Implementation of a cashless system in a retail store
Mobile technology has grown rapidly such that the number of subscribers is screaming in billionsglobally. As a result of this technology, the banking system has discovered that people need convenience in accessing money hence the introduction of the mobile banking technology. Using this technology, customers who subscribe can have direct access to their bank accounts wherever they are including purchase of goods, transfer of cash or seeking for loans, a mode commonly called cashless for enabling people not to handle hard but liquid money but do whatever they wish. Implementing such a cashless system according to ArvidssonHolmström, Lyytinen and (2014), could come with severe challenges for a retail store as discussed herein.
First, a retail store may have to incur additional costs to subscribe with as many cashless service providers as possible to accommodate the various platforms used by their customers. Second, the system may lock out customers who do not currently have a cashless outlet card to the extent that they can no longer buy from the retailer. Another challenge with the implementation of the system is that the retail risks lacking cash flow hence unable to meet petty cash overhead and operational costs. Besides, a delay caused by the system failure on a normal business day would mean that the retail store closes the business for as long as the system is not yet debugged.
These risks can however be efficiently dealt with by following the leadership change drivers proposed in the Burke Litwin model in which environmental factors are magnified (Falletta, 2005). For instance, it is important for the change leader for the cashless system to address the mission, organizational culture and strategy during implementation. However, the most important as per this study is to understand task requirements against skills and abilities. For instance, the cashless system requires efficiency and technological expertise where lack of it would cause failure and system overhaul. This moves alongside employee motivation, for example, through training and recognition of effort in standing by the new system.
Arvidsson, V., Holmström, J., & Lyytinen, K. (2014). Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use. The Journal of Strategic Information Systems, 23(1), 45-61.
Falletta, S. V. (2005). Organizational Diagnostic Models: A Review & Synthesis. Leadersphere, Inc., 11-14. Retrieved from http://www.iei.liu.se/fek/frist/723g16/files/1.120328/Orgmodels.pdf