Implementing software for managing organizational training and development : Experiences of consulting to a large public sector organization in the State of Kuwait

Purpose – The purpose of this paper is to identify the barriers to the implementation of a software system for managing job task analysis and competency‐based training in a large organization in the State of Kuwait. Why, in spite of many positive selling points, was this system rejected out‐of‐hand at an early stage? Design/methodology/approach – An action research study considers an attempt by consultants to introduce this system over several months. Semi‐structured interviews with consultants and clients are conducted. It is propositioned that political and cultural barriers are inadequately anticipated and addressed by the consultants concerned who neglect basic principles of organizational development (OD). Findings – These barriers include the fear of exposure of incompetence; a “them and us” mentality; job security concerns; the protection of relationships; and a lack of trust of local consultants. Research limitations/implications – This case is limited to one organization in one country, with one client and one consulting firm. Practical implications – This region (Kuwait and the United Arab Emirates in particular) is one of the largest consumers of corporate training worldwide, yet is one of the most challenging in sales and implementation. Consultants can use relevant OD models to ensure consideration and accommodation of the political and cultural barriers. Originality/value – Few unsuccessful potential consulting interventions receive analysis, yet this case suggests that in helping to achieve corporate objectives to increase efficiency, productivity, and profitability, politics and culture pose a significant barrier. This adds a new dimension to the understanding of human resource, consulting, OD, and organizational change, especially for practical consultants in the field.