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Implementing new technology is a significant investment for a bank, so it’s imperative that the board and management set initiatives up for success.
*The Tech Implementation Insights report appears in the first quarter 2026 issue of Bank Director magazine.
There’s a scene in the movie “Office Space” where Peter Gibbons, a disgruntled programmer making updates to fix the Y2K bug for banks, points out that he doesn’t personally benefit if he works harder for his employer. “I don’t see another dime. So, where’s the motivation?”
Even though that movie is now more than a quarter-century old, its commentary roasting corporate cubicle-farm workplace culture can still provide lessons to banks, including those looking to implement new technology. Like Gibbons, bank employees may wonder what they will get out of adapting to new systems, especially if the software could make their jobs harder near term. “What incentive do they have? That is where it is critical for management to paint the long-term vision of how this investment today will actually move them out of tedious and monotonous tasks to things that better use their talents while also driving them and the company forward,” says Joe Ehrhardt, CEO and founder of Teslar Software.
The potential for cultural resistance is one of the three biggest hurdles banks face when implementing a new technology project; other significant roadblocks are scope creep and integration with other systems.
To learn more about how to successfully execute a tech project, download the report, sponsored by Teslar Software, here.
