Imagine for a moment an audit scenario: Your employees face significant workload and pressure in their day-to-day work, and suddenly they realize that their compliance with licensing requirements still leaves a lot to be desired. They are revealed to be ignorant of the licensing situation in their own company, and even fear dismissals due to a punitive fine. The employees become enraged and start pointing the finger at each other. The general motivation to embrace change in a positive light takes a steep nosedive.
The decision to introduce Software Asset Management throughout the company was taken at management level and was communicated in the following instruction: “We’re going to launch SAM now. Over to you, Mr. XY, get it done!” But Mr. XY feels abandoned and doesn’t even realize how Software Asset Management could help him and his work. It gets too much for him, and so he is no longer able to invest his skills and expertise.
Decisions made at management level need ongoing support from the senior echelons of the company. Ideas will only be successful if they are embraced “at the top”. The aim must be to integrate staff members at the earliest opportunity and to pick them up directly in their own working environments. It is imperative to address questions like “Will I now be observed?”, “Is this going to replace me?”, “What will my job look like in future?”, “What do I stand to lose?”, “Will I even cope with the new SAM software?” Anyone who has experienced change processes on frequent occasions will know that these questions are rarely about content. Instead they are – and the processes they release – highly emotional for users.