Successful Technology Adoption

……. it’s all about the user

Historically, the core focus of many IT Transformation teams has been on getting the technology, device and software right and this points to a real shift in customers’ priorities to now focus on the user: the technology element remains paramount, the focus has moved to a far more “user-centric” approach to transformations.

As a result, communications, business engagement, learning and support solutions have become as important as the new technology being implemented. For a successful and smooth transformation, we know we must manage the ‘user’ expectations from the beginning to the end of the change process,” Ensuring users are fully informed and understand the ‘what, when and how’, and that they are ready to embrace change is a fundamental component of success. Through various training and support methods, we need to ensure they understand and use the new technology to the best advantage, by creating interest, understanding and capability in the user base.

Conversations during early scoping should be about understanding business needs. For example, reduce travel costs and overcome meeting room problems, which means the ‘Adoption goal’ is to get users to work in new ways, ensure there is a change in their behaviours and they start using Skype, so we will see reduced travel costs and more productive staff, with more effective and timely meetings.

Another important part of Adoption is not only to ensure we understand the adoption goals and possible targets, but also to discuss with our customers how we are going to measure adoption. We have a number of ways and normally involve system measurement activity with the likes of PowerBI and also through surveys and questionnaires to the business. The use of specific tools and when we measure is all discussed in early scoping. The important part of measurement is not only to understand if the change of behaviour is taking place, but if it isn’t, we need to deliver further learning interventions and measure again.

So wrap that up with some good communications to the users, strong engagement with the business to understand the goals of the different business areas and their user personas; some outcome based, targeted training and support and ongoing measurement and we will see the behavioural change and adoption to the new ways of working is really taking place.

About the author – Tessa Swithenby:

As Director of Solutions within QA, Tessa designs and develops services that help customers and their users manage change and adoption when there is an implementation of new systems within an organisation, taking care of the important human element in IT projects. By listening to customers her team brings IT projects to life offering consultancy services in formulating and implementing employee behavioural change and communications strategies, developing and managing channels for engagement and advising senior stakeholders on the best ways to support and communicate change and encourage learning and adoption within their organisation.

Tessa began her IT career with Computacenter over 30 years ago, when she moved to QA in 2006 she brought a strong track record of success, developing and delivering IT change programmes, encompassing thousands of users across multiple customers, industries and locations. She now leads the QA Project practice team and continues to develop end to end solutions that support IT change and adoption

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