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Technology Adoption Strategies Randy Wadle, CEO
AgendaFacts and Figures
Culture of Change
Define the Win / Measurement
Vendor Relationship
Baby Steps
Training, Training, Training
Facts and Figures
Software Adoption Facts/Figures
• According to 2011 Computer Economics survey, 51% of all organizations in US have some sort of CRM system
• 2012 growth rate of 12%, three times average of other enterprise software categories
• Forrester survey• 70% of CIOs surveyed cited end user adoption as the primary critical
success factor• 32% respond that user adoption was their greatest concern• Lack of User adoption is the primary cause of failure for 70% of CRM
projects• 50% of software functionality paid for by clients is not actually used.
CRM Adoption Factors
• Source Core Matrix - Drive User Adoption—and Drive Sales, Productivity, and ROI
CRM Project SuccessTop Success Factors Cited• Methodical plan and execution
• Active project mgmt
• Frequent, visible Exec support
Top Failure Factors Cited• Failure of executive sponsorship
• Absence of project mgmt
• Resistance to change
What some others think
• Adopt Incrementally• Establish a high performing team• Communicate effectively• Knowledge Base• Effective technical support• Manage change effectively
Source Jazz.netAccelerating adoption of software tools and practices by John Duckmanton
• Show the Why• Create a Leader• Keep it Simple• Anoint the Cool• Selection is Everything
Source apparel.edgl.comChange Management: 5 Best Practice techniques to drive adoption by Chris Morrison
Culture of Change
Organizational Culture of Change
The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.
- Rupert Murdoch
He who rejects change is the architect of decay. - Harold Wilson
Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but
get better. - Sydney Harris
Culture of Change: Key Points
• Executive Sponsor / MASSIVE support by leaders• System Evangelists are critical for success• Planning for short-term productivity loss• Taking risk that result in a mistake are tolerated or
even celebrated
The Man In The Arena
Culture of Change: Key Points
• Executive Sponsor / MASSIVE support by leaders• System Evangelists are critical for success• Planning for short-term productivity loss• Taking risk that result in a mistake are tolerated or
even celebrated (Man in the arena)
• Status quo is no longer accepted
Technology Implementation Life Cycle
• Innovators: more educated, more prosperous and more risk-oriented
• Early adopters: younger, more educated, tended to be community leaders, less prosperous
• Early majority – more conservative but open to new ideas, active in community and influencers
• Late majority – older, less educated, fairly conservative and less socially active
• Laggards – very conservative, oldest and least educated
Source: http://en.wikipedia.org/wiki/Technology_adoption_lifecycle
Visible Executive Support• Decision maker needs to be biggest
cheerleader… positive talk only publicly• Be the example of how to react to change
• Visible accolades and rewards for project contributors
• Care about data in the system
• Patience and support for change management
• Encourage CRM support staff and support the required time investment
System Evangelists/Role Models
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things."
Niccolo Machiavelli - The Prince (1532)
• ClientSpace System Evangelist (Owner)• Well trained, solid understanding of overall business• Primary responsibilities: training, new requirements, testing,
system interfaces and integration• ClientSpace Role Model in each department
• Well trained, solid understanding of needs of department• Visible support from executives
Define the Win
What Is The Definition of Success
What Is The Definition of Success• Define success for the project
• Productivity gains, quality service, decision making, client communication
• Define the what, how, and when to measure• Include incremental checkpoints that reflect the
success criteria• Break project into phases and clearly layout a
realistic schedule
Keep Your Eyes On The Prize• Project manager with
authority and focus• Communicate project
success criteria clearly and often to entire team• Avoid scope creep and
distractions at all costs• Parking lot for ideas
• Patience, it takes time
Vendor Relationship
Find a Partner, not a Vendor• ABCD of a good vendor
partnership1
• Able, Believable, Connected, Dependable
• Win-Win Relationship• Mutual respect and
integrity• Understand your business,
not just the softwareSource: 1. http://leadingwithtrust.com/2011/08/07/vendor-to-partner/
Baby Steps
Baby Steps• Keep initial scope as limited as
possible• Primary focus/goal of the project• Prioritize, simplify, keep it
recognizable
• Limit enhancements to only CRITICAL issues• One big change at a time• Insure department readiness
• Procedures, staff, communication
Training, Training, Training
Training, Coaching, Repeat• Training specific for each
department• Hands on help sessions for first
week(s) after go live• Refresher lunch and learns• Assign a coach for new employees
or new users• Vendor webinars to learn new
features or targeted training topics• KnowledgeSpace