Develop Strategies to Prepare for Emerging Technologies and Practices

To develop strategies for emerging technologies and practices, you must first develop strategies to prepare the organisation for the impacts of emerging technology and practices. Strategies to prepare for impacts refer to deliberate and planned approaches and actions. These anticipate and manage the effects of emerging technologies and practices. They ensure organisations can respond to the challenges and opportunities. These minimise disruptions and maximise benefits.

Impacts of Emerging Technologies

There are various strategies to prepare an organisation for the impacts of emerging technologies. These strategies can vary depending on the organisation and purpose. However, here are some strategies you can use:

Impact Assessment and Readiness Planning

This involves a systematic evaluation of the potential effects of adopting new technologies in areas, such as:

Readiness plans detail the actions required to mitigate risks and optimise benefits. This ensures the organisation is well-prepared for the specific impacts of emerging technologies.

Continuous Learning and Skill Development

This fosters a culture of adaptability and innovation within the organisation. It ensures employees remain updated with the latest technologies and can apply them to their roles. This enhances the overall productivity.

Change Management and Communication

This is critical for a smooth transition. Effective communication ensures employees are informed about the following:

• Reasons for change

• Benefits of new technologies

• Roles in the adoption process

It also addresses any concerns or resistance, helping create a positive transition experience.

Innovation and Research and Development (R&D)

This strategy fosters a culture of creativity. It enables the organisation to identify and develop innovative technologies. Organisations that invest in innovation and R&D are better placed to stay ahead of the curve.

Cybersecurity

This refers to a comprehensive plan and set of practices an organisation puts in place. They protect information networks and data from unauthorised access and cyber threats. This strategy includes a range of measures, including:

The Australian Privacy Principles (APPs) regulate how organisations handle and protect personal information. They are critical in data privacy and cybersecurity. These outline the need for robust data protection measures. Organisations must implement strong cybersecurity practices to meet the APPs' requirements. Cybersecurity safeguards personal data and ensures compliance with the APPs. This fosters trust and privacy for individuals in the digital age.

Data Privacy

This approach ensures organisational personal and sensitive data complies with legal standards. It includes policies, procedures and technology solutions that focus on:

• Respecting individuals' rights to data protection
• Obtaining consent for data processing
• Minimising the risk of data breaches

It aims to build trust with stakeholders by committing to protect their personal information. This prioritises compliance with data privacy regulations. Emerging technologies and practices must align with these regulations, including:

Organisations should adopt a data minimisation approach. Collect only the data necessary for the intended purpose. This should emphasise the responsible collection and storage of personal information. It reduces the risk associated with storing unnecessary data.

Impacts of Emerging Practices

Here are examples of strategies to prepare an organisation for the impacts of emerging practices:

• Pilot projects: These allow organisations to assess their feasibility, impact and alignment with business objectives. They help identify potential challenges and successes, ensuring a smoother adoption process.
• Change management and employee engagement: This addresses resistance to change and ensures employees are involved in the transition. Effective engagement fosters a sense of ownership and commitment to the new practices.
• Benchmarking: This provides valuable insights into what works in similar organisations and industries. It allows for the incorporation of established and effective practices. Likewise, it reduces the risk of implementation failures.
• Professional networks and external audits: These offer access to a wealth of knowledge and experiences. They provide an objective evaluation of the organisation's readiness for new practices.
• Performance metrics and evaluation frameworks: These measure the impact and effectiveness of new practices. These measurable performance indicators enable you to track the success of the adopted practices. They also allow for adjustments and improvements based on data-driven insights.

There are steps to develop strategies to prepare for the impacts of emerging technologies and practices. These ensure the organisation is well-equipped to adapt to developments. Here are the steps to develop these strategies:

1. Assess the current technologies and practices: Conduct an in-depth assessment of the organisation's current state. This includes its technology infrastructure, workforce skills, existing practices and culture. This provides a baseline for understanding the organisation's readiness for change.
2. Review the emerging technologies and practices: Review emerging technologies and practices. They are relevant to the organisation's industry and objectives. You must stay updated on trends and developments.
3. Formulate strategies to prepare for the impacts: Develop a set of strategies tailored to the organisation's needs. These strategies will prepare the organisation to respond to the impacts of emerging technologies and practices. These should address key considerations, such as:
   • Potential organisational opportunities and threats resulting from the emerging technology and practice
   • Likely impact on current organisational technologies and practices
   • Objectives of the organisation in responding to the emerging technology or practice
   • Changes required to achieve the intended objectives of the organisation
   • Considerations for how to implement the changes required

