INTERVIEW: SkillPath CEO Michele Markey Discusses How Change Can Be a Catalyst for Innovation

This interview has been edited for clarity.

I understand SkillPath has recently made a big change. Can you tell me more about that?

We've changed our ERP (Enterprise Resource Planning) system, so it's company wide. You can do a number of things on this one platform that are a benefit to us, and a big reason why we did it is we were operating on a very old system. IBM wouldn't even support it anymore, so if it went down, it meant we couldn't do business at all. So it was a huge liability. But now we can communicate better with one another and it allows for a flow of timely information.

It also forced us to redefine the way we operate and our processes. It's a massive endeavor.

So how do you deal with the process of getting used to the new system and getting everyone on board with these changes?

I think there's a couple things we have to have. First and foremost, a measure of committment from leadership. We're walking through this, we're getting ready to go and we're all on board. You have to make it clear that there's buy-in at the top. It's impossible to over-communicate, because sometimes it's hard for people to understand the complexity of what you're taking them through. It's frustrating, and it's overwhelming, so you have to communicate consistently and often.

The other thing is you have to set proper expectations. When big changes are being made, the whole environment changes with it. It's not a, "I'll come in at 8 and leave at 5 and finish up tomorrow," time. Implementing changes means a bigger and longer committment. So the other part of communication is seeking and receiving input. You have to go deep into your ranks, because your business is tied together. Even if the change is targeted to a specific area, it could have a downstream effect that isn't immediately obvious to you. This isn't a time where you can just have a quartery meeting to update people. You have to involve them in the decision making and get their opinions.

And what's been your process for seeking input?

The biggest thing for me is to get opinions from someone in each department. So just using our recent change as an example, our enterprise solutions team sold a product, but then an adjustment needed to be made after the sale. Until the new system is completely up, these types of things have to be tracked on a spreadsheet by accounting. You really have to have one foot in each department so you can be aware of the adjustments that everyone is having to make while the change is happening. You have to seek input from various levels so you know what you need to do and how to go about doing it.

Whenever there's big organizational change like this, there's inevitably pushback from those who might be resistant to it. What have you found is the best way to help someone adapt to the change the company is making?

People have to know that the change isn't arbitrary. This new technology is bright and good, but people have to know that it's critical from a business perspective. Why is it important? What are the benefits? What are the downsides if we don't make the change? You have to explain that it's not just about having the latest and greatest tech, but about keeping the company viable long-term. Change sometimes has a negative connotation, so we have to share the perspective that we're doing this to move the organization forward with a promise of economic growth.

So what are the key roles that employees can play in terms of driving that change and innovation and shaping the company's future?

They can really help us navigate and problem-solve, because people in different positions can bring different ideas and perspectives. They may see things that other people wouldn't see. It's not about, "change vs. innovation," they have to happen together. Innovation isn't about following a road map. You have to have a certain amount of comfort with a bit of risk, and a willingness to adapt. People might be fearful of change and feel that their voice isn't valued, so you have to make sure that everyone has a seat at the proverbial table.

Is there something that you've found is a good way to help people become less fearful?

It's not a perfect solution, but I've found that putting people on a cross-functional team accomplishes a lot. People can bring different perspectives from their roles. You might not have their skillset, but they don't have yours either. There's less value-judging, and you get a better understanding of what their daily working life is like, so I think that cross-functional interaction brings a lot of benefit.

Sometimes we're moving fast, and we don't have the luxury of drawing something out. The markets are changing, the economy is changing, the customers are changing, and there's a need to stay relevant. We have to be okay with calculated risk. You have to try and mitigate it where you can, but are we going to try? Yes. Is everything going to work? Maybe, but maybe not. And that's okay.

Stability can be great, but it can also be mundane. The outside environment and technology might force a change anyway, so innovation can be refreshing and exciting. We're rebuilding and we're growing, and even with all the difficulties, you just keep working through them and eventually you figure it out.

 

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Michele Markey is the CEO of SkillPath. A leader in the learning and development industry since 1989, SkillPath delivers more than 16,000 training sessions each year and has enriched the professional and personal lives of more than 10 million individuals worldwide. Connect with Michele Markey on LinkedIn.

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