This article deals with the topic of how organizations should go about implementing new technology systems. The article is built around Murphy's Law that, "Whatever can go wrong, will." When organizations implement new system a lot of know problems cannot be avoided and unforeseen problems arise with even grater frequency. Chew outlines seven points to help launch a new system with greater success since they are essential for long-term survival. Key Notes: It is estimated 50 to 70 percent of US firms experience failure in implementing advanced manufacturing technology. New technologies often cause drops in productivity following introduction of new equipment that can exceed the price of the technology. This still occurs with incremental purchases of new inexpensive equipment. Performance tends to drop shortly prior to installation, as firms make ready for new systems. Performance drops can last over a year after the introduction of new equipment. The greatest cost stem from mismatches between the new technology 's capabilities and needs, and existing process and organization. Lack of the different required knowledge about new technologies causes the failures and problems that arise. Solutions to problems usually lead to additional problems due to a lack of knowledge. Rule #1 is Think of Implementation as R&D. Acquisition should instead be considered an ongoing process of data gathering and learning that evolves over time. The introduction of technology should be considered less an investment issue or technical issue and more a question of research design. Technical and organizational concerns should be addressed. The user and technology managers should work together in research of new technologies. Rule #2 is Ask "What made it hard?" Not "How well did it work?" Firms should look to outside experience to not only help them decide what new technologies to invest in but also how to avoid the problems that arose from the tec...