4. Design a detailed plan: Lay out a detailed plan for implementing the strategies, including:

• timelines
• responsible parties
• performance milestones

By following these steps, you can systematically develop and execute strategies. These prepare them for the impacts of emerging technologies and practices. Likewise, they ensure a smoother transition and successful integration into their operations. After developing these strategies, you must document them. Documenting strategies is essential for clear communication, implementation and future reference. Here are the steps you can follow to document these strategies:

Identify and document changes to organisational technologies and practices. Changes refer to the modifications or adjustments an organisation makes. These changes can happen to the existing technologies, processes or practices. This is to adopt or integrate the emerging technology or practice effectively.

Identifying changes means recognising these modifications and adjustments. They are identified based on the strategies developed to prepare the organisation for the impacts of emerging technologies and practices. Changes to organisational technologies required based on strategies can include:

On the other hand, changes to organisational practices required based on strategies can include:

• Business processes: Check and optimise existing business processes. This ensures they align with the efficiencies and capabilities offered by emerging technologies. Introduce automation to streamline repetitive tasks and improve operational efficiency.
• Regulatory compliance: Ensure the organisation complies with new regulations associated with the emerging practice. Adjust policies and procedures as necessary.
• Data privacy and security: Develop and enforce data privacy policies. This ensures compliance with regulations and protects user information.

Identifying changes to organisational technologies and practices involves a structured process. Here are the steps to identify these changes:

These have a direct impact on organisational technologies and practices.

1. Review strategy documents

   These are those you developed to prepare the organisation for the impacts of emerging technologies and practices. These documents should outline the objectives and initiatives.

2. Identify specific initiatives
   • These could include the following for emerging technologies: Technology upgrades, Software implementations, Process automation.
   • On the other hand, these may involve changes in the following for emerging practices: Workflows, Processes, Policies, Work cultural aspects.
3. Prioritise changes

   Prioritise the identified changes. This is based on their criticality and alignment with the organisation's strategic objectives. Determine which changes are most urgent and should be addressed first.

4. Select the emerging technology or practice to adopt

   Conduct a selection process if the strategy includes adopting new technologies and practices. This is to choose the most suitable options. This can involve the following practices for emerging technologies:

   • Evaluating vendor solutions
   • Conducting proofs of concept
   • Considering scalability and compatibility

   On the other hand, you can consider the following practices for emerging practices:

   • Researching best practices
   • Conducting pilot programs
   • Considering cultural fit

These steps allow you to identify the changes required in their technologies and practices. This ensures that technology changes align with organisational goals and contribute to adopting emerging technologies and practices successfully.

Documenting Changes

After identifying these changes, you can start documenting them. Documenting changes to organisational technologies and practices is crucial. It ensures clear communication and successful implementation. In documenting these changes, you must create a change document outline.

A change document outline is a structured framework or plan. It outlines the key components of a document aimed at documenting changes needed within an organisation. This includes plans to respond to emerging technologies and practices. The content of this change document outline can vary depending on the organisation. However, you can include general key sections and subsections to create an outline for this document. These will cover various aspects of the required changes. Here are the general key sections and subsections to document these changes:

• Change overview: Begin the document with an overview. This explains the context of the required changes. It includes the strategies and objectives for these changes.
• Change descriptions: Provide detailed descriptions of the specific changes required in organisational technologies and practices. Outline what needs to be modified, upgraded or introduced.
• Rationale for changes: Explain the reasons behind each change, including how it aligns with the organisation's strategic goals, how it addresses identified challenges and how it takes advantage of opportunities.
• Impact assessment: Describe the expected impact of each change on organisational technologies, practices and culture. Include information on how these changes will benefit the organisation.
• Prioritisation: Prioritise the changes based on their urgency, importance and interdependencies. Indicate which changes should be addressed first and why.
• Resource requirements: Specify the resources needed for each change, such as:Budget, Personnel, Training, Technology solutions.
• Implementation timeline: Provide a timeline for the implementation of each change. Highlight key milestones and deadlines. Ensure the timeline is realistic and aligns with organisational objectives.
• Change management plan: Explain how change management will be approached for each change. Describe strategies for the following communicating changes to employees, managing resistance and ensuring a smooth transition. The change management plan would incorporate feedback from key stakeholders. This could be incorporated earlier in the process and documentation as needed.
• Risk assessment: Identify potential risks associated with each change. Likewise, provide strategies for mitigating these risks. This could include data security, workflow disruptions or employee morale.
• Monitoring and evaluation: Outline how the changes will be monitored and evaluated over time. Define the KPIs and assessment methods to measure the success and impact of the changes.
• Communication plan: Develop a communication plan. This must include how the changes will be communicated to employees and how feedback will be collected.
• Training and development: Provide details about the training programs, resources and schedules. Some changes brought about by emerging technologies and practices will require training. This will allow employees to adapt to the changes.
• Responsible parties: Define who within the organisation handles overseeing and implementing each change. Assign roles and responsibilities.
• Appendices and supporting materials: Include any supporting documents, research findings, data, charts or models in appendices. These provide additional context and evidence for the changes.

