This week I asked a hotel Receptionist â€śCan you help me, please?; I can’t get into my room.â€ť She apologised, saying that they had major problems with the room access system, one of the 30 or so computerised systems that the chain replaces under a global ICT programme. In this case 29 of the 30 had been installed and wrestled into shape; but this one was taking a little longer to patch up.
With little prompting she also explained that corporate policy was to change all these systems on a 4-year cycle. And the more experienced staff who have seen scheduled disaster before can reasonably predict the ensuing chaos. It became clear that local staff were powerless to affect this policy, and dug in each time to minimise the effects on customers and operations.
I can see that a corporation working a highly competitive market needs to attract and retain highly mobile customers, and so will wish to acquire the best customer activity information â€“ so replacing tired software makes sense. However I struggle with three aspects:
firstly how can a global HQ knowingly inflict such damage, albeit temporary, on its revenue-producing operations?;
second that it does not allow its operations staff -who would have more current knowledge? no influence over how the changes are implemented; and
third that in a dynamic market it fixes a 4-yearly schedule -whatever happened to ‘If it ain’t broke, don’t fix it?’
Of these three points, the first two appear to reflect assumptions at HQ that do not favour front-line staff, and they certainly offer room for improvement to be gained and to better use the knowledge of staff; however the third has a different character, as this 4-year cycle feels to be arbitrary. This third may present a different scope for better work and as a consequence, reduced costs.
I think I shall write to the chain, and see how many bounces the letter takes before reaching someone who will properly answer. Watch this space, but don’t hold your breath!