Moving from an object-oriented architecture to a service-oriented architecture, for example, isn't too much of a jump. But attempting to implement a service-based architecture when the current state is Cobol on the mainframe involves a high degree of risk.

In situations that require a major uplift to a radically new technology, take extra time in the planning phase. Spending the time and money upfront will significantly reduce risks later as the project moves ahead.

You must also reassure staffers that they will be given the appropriate training and support to acquire new skills if necessary. For example, if the bulk of your programmers are Cobol-literate and the company is moving to Java, alleviate the programmers' insecurity by investing in training.

Senior management support. Like water, change flows much more easily downhill than uphill. Attempting to initiate change from the bottom or even from the middle is difficult. When upper management is fully engaged and supportive, success is far more likely. If you are a lower-level manager with an idea for change, look for an upper-management sponsor to help you sell the idea, gain consensus and circumnavigate roadblocks.

Another way to gain support is by proving the value of the change. If you can show, for example, that implementing new technology will save money, you will surely capture the attention of your upper-management audience.