Here is an example of a change document outline:

Change Document Outline

I. Introduction
Overview
Context and Background
Purpose of the Document
II. Change Overview
Summary of Organisational Strategies
Key Objectives and Goals
Relationship to Organisational Mission and Vision
III. Description of Changes
A. Changes to Organisational Technologies
Technology Upgrade (if applicable)
Implementation of New Systems
Integration of Emerging Technologies
B. Changes to Organisational Practices
Workflow Reengineering
Policy and Procedure Updates
Cultural Adaptations
IV. Rationale for Changes
Alignment with Organisational Goals
Addressing Identified Challenges
Leveraging Opportunities
Improved Efficiency and Effectiveness
V. Impact Assessment
Expected Positive Impacts
Mitigation of Potential Negative Impacts
Benefits for the Organisation and Stakeholders
VI. Prioritisation of Changes
Order of Implementation
Interdependence and Sequencing
VII. Resource Requirements
Financial Resources
Personnel Skills
Training and Development
VIII. Implementation Timeline
Milestones and Deadlines
Phases of Implementation
IX. Change Management Plan
Communication Strategies
Employee Training and Support
Resistance Management
X. Risk Assessment
Identification of Potential Risks
Strategies for Risk Mitigation
XI. Monitoring and Evaluation
Key Performance Indicators (KPIs)
Assessment Methods
Ongoing Evaluation Process
XII. Communication Plan
Internal and External Communication Strategies
Feedback Collection Mechanisms
XIII.Training and Development
Training Programs and Resources
Skill Development Initiatives
XIV. Responsible Parties
Assignment of Roles and Responsibilities
Oversight and Accountability
XV. Appendices and Supporting Materials
Research Findings
Data and Charts
Supporting Documentation

To document changes to organisational technologies and practices, here are some guidelines you can follow:

• Include an executive summary at the beginning of the document. This provides a high-level overview of the changes for stakeholders.
• Ensure your documentation is clear and free from jargon. Use straightforward language that is easily understood by a broad audience.
• Organise the document with headings and subheadings. This helps readers navigate and locate specific information.
• Use visual aids, charts and graphs to illustrate key points or data related to the changes.
• Update the document to reflect the progress and any modifications to the plan as the changes are implemented.
• Review and edit it for clarity, consistency and accuracy before finalising the document.
• Record revisions and updates to the documentation, including dates and descriptions of changes. This ensures a transparent record of the document's evolution.
• Provide links or references to supporting documents, if any. These can include research findings, case studies or external references.
• Ensure stakeholders understand why these changes are necessary. Likewise, ex plain how they benefit the organisation.

By following these guidelines, you can create well-documented change plans. This communicates the required changes to organisational technologies and practices in response to emerging technologies and practices.

Before applying the changes, you must learn the technology implementation planning methods. Technology implementation planning methods are structured approaches or methodologies. Organisations use these to plan, execute and manage the implementation of emerging technologies. They ensure a smooth transition from the old systems or practices to the new ones.

Additionally, they provide a structured framework for executing the aspects of the strategy to respond. The organisation's response strategy guides the choice of these methods. The strategy defines what needs to be achieved. On the other hand, the implementation planning method outlines how to achieve it effectively.

Here are examples of common technology implementation planning methods:

• Project management frameworks
• Change management models
• Information Technology Infrastructure Library
• Scalable and agile methods
• Vendor-specific implementation methods
• Customised methods

Project Management Frameworks

Many organisations use project management methodologies, such as:

These can help plan and execute technology implementations. These frameworks provide structured approaches to project planning, execution and monitoring.

