People, Process, Technology : An Introduction

The implementation of technology solutions can at times seem like a rather daunting task. However, the principles really only boil down to the triangle of People, Processes, and Technology; for changes to work as we require them to, all 3 of these elements need to be aligned.

This triangle of elements is often referred to as the golden triangle, the three keys to organizational change and successful project implementation, and an approach to solving modern business problems using a back-to-basics approach. Processes can only ever be as good as the people that execute them, and technology is only ever as good as the processes implemented around it.

Let’s take a look at the composition of these 3 elements (People, Process and Technology) within this concept, looking at how they work both as individual elements and also in concert with one another.


In order for technology and processes to work, there must be people behind those processes. These people need to have sufficient knowledge and the appropriate skills in order to succeed. These people include the stakeholders and the owners of the implementation; those who can provide support both during and after the change and those who are affected by the change. Everyone who impacted either during or after the change needs to be informed.

It is often the case however that top executives and heads of department will instigate change without informing those who will be affected by it. Of course, in order for to for the process to start, buy-in from senior management is necessary. But, a failure to explain the new processes and the changes that will come about to those who will be affected by it will result, in frustration, confusion, and often resistance to change.


During and after an implementation of change, there needs to be processes in place such as steps and actions, in order for the change to be a success and in order for the people to be brought together. In the beginning, high-level activities need to be defined, these then being drilled down to the details. This is done by analyzing the dependencies, exceptions, and variation, and the supporting processes.

Reverting momentarily back to the “People” element, it is necessary to ensure that your stakeholder are both aware of and understand the processes. Each stakeholder needs to know his role and responsibility in the implantation, as well as in the resolution of resolutions and support that take place both during and after the change process. If the change that will take place is more complex than something trotline, it is recommended to use a training program that is tailored to the roles of the employees for using the new system.


The technology part of this triangle should only be determined once the processes and people portions are already in place. Never make the mistake of investing in new tools and software, and then try to fit the people and processes in around them; this simply won’t work.

Every initiative should have a goal that is defined by a “to-be” environment. This is achieved by first making the processes and people within the organization more efficient. Once this step has been reached, then technology and tools should be given to them to ensure they become more effective.

Remember; using technology alone won’t solve problems. It can however, when used correctly, and in combination with defined process, articulated, trained, and well-informed people, provide visibly into events that is valuable and activity you need to know about in order to stay secure.

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