Lean production, high -performance work systems, virtual communications, and collaboration applications are all examples of the latest tools, technology, and processes executives are encouraged to implement to improve productivity and efficiency. But why are there more useful tools and processes out there than there are organizations that use them?

Most organizations fail to see the desired performance results despite investing significant time and resources. When it comes to new tools and processes in complex organizations, useful does not always mean used. There are obstacles that prevent organizations from embedding a new system in such a way that it improves the way core work is done.

Capability investments must be balanced against performance

Nelson Repenning, a professor of business dynamics and organizational behavior at MIT Sloan, talked about how organizations should best seek out and leverage new tools and processes in his webinar, “Useful Does Not Always Mean Used,” and in his MIT Sloan Executive Education programs.

 …