Change Management Models

Change management models focus on addressing the human side of technology implementation. These can include the following:

ADKAR Model

This stands for Awareness, Desire, Knowledge, Ability and Reinforcement. It provides a structured approach for organisations to understand and manage the human side of change. It focuses on the stages you go through when adapting to changes in technologies or practices.

Kotter's 8-Step Process

This outlines eight key steps for leading and managing change within organisations, including:

They help plan for and manage adopting new technologies' behavioural and cultural changes.

Information Technology Infrastructure Library (ITIL)

This is a framework that provides best practices for IT service management. It includes guidance on planning and implementing technology changes. They ensure changes align with the organisation's needs and goals.

Scalable and agile methods

These work for organisations looking to implement technologies rapidly and adapt to changes. They can use agile methodologies that are known for their flexibility and responsiveness. Some of them include:

• Scrum is an iterative and incremental Agile framework. This is used primarily for software development but also applies in other fields. It is organised into small, crossfunctional teams that work in short, fixed periods called sprints. Each sprint has a specific goal. Teams plan, execute and review their work during these time frames.
• Kanban is a visual project management method that optimises workflow efficiency. It is less prescriptive than Scrum and focuses on visualising work items on a Kanban board. Work items are represented as cards or tasks. They move through different columns on the board, indicating their status in the workflow.

Vendor-specific implementation methods

Some technology vendors provide their implementation methodologies and tools. These assist customers in adopting their products or services.

Customised methods

Some organisations develop their technology implementation methods. These are tailored to their unique needs and constraints.

Watch

To learn more about technology implementation planning, you can watch the video below:

Activity 1 - Fill in the missing words

After you identified these changes, you can seek and obtain feedback. The feedback comes from the organisational representative. Feedback refers to information, opinions and insights from the organisational representative. This feedback can encompass a wide range of input, including:

The feedback is about the strategy and organisational responses being developed or implemented. The feedback can come in various forms and address strategy and organisational response. These can vary depending on the strategy and organisational response you selected. Here are some common aspects of the feedback you might obtain:

Feedback for Strategy

The feedback for strategy can include the following:

• Strategic alignment: This answers if the strategy aligns with the organisation's mission, vision and long-term goals.
• Clarity of objectives: This answers if the goals and objectives are clearly articulated and understood.
• Feasibility: This answers if the strategy is realistic and achievable. This considers the available resources and constraints.
• Relevance: This answers whether the strategy addresses emerging technologies and practices' challenges and opportunities.
• Measurable outcomes: These answer if the strategy has clear metrics and KPIs to track progress and success.
• Timeline and milestones: These answer whether the timeline for implementation is realistic. Likewise, they answer if the key milestones are achievable.

Feedback for Organisational Response

The feedback for organisational response can include the following:

• Effectiveness of implementation: This answers how well the actions and initiatives are outlined in the organisational response.
• User acceptance: This answers if the employees and stakeholders are receptive to the changes introduced by the response.
• Change impact: This checks the impact of the changes on day-to-day operations, workflow and employee satisfaction.
• Resource use: This answers if the resources allocated for the response are used efficiently and effectively.
• Mitigation of risks: This answers if the strategies for mitigating risks and challenges are proving effective.
• Progress towards objectives: This answers if the response contributes to achieving the goals and objectives outlined in the strategy.

The organisational representative is an individual within an organisation. They have a stake in assessing the impact of emerging technologies and practices.

Seeking feedback from an organisational representative is a proactive process. This involves reaching out to an individual within the organisation to gather their feedback on strategy and organisational response. You can use various methods to seek feedback on strategy and organisational response.

