The cursor blinks. It’s the seventh time Sarah has tabbed back to the ‘Synergy Request Categorization’ field. The dropdown menu unfurls, a cascade of 74 options, each more maddeningly abstract than the last. ‘Cross-Functional Value Stream Alignment,’ reads one. ‘Leveraged Ideation Pre-Mortem,’ reads another. She’s trying to order a new ergonomic chair for the accounting department. This new system, the one that cost a reported $7 million and took 17 months to implement, has turned a three-line paper form into a seventeen-click odyssey through corporate jargon.
She closes the laptop. The quiet click is satisfyingly final. From a drawer, she pulls out the old paper form, its edges softened from use. Three fields. Department. Item. Justification. It feels like an artifact from a simpler, more sensible civilization.
The Illusion of Progress
We call this a failure of ‘user adoption.’ We blame Sarah. We say she’s resistant to change. We schedule more training sessions, write longer user manuals, and create chipper little video tutorials full of stock music and empty promises of efficiency. We talk about the software, the interface, the cloud infrastructure, the integration points. We talk about everything except the actual problem.
This isn’t a technology problem. It’s a trust problem, meticulously codified and enforced by software. We didn’t transform a process; we just created a high-fidelity digital reenactment of our own organizational paralysis. We took our existing dysfunction and made it searchable, scalable, and a thousand times more frustrating.