Information Technology Adoption in Multidisciplinary and Multiorganizational Environments
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The document discusses the challenges of technology adoption in multidisciplinary and multiorganizational contexts, particularly focusing on the development of geoinformation systems in Argentina. It highlights issues such as organizational resistance, the need for effective integration of new technologies, and the importance of human factors in the acceptance process. Key lessons involve recognizing the significance of a supportive business model, training, and top-down administrative support to ensure successful implementation of technological projects.
Information Technology Adoption in Multidisciplinary and Multiorganizational Environments
- 1. Information Technology Adoption in Multidisciplinary and Multiorganizational Environments NRDM Workshop - Data Governance Gabriel Asato Geological and Mining Survey of Argentina Commision for the Management and Application of GeoInformation Member of Open Geospatial Consortium Speaker Bureau Member of NRDM Advisor Board
- 2. Introduction The Beginning of a Good Idea I have a good idea!! The developed product will be really nice!!! I think the product/app/system will help the development of my organization Gabriel Asato -NRDM 2013
- 3. But what use to be happen... New ideas or advanced technologies are not easily accepted by people either organizations.
- 4. Why? Real life tell us: ● The process of technology adoption is not an easy process despite of the promising future. Gabriel Asato -NRDM 2013
- 5. The Millon Dolar Question We have technology, know-how and we know the benefits of the development of this new kind of technology But.. How we can develop an integrated and operational product/app/system? Why the organization/people is not accepting my new idea?
- 6. What this Presentation Will Explain? Some issues about new technology adoption process (by my experiences and conclusions developing Geoinformation Systems for National Organizations in Argentina) Gabriel Asato -NRDM 2013
- 7. A Short Story About a GeoIT Scientist and His Developments Geologist 1990 Remote Sensing Specialist 1992 (RS and GIS for Mining Exploration) GIS Developer 1993 (Development of Geological Digital Map) …. Gabriel Asato -NRDM 2013
- 8. How the National Digital Map Project was Made ● Business Model ● Development of Standards and Methodologies ● Information Architecture ● Applications ● Test Application/Demo ● Product Gabriel Asato -NRDM 2013
- 9. Big Problem: Technology Acceptance and Adoption ● The infrastructure aim of the Geological Digital Map was to create a corporate system that will support production and information requirements of the organization. ● But the concept of corporate system was never understood (accepted) despite of the proven benefits of the Digital Geological Map Production System. Gabriel Asato -NRDM 2013
- 10. Unsuccess-Consequences ● The System is not well integrated with the organization work flow ● The System and their products cannot be replicated by others (then enhanced) ● There are no other developments created based on the previous experience. ● People didn’t learn something new ● New errors == old errors (re-invention of the wheel) Gabriel Asato -NRDM 2013
- 11. Solutions? ● Training? ● Marketing? ● Proof of concepts? ● Operative pilots? Gabriel Asato -NRDM 2013
- 12. Success? In consequence I was: Accepted by the international GIT community Recognized by argentinean universities and organizations as a main GIS trainer But... The main aim was not reached The organization still not have a corporative system
- 13. Lessons Learnt
- 14. Good Systems Designs Will not Guarantee Project Success It was learnt that human factor is important in the process of technology adoption and acceptance. The Technological Project must be accepted by people!!!! Gabriel Asato -NRDM 2013
- 15. My Personal History 2 Coordinating Multidisciplinary and Multiorganizational Projects Lessons Learnt
- 16. Coordinating Groups CGI-IUGS (Interoperability for Geosciences) RedOT (Inf. Sys. Group for Land Management) Argentina Data Providers for Natural Hazards and Risk Management (Interoperability Group) GT.SIG (GeoInformation for eGov) Gabriel Asato -NRDM 2013
- 17. Issues About Group and Technology Acceptance Management ● Business Model ● Organizations and Know-How Management ● System/Applications Development Stages in a Organization ● Professional Impedance Mismatch ● Working Group Coordination ● Dynamics of a Working Group ● Technology Acceptance Model ● Organization/Head Support (top-bottom model) ● External and Potential Partners Gabriel Asato -NRDM 2013
- 18. Business Model ● ● ● ● About the business objectives of your organization About the information constraints Quality criteria (data, products,etc) Available Infrastructure ○ Physical ○ Human resources ○ Know how ● Relationships, expected benefits, etc. The definition of business model is essential to define the context, objectives and constraints of our information system Gabriel Asato -NRDM 2013
- 19. North Business Model is the North for Information Projects in your Organization!!! Gabriel Asato -NRDM 2013
- 20. Contextual Analysis: Organization Tradition and Working Style. Integration of New Developments New developments must be linked to existing practices and rules. It is well known that starting a project from zero forgetting previous experiences will have a lot of difficulties to be integrated to the daily operations in the organization. Staff know the why of the ways and methodologies. Any improvement or reform should be formulated on previous structures.
- 21. Development Stages ● ● ● ● ● Laboratory Unit Departament Organization Public Gabriel Asato -NRDM 2013 Increase cost development Decrease user interface complexity
- 22. Human Factor The most complex variable
- 23. The Multidisciplinary Working Group Professional Impedance Mismatch ○ ○ ○ Different Practices Different Cultures Different Technical Language People need to know how to speak each other!! A meeting and working methodology is needed Gabriel Asato -NRDM 2013
- 24. Working with Partners ● People hate feel ignorant ● People join to a new project by personal interests (they need to understand that participation will gave any kind of profit) ● People need to be part of the project (appropriation). ● Appropriation promote group creativity ● Project leader will probably knows the how-to’s but sometimes is much better look ignorant.(one eye man in the kingdom of blind people is a mad!!!) Gabriel Asato -NRDM 2013
- 25. Working Group Partners ● ● ● ● Innovators Early Adopters Majority Neg. Opposition ○ Lagard ○ Old-King ○ Neo-Luddite Gabriel Asato -NRDM 2013
- 26. Head Support Top-Bottom Model Successful adoption is highly dependent on the degree, stability and wisdom of the administrative sponsorship. There are no successful adoption without CEO's compromises Gabriel Asato -NRDM 2013
- 27. Technology Acceptance Model TAM Useful Easy to use Gabriel Asato -NRDM 2013
- 28. Working With External Partners ● Stakeholders ● Society/Public Gabriel Asato -NRDM 2013
- 29. Final Remarks ● It is well known that new and complex technologies adoption process use to be a difficult process ● It demand important investments in research and development and sometimes the product (result) will be not accepted by users despite the promise of potential benefits Gabriel Asato -NRDM 2013
- 30. Final Remarks Technology adoption by an organization consists on studying the processes and objectives of the organization, and is part of a long negotiation with members of staff and users in order to create an operational and useful product/application/system Gabriel Asato -NRDM 2013
- 31. Adoption means: Change Management
- 32. Muito Obrigado!!! Muchas Gracias!!! Thank You Very Much!!!