I was recently reading an article in the Harvard Business Review and thought about how the “Ikea Effect” leads people to overvalue their creations because they have invested labor in the project. I found it particularly interesting as I related the concept to change management efforts in large SAP HR Implementations.
We often get clients that say: “just have your consultants do…”or “we have a small staff so we need AspireHR to do the user acceptance testing…”, and I have often found that one of the fundamental keys to end-user adoption in system implementations is involvement and ownership in the creation of their new system. So where is the balance between involvement that leads to a great success and involvement that just leads to the overvaluation of a poorly implemented system? I think this is one of the things that clients need to address with their systems integrator and consider when evaluating an integrator’s references. Were these projects considered successful because of:
- real satisfaction (i.e. on scope, on budget, on time and on value,
- the Ikea effect, or
- “battered client syndrome” ?
See my next blog for my discussion of this.
Read about The Ikea Effect: When Labor Leads to Love