From People to System

In the 1980s I was working for a bank when we were bringing in a new online system. I was traveling around training the staff on how to use the computers and even the keyboards were an issue. With this system, the powerbase for branch managers disappeared – they had previously controlled all the process knowledge that was now embedded in a common system. The managers were not interested in the system. The cheques were not coming back correctly, the ATMs were not being balanced. Finally it got to a stage where the senior management took notice, so I was able to explain the problem with the training and the response, and they started to take it seriously.