By Geoff Parker, Co-Founder and Lead Consultant, Scimcon
A fresh approach to change management
Science is constantly evolving, meaning laboratories must be able to keep pace and effectively adapt to change. While laboratories have undergone change throughout history, modern laboratory managers are facing a new wave of challenges in the digital age, and must now consider investing in more advanced informatics systems, as well as harnessing the power of digital transformation, artificial intelligence (AI) and machine learning (ML). To ensure success in rolling out these new technologies and initiatives, an effective change management strategy is necessary.
Change management strategies in the lab setting often prioritize the delivery of the software, and not enough consideration is given to the knock-on effect of its implementation. In reality, the technical delivery of the software is just one element of the process when integrating a new informatics system, whether that’s a LIMS, ELN, CDS, SDMS, or other. The change that is felt across the laboratory afterwards must be given equal attention. Even when change management within the lab environment is considered, it is often treated as separate from the installation itself, and this can lead to misalignment across teams involved.
Research from WalkMe highlights the importance of securing buy-in from your teams, stating that at least 70% of change initiatives fail due to lack of internal support. [1] It is therefore crucial that before taking on a change initiative, time is taken to effectively communicate about the change. All too often, we see consultants called in to support on issues that have emerged within ‘in-flight’ projects, and the root cause is nearly always down to users misunderstanding the true impact of the new system being installed until much further down the line. As a result, these users miss the boat when it comes to adapting workflows and changing procedures to accommodate the change – and the closer the project is to completion, the more difficult this can be to resolve without impacting timelines and budgets.
Consider the bigger picture
It is critical for lab managers to understand that informatics projects do not operate in insolation. The impact of implementing a new system can be far reaching and can trigger multiple changes. Taking a LIMS installation as an example, project leads must consider changes to the sample receipt area; workspaces, benches and desks may have to rearranged to allow for barcode scanning and sample labelling. The impact on existing equipment must also be considered – automating sample preparation and facilitating communication between the new software and the existing instrumentation may necessitate liaising with vendors to ensure compatibility, whether that’s system updates or replacement equipment and instruments. Chain of custody functionality may require alterations, which could in turn lead to rewrites of multiple Standard Operating Procedures (SOPs).
The impact of the change might also have implications beyond the lab where the software is being rolled out. For example, if auto approval mechanisms are part of the new software, in-depth talks could be needed with the QA team to agree on limits set within this functionality. For larger systems, an expansion or creation of a department may be required in the form of a dedicated role or team responsible for master data management. Client expectations must also factor into change management, as if the systems generate certificates of analysis (CofAs), for example, the format of these will need to be agreed with clients. This process could be timely and may require the allocation of extra resource from the lab.
These are just the examples of how far-reaching considerations must be when rolling out a LIMS system – different software projects will have different requirements, so it’s important to consider all new functionality within the new system and factor in its potential impact across your lab and beyond.
Achieving effective, well-rounded change management
The installation of new laboratory information software is inevitable in the lab, and successful projects will implement effective change management strategies that include long-term planning for before, during and after the installation. Often, when presenting a business case for new laboratory software, the change management aspect is ignored or underestimated, and not included in discussions surrounding available budget or resources. This can lead to issues further down the line, as a lack of initial forward planning can mean the investment needed to conduct effective change management does not materialize. In essence, the earlier you begin thinking about change management, the better.
Many of these changes are related to lab processes, rather than software functionality. However, they must be handled in a similar way. Creating a team with a project lead and representatives of the laboratory can help to ensure a smooth change management process, with a dedicated team set up to handle the backlog of changes that occur through the project life cycle. A stable team also enables different items to be categorized for importance and time-sensitivity, ensuring proper planning and minimal disruption to laboratory workflows.
The benefits of implementing effective change management from the outset are clear. New systems can be up and running quickly and smoothly. With everyone on the same page, improvements to the lab can be appreciated by an enthusiastic workforce, rather than being subject to confusion or skepticism. The attention change management requires can be a job in itself, so specialist consultants can be brought in lighten the workload. While change management requires a concerted, long-term effort, this undertaking is more than justified by the end result: all stakeholders on the same page, with an improved, efficient lab.
About the author
Geoff Parker is co-founder of Scimcon Ltd, an informatics consultancy that provides information systems consulting specifically for lab-based companies. With 20+ years of experience in working within life science and informatics projects, Geoff oversees the growth of Scimcon and also acts as a lead consultant within the company.
References:
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Change Management Statistics You Need to Know: What causes transformations to fail?’ WalkMe, https://www.walkme.com/blog/change-management-statistics/#what-causes-transformations-to-fail [accessed 25 July 2024]