had other factors not been realized, this alone would have posed a threat to the success of the new brand.
The parallel here is that the introduction of new software systems must be timed appropriately within an organization’s calendar. For example, scheduling an implementation before or after seasons of peak business activity may minimize production distractions and lessen the risk of over-burdening key resources (people). For software implementations, slower economic cycles can be seen as opportunities to increase the efficiency and effectiveness of existing business processes in preparation for economic rebound.
Customers must remain in focus
Had customers been kept closer during the design and review of the Edsel line, Ford may have been able to respond with needed revisions or even delay the release all together. As it turned out, despite some innovative product ideas, customers were generally not attracted to the new car and did not identify with its placement within the carmaker’s family.
The success of a major software implementation in an organization depends heavily on the buy-in from our customers, the users. Understanding the users and how they work and then incorporating that into the final design is imperative to gaining acceptance and meeting requirements.
