After following the incredibly successful hype cycle of Apple with the iPad (including the 'shortages' delaying the launch in Europe - which may or may not be deliberate), I was struck with the thought of why many IT system changes in HEIs tend to meet resistance rather than being eagerly seized upon.
We don't manage the hype well enough.
Hype is not just about singing a product or services praises. It's not just marketing and press releases or even demos and briefings.
To get the hype cycle right involves subtle psychology, careful timing, attention to detail, leveraging social networks and of course under promising and over delivering. (and probably 1,001 other things)
I could make reference to the 'popularity' of VLEs in HEI, or almost any other product and I'm sure there are (rare?) examples of institutions getting the hype cycle right - sometimes, but we (in IT) need to at least be aware of our roles in the perception of our services and how important that is in the success or otherwise of projects probably even more so than getting the technology itself 100% right.
If the hype cycle is right, and the product isn't fundamentally flawed, people will put up with 'foibles' because they have a relationship with the product, a vested interest in in working because they already wish it to work.
Get it wrong and even the slightest problem will have people giving up and seeking alternatives or complaining.
OK - all obvious stuff to anyone in marketing I know, but I wonder how many of my collegues in all branches of IT really think in such terms, and even if they do, if it's treated with enough importance in project plans and resource allocation?
-- Posted from my phone
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