More than 20 years ago, during my time at the Khuzestan Water and Power Authority (KWPA), the IT department was often seen as a problem rather than a help. Here’s how we changed our image from being unwanted “seagulls” to becoming valuable partners.

Understanding Our Reputation Problem

Why We Were Called “Seagulls”

When I started at KWPA, I learned that our IT team was called “seagulls.” This nickname meant that we were seen as outsiders who would come in, cause a lot of disruption, and then leave without really helping. This was a big problem because it meant that the people we wanted to help didn’t trust us or think we were useless.

Changing How We Worked

Working Together, Not Just Giving Orders

We faced a big challenge when introducing a new system for planning and managing materials across KWPA’s various locations. The usual approach of just telling people what to do wasn’t going to work, so we decided to try something different. We thought about how sometimes people are more interested in things they can’t easily have. We decided to make our help something special that departments would ask for, not just something we said they had to use.

Choosing Partnerships Over Commands

We started with parts of KWPA that wanted to update their systems. Instead of just setting up new software, we worked together with these parts to build a system that really met their needs. Our role changed from being bosses to being helpers, and this helped change how people saw us.

The Four Key Steps to Success

Making the System a Natural Part of Work

The new system had to fit smoothly into everyday work. We helped redesign how work was done so that using the new system felt like a normal part of the day.

Keeping Information Reliable

It was very important that the information in the new system was accurate and could be trusted. We worked closely with people to make sure that the data was correct. This helped everyone feel confident in using the new system.

Changing How We Measure Success

We also had to change how we measured success. Using the new system well became a part of how we evaluated work. This meant that people were encouraged to use the system as part of doing their jobs well.

The Software Comes Last

Interestingly, we didn’t focus too much on the software itself. We emphasized that it was just a tool to help people. “The software doesn’t do the work—the people do,” was a key idea we shared. This meant that the real focus was on helping people use the tool effectively, not just on the tool itself.

Slowly Spreading the Success

Building Interest Gradually

Instead of forcing all parts of KWPA to adopt the new system at once, we let the success of the first few implementations speak for itself. As other parts saw the benefits—like less wasted materials and smoother operations—they became interested and asked us for the new system.

Keeping Our Approach Special

Even as more parts of KWPA became interested, we kept our “hard to get” approach. We made sure that any new part that wanted the system was really ready to commit to using it properly. They had to agree to our four key steps before we would go ahead.

The Result: A Big Change in How We Were Seen

By the end of our efforts, the way people saw the IT department at KWPA had completely changed. We went from being seen as a nuisance to being viewed as valuable helpers. This new relationship made it much easier for us to do our work and help KWPA succeed.

Conclusion: Why Our New Approach Was Important

Our experience at KWPA shows how changing the way you work with others can make a big difference. By making our help something valuable and working closely with other parts of KWPA, we didn’t just set up a new system; we built trust and established a new, better role for IT. This made us a key part of KWPA’s ongoing success.