GLOBAL PAYROLL MAGAZINE
75
attachment to the old software. But I was too focused on Dakika’s technical superiority. Instead of addressing their concerns, I dismissed them. The operations manager even warned me, “We’ll switch, but the program will crash.” And crash it did. Ignoring their emotional resistance to change was one of the key reasons for the failure. My biggest mistake was ignoring the team. The operations team clung to BordroNET because it was familiar, and I bulldozed through their concerns. I thought I knew better but didn’t understand their emotional attachment to the old system. I was too focused on the “right” decision without realising that the right decision is nothing if the team isn’t on board. The Road to Recovery During this chaotic period, my life and the lives of my team members were turned upside down. I once came home at 10 PM, and my daughter and niece celebrated it as if it were a holiday because we finally had dinner together for the first time in months. Some of my team slept in the office, and exhaustion became our constant companion. But after six gruelling months, by June 2010, things started to improve. Integrations were restored, payroll processes stabilised, and, for the first time, my team was happy using the new system. One payroll manager, at 9 PM, even joked, “ All payrolls are done, but it feels like I must have done
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