Seeking and obtaining feedback from organisational representatives on strategy and organisational response is essential. There are various guidelines you can follow when seeking and obtaining feedback. These ensure alignment and effectiveness. They might vary depending on the organisation. However, here are some guidelines for this process:

1. Encourage open and honest communication by creating a safe space for feedback. Ensure the organisational representative feels comfortable sharing their thoughts without fear of reprisals.
2. Explain why you are seeking feedback on the strategy. This helps employees understand the importance of their input and its impact on the organisation.
3. Employ various methods to collect feedback. Different people may prefer different methods. These methods can include the following:
   • Create surveys or questionnaires that address aspects of the strategy or organisational response. Then, distribute them to the relevant representative for feedback
   • Conduct individual interviews with the representative. You can gather in-depth insights and opinions on the strategy and organisational response.
   • Provide physical or digital feedback forms. The representative can anonymously submit comments and suggestions.
   • Use collaboration tools and platforms. The representative can share feedback, comments and suggestions in an accessible digital space.
   • Encourage the representative to provide feedback via email or dedicated online feedback channels. This ensures easy access and documentation.
   • Use internal communication channels, such as the company intranet or messaging platforms. They facilitate feedback submission and discussion.
4. Ask specific questions about the strategy and organisational response instead of vague inquiries. You can ask about the objectives, feasibility or alignment with organisational values. This can provide more actionable insights.
5. Give employees enough time to process and respond to the strategy and organisational response. Avoid rushing the feedback process, leading to hasty or incomplete responses.
6. Practise active listening when seeking feedback through interviews or focus groups. Show you are genuinely interested in what employees have to say and avoid interrupting or dismissing their input.

After seeking and obtaining feedback, you can incorporate the feedback into strategy and organisational response. Incorporating feedback refers to using the insights gathered from organisational representatives to make meaningful adjustments to the strategy and organisational response to emerging technologies and practices.

Here are the steps to incorporate feedback into the strategy and organisational response:

1. Review the feedback obtained from the organisational representative. This includes feedback on the following:

• objectives
• implementation
• alignment with organisational goals

1. Organise the feedback into categories based on common themes. This categorisation helps identify key areas that require attention and improvement.

2. Prioritise feedback based on its impact and feasibility. Consider feedback that addresses critical issues or can potentially enhance the strategy.

3. Define clear objectives for incorporating feedback. Identify the specific changes or improvements you want to achieve in the strategy and organisational response.

4. Create an action plan outlining the steps needed to incorporate the feedback. Specify who handles each task and sets deadlines. When creating an action plan, you can consider the following guidelines:

   • Be clear and specific, precisely outlining what needs to be done. It should specify which aspects of the strategy and response will be modified based on the feedback.
   • Assign responsibilities to define who handles each action. This ensures accountability and ensures someone oversees the implementation.
   • Encourage collaboration and cross-functional teamwork to address the feedback comprehensively. In many cases, implementing feedback involves collaborative efforts from various teams.
   • Set realistic deadlines for each action in the plan. This helps maintain momentum and ensures changes are made within a reasonable time frame.
   • Consider the logical sequence of actions. Some changes may need to be implemented before others. This sequencing should be reflected in the action plan.
   • Ensure all aspects of the action plan are well-documented. These include responsibilities, deadlines and resource allocation. This documentation serves as a reference and helps with tracking progress
5. Ensure the feedback is reflected in the step-by-step approach to implementing the strategy.
6. Modify the implementation plans to address challenges or issues highlighted in the feedback. Ensure the feedback is reflected in the step-by-step approach to implementing the strategy.
7. Improve the communication within the strategy and organisational response by incorporating feedback on messaging. Ensure it aligns with the organisation's values and mission.
8. Reevaluate the allocation of resources based on feedback. These include:
   • financial
   • human
   • technology

9. Implement mechanisms to collect feedback on the revised strategy continuously. Encourage ongoing communication with the organisational representatives. This ensures that their concerns and suggestions are consistently considered.

It is important to seek and obtain feedback from organisational representatives and incorporate it into strategy and organisational response. It fosters a culture of collaboration, adaptability and continuous improvement within an organisation.

This can also tap into invaluable insights and identify blind spots. It ensures strategies and responses align with the objectives and evolving landscape. Likewise, it assists in making staff feel they are part of the process and invested in the strategy.

Activity 2 - Question

This unit discussed how to identify and evaluate emerging technologies and practices and the sources of information you can access to identify them.

You knew the potential impacts of these technologies and practices. You can follow various methods to assess the potential impacts on current technologies and practices. After assessing these potential impacts, you can document these potential impacts. Then, you learnt how to seek and obtain feedback.

This unit also discussed developing and documenting strategies to prepare the organisation. These strategies are the deliberate and planned actions, policies and approaches.

You learnt how to identify and document the changes to the organisation's strategy and response. Likewise, you must obtain feedback on these strategy and organisational response changes. You must incorporate the feedback into the strategy and organisational response.