The underlying component in any implementation is not just how great the product, plan, design and execution of the project is, but more importantly, getting the client team to adopt the new system once live. The relationship between change management, profitability and quality service is a balancing act for any technology provider. As is understanding that success is ultimately dependent on the well-being of its employee’s and satisfaction of its customers.
At BDO Solutions, building a strong working relationship through effective communication and relationship management has helped us deliver what customers want, when they want it, on time and within budget. Our business is literally your business, therefore it’s our priority to deliver enhanced levels of service to make customers – customers for life. To accomplish this objective, we leverage a proven implementation methodology. Consistently following this methodology allows us to manage risk and scope, and deliver on project objectives. Below is an example how user adoption is intertwined in each of our project stages.
The successful delivery of a project takes the collective skill of both teams to identify, advise and ensure user adoption. To help drive adoption we focus on four key areas:
- Adapting and deploying software solutions to individual customer needs
- Providing training and follow-up service at critical points in the customer lifecycle
- Anticipating customer needs by having a proactive agenda
- Prioritizing on you, the client, and our partnership together
Building business partnerships requires instilling trust and a shared vision for excellence. To convey this commitment, it’s important that our customers not feel lost after a new system is deployed, which is why we put the requirements of our customers first.
Below are several examples of user adoption scenarios we often encounter in the marketplace:
- Recently implemented a new system (<1 year) – If you have been working with a new system for a year and have not been experiencing the uptake you were planning on. Have a conversation with your current provider and put in place an action plan to address the gaps you’re encountering. Short of any improvements in this area, get a fresh perspective from another vendor.
- Upgraded to a new version – New access to functionality means new opportunities and the requirement to enhance the user experience. Take the approach that an upgrade can, at times, be the same as new implementation (see point above).
- High user counts, limited functionality – Chances are the solution may only be used in one department or total amount of users were bought up front to get the biggest discount or you may be waiting on phase II or you’re simply not using the tool. Most systems are an “all-in -one” or “modular based”. Unless the focus is a rip and replace strategy, take a phased approach to your project and negotiate up front with your vendor.
- Growth, Change or M&A – Business needs change and so do employees. Ensuring your systems meet new requirements and staff are adequately trained to embrace the tools will help ensure continuous improvement.
The ability to innovate and create value in each stage of an implementation is the goal. As is understanding that it’s a journey, not a destination for user adoption. To help get you started on your journey, start by assessing your organization’s technology adoption and if needed, evaluate its future technological direction with industry leaders.