I have been selling and implementing technology in restaurants for years Aloha POS for 15 years and DiningEdge for the last 10 months.
The biggest issue is that the restaurant has no acountability to timelines, work completion, learning the software, making appointments, paying attention and so on.
Most technology providers have a good process for implementation, so if the restaurant gives the attention it needs they will much more successful.
My Recomendations:

- Pick the right technology and provider for you... One size does not fit all - Understand your goals - Have technology provider put in writing a scope of work and timeline - Assign a single point of contact on each side - Daily or Weekly recap meetings to check status and timeline - Technology provider to recap every meeting and call - Task List and issue list maintained and reviewed - No communcation via email that isn't an FYI (remember the recap) - No Scope creep until goals/timeline/scope completed - Sign off of each Task once completed and tested 

Hope this helps :)

My experience has been that, ”technology" is the easy part. As other responses have noted, you must take a studied approach. Of course, selecting the right technology and provider is critical, one who is capable of being a stalwart partner and willing to do so until desired benefits are realized, not just until the specifics of the statement of work are complete.
I have found, however, that the most difficult part of implementing solutions is the adoption of new processes and procedures. Success often depends on clarity of purpose, a well executed change management program and the resolve to make the difficult decisions that typically accompany any significant effort.
Projects with technological components rarely fail because of issues with the technology itself. Projects most often fail at the critical interface between the actors and the systems. This is where, "The rubber meets the road!" You must first have organizational and operational alignment. Throughout the deployment, you must highlight the benefits of adoption and the consequences of going beyond constructive dissent. You must be transparent, letting people know at the outset that the goal is not to make everyone happy but to bring enabling solutions to the company as a whole. That means that some people will enjoy the benefits more than others, while the job of a few may even become more difficult. Also, the effort put forth by any given individual may not be in proportion to the benefits they personally derive.

A change management program that includes stakeholder management and measurement will be key to adoption. As mentioned, defining the what's-in-it-for-me (WIFM) for each stakeholder. The WIFM needs to be included in each phase of communication before and post-deployment. In addition to the messaging, multiple channels should be used to communicate to each stakeholder group - email is not enough. After deployment, there should be a measurement plan in place. How will you measure that the users have adopted the changes? What is the course correction needed? What can you provide to that user group's supervisor to help with course correction? There will always be a portion of people that will resist change - it usually breaks down into thirds - 1/3 excited for the change, 1/3 doing it because it is their job, 1/3 do not want to change. Planning for the change, engaging stakeholders and a measurement plan will help to ensure a successful deployment.

Regarding the implementation of new technologies in the restaurant trade most notable being software applications at the point of sale:
DO YOU REALLY NEED A CERTAIN TECHNOLOGY IMPLEMENTATION? Is the software applicable to the business model- is it it really necessary and will it have a tangible impact on revenue, sales and profitability? If not revenue driven, will this technology produce intangible gains, forward benifits, industry compliance and strenghten the business brand standards, public profile and self image. Most importantly, will this new technology position the business model to successfully compete in tomorrow's market now, in the next few years; will it provide a link to staying intune, insync with an ever changing market of tomorrow thats moving forward at the speed of light.
JUST BECAUSE ITS THE LATEST THING, IS IT THE THING YOU NEED?Granted, there are tens of dozens of restaurant accounting & management system software that could be implemented at any given time and just because it may be the latest, newest tech tool on the market doesn't necessarily mean its needed. i think back to my earlier days in restaurant management where we printed out the daily revenue report which was literally over 200 pages long comprising a old school telephone book in size. The only page we used for accounting purposes was just the first 2 or 3 sheets which we could have easily gotten off the kiosk or any of the pos stations. New implementations should be practical as well as operatinal so that it drives the business forward giving it an competitive edge that can be readily seen with tangible gains from the employee line level user to customer quality assurance and utimately an evident impact on the profit & loss statements.
GOING THROUGH THE MOTIONS WITH AN APP THATS USELESS AT YOUR BUSINESS BUT A ROCK STAR ELSEWHERE. Too often new technology is attempted only to see it go to the sidelines, ineffective, poorly managed and eventually just taking up valuable data storage, wasting production time by being in use with no positive result. Surely, many implementations are necessary to upgrade current systems, bridge them to other platforms or serve as a crosswalk to future technology and such are welcomed when streamlinned into the users existing applications. With some common sense, forward thinking and practicality, one can determine whether the new technology is just a ptich for recognition by an inspiring exectutive, or a sensible move in the right direction or a must do to stay in the game.
if YOU'RE GOING TO USE IT, TALK IT UP, SELL IT HARD, TEACH IT, SUPPORT IT AND FOLLOW UP & EVALUATE IT.Whatever is decided on the implementation, ultimately its success or failure will be decided at the user level-the line level restaurant employee and motivating, team building management that teaches, evaluates and follow up on the effectiveness of the new technical roll-outs. Providing that the above criteria was met, ie: revenue producing or image benefiting, along with management engaged support, the line level users should be succesful in the adaptation of the new applications. Of course, providing that the new software is user friendly and an updated version with bugs and glitches worked out, the new technology changes should be smooth and accepted as a way of life in a modern world inorder to survive today to be enabled to compete in the market tomorrow.
-Anthony M. Sesma
Owner/Operator
Fiesta Taco Party-Catering & Events Long Beach

As a restaurant consultant and master chef, I have great deal of useful feedback from some hospitality and restaurant business owners in Canada and in Europe. New technology in restaurant business is more than welcome, but still is difficulty to keep synergy and manage all operation without daily glitch. We need to simplify, make more user friendly new technology, including existing or new in development software and hardware.