Training vs. Change Management: Why Traditional Training Fails in IT Solution Adoption

A few years ago, a colleague of mine at Ubisoft made a statement that stuck with me:"You guys in IT make it so easy to blame you."

At first, I laughed it off. But the more I thought about it, the more I realized how much truth was packed into that one sentence.

IT departments, across industries, are often the default scapegoat when things go wrong—whether it's a failed software deployment, slow system performance, or a missing feature that wasn't delivered quite as expected. But why does this happen? And more importantly, how can IT teams shift this perception?

Why IT is an Easy Target for Blame

1. The "Black Box" Effect

   
   

   Many people don’t fully understand how IT works. They see systems, networks, and applications as a mysterious, opaque function that “just happens.” When something fails, they assume IT is at fault because they don’t know where else to place the blame.

2. We Own the Technology, So We Own the Problems

   
   

   IT teams are responsible for implementing and maintaining technology, so when technology fails—or is perceived to fail—we’re the first in line to answer for it. Even if the root cause stems from poor requirements, unrealistic deadlines, or lack of user adoption, IT still gets the blame.

3. The Last to Know, The First to Blame

   
   

   Often, IT is brought into projects too late. Business teams define needs, select tools, and set expectations without fully engaging IT. When things don’t go as planned, IT gets blamed for not delivering, even if the foundations were shaky from the start.

4. Communication Gaps

   
   

   IT teams often communicate in technical terms that don’t always resonate with business stakeholders. This disconnect can lead to misunderstandings, missed expectations, and frustration—making IT an easy target for blame.

5. IT is Expected to Be Perfect

   
   

   A marketing campaign can have errors. A sales initiative can miss targets. But IT is expected to have zero downtime, instant fixes, and flawless security. The unrealistic expectation that IT should operate without failure creates an environment where any problem is deemed an IT failure.

Queensland Health's Payroll System Failure

In 2010, Queensland Health, the public health system in Queensland, Australia, attempted to replace its aging payroll system with a new platform developed by IBM, based on SAP and Workbrain technologies. The project had significant governance issues, including inadequate testing and a shadow IT team within the business making critical decisions without proper oversight from the central IT department.

Despite known defects and repeated warnings, business leaders within Queensland Health’s shadow IT team pushed forward with the go-live decision. When the system launched in March 2010, the impact was devastating:

• 78,000 employees received incorrect pay or no pay at all for months.

• The initial project cost of $181 million ballooned to over $1.2 billion due to ongoing fixes.

• IT was immediately blamed for the disaster, despite the fact that many of the decisions leading to failure were made outside of the IT department.

Investigations later confirmed that poor project governance, rushed implementation, and business-led decisions from an unsanctioned shadow IT team were the root causes of the failure. Yet, the IT department bore the brunt of the blame for what was, in reality, a breakdown in leadership and accountability.

This case is a perfect example of how IT is often blamed for systemic failures that originate elsewhere in the organization.

How IT Can Make It Less Easy to Blame Us

1. Increase Transparency

   
   

   IT should work to demystify technology by making processes and decisions more visible. Hosting regular knowledge-sharing sessions, publishing roadmaps, and explaining IT dependencies in simple terms can help bridge the knowledge gap.

2. Shift from Order-Taker to Strategic Partner

   
   

   IT needs to proactively engage with business teams early in the planning process. Being part of strategic conversations ensures that IT isn’t just seen as a support function but as an integral part of the business.

3. Improve Communication and Stakeholder Engagement

   
   

   Speaking in business language, not just technical jargon, can make a huge difference. Clearer, more proactive communication about risks, timelines, and dependencies can align expectations and reduce blame when challenges arise.

4. Co-Own Business Outcomes

   
   

   IT should work collaboratively with business units to define shared accountability. If IT success is tied to business outcomes rather than just uptime or ticket resolution, it becomes harder to place sole blame on IT.

5. Foster a Culture of Shared Responsibility

   
   

   When technology issues arise, IT should work with teams to diagnose the root cause rather than simply absorbing the blame. Encouraging a culture of problem-solving instead of finger-pointing leads to better outcomes for everyone.

Final Thoughts

IT will always be a critical function that businesses rely on, but we don’t have to be the automatic scapegoat. By improving communication, increasing transparency, and partnering strategically with the business, we can shift from being an easy target to a valued collaborator.

Next time someone says, “You guys in IT make it so easy to blame you,” I hope the response can be: “Not anymore.”

Would love to hear from fellow IT and business professionals—how have you seen this play out in your organization? Let’s discuss!