The project isn’t over if the new product or system isn’t being used. How do you ensure that what you’ve put in place isn’t going to be ignored or only partially adopted? People are more complicated than any new system and managing them through the change needs careful planning.
Cultivating a herd mentality, where people adopt new technology merely because everyone else is, is an important goal in getting the bulk of users using the new product or system. The herd needs to gather momentum though and this can be done by using the more tech-able and enthused to lead the rest on the journey. Identifying and engaging these key resources early in the process will greatly assist in starting the flow.
While communication is key throughout, involving staff in proof-of-concept activities and contests and using the train-the-trainer techniques and technology champions will all start the momentum toward technology adoption. Group activities will address the bulk of users, but laggards may need special attention.
Besides the small introduction, subscribers and consulting clients within this management domain have access to:
This document will help you to ensure that newly implemented systems and technologies are correctly adopted by the intended recipients.
The project is over. The new technology is implemented. Now how do we make sure it's used?
Technology endlessly changes and evolves. Similarly, business directions and requirements change, and these changes need to be supported by technology. Improved functionality and evolvement of systems, along with systems becoming redundant or unsupported, means that maintaining a static environment is virtually impossible.
Enormous amounts of IT budget are allocated to these changes each year. But once the project is over, how do you manage that change and ensure the systems are being used? Planning your technology adoption is vital.
The obstacles to technology adoption can be many and various, covering a broad spectrum of areas including:
Start by identifying, understanding, categorizing, and defining barriers and put in place a system to:
For every IT initiative that will be directly used by users, consider the question, “Will the final product be readily accepted by those who are going to use it?” There is no point in implementing a product that no one is prepared to use. Gaining user acceptance is much more than just ticking a box in a project plan once UAT is complete.
Prosci specializes in change. Its ADKAR model outlines what’s required to bring individuals along on the change journey.
The project is seen as complete. Significant investments have been made, but the technology either isn’t being used or is only partially in use.
Even worse. The failure to adopt the new technology by some means that the older systems are still being used. There are now two systems that fail to interact; business processes are being affected and there is widespread confusion.
Benefits promised to the business are not being realized. Projected revenue increases, savings, or efficiencies that were forecast are now starting to be seen as under threat.
The project should be over, but the fact that the technology is not being used has created a perception that the implementation is not complete and the project needs to continue.
People are far more complicated than any technology being implemented.
Consider carefully your approach.
There isn’t always adequate communications about what’s changing in the workplace.
Fear of change is natural and often not rational. Whether the fear is about job loss or not being able to adapt to change; it needs to be managed.
Training can be insufficient or ineffective and when this happens people are left feeling like they don’t have the skills to make the change.
A lack of executive support for change means the change is seen as less important.
The excitement the project team and business feels about the change is not necessarily shared throughout the business. Some may just see the change as more work, changing something that already works, or a reason to reduce staff levels.
Whether it’s a lack of confidence generally with technology or concern about a new or changing tool, a lack of confidence is a huge barrier.
There is a cost with managing people during a change, and budget must be allocated to allow for it.
Since Sigmund Freud there has been endless work to understand people’s minds.
Don’t underestimate the effect that people’s reactions to change can have on your project.
Communication plans are designed to properly manage change. Managing change can be easier when we have the right tools and information to adapt to new circumstances. The Kubler-Ross change curve illustrates the expected steps on the path to acceptance of change. With the proper communications strategy, each can be managed appropriately
The rapidly changing technology landscape in our world has always meant that an enthusiasm or willingness to embrace change has been advantageous. Many of us have seen how the older generation has struggled with that change and been left behind.
In the work environment, the events of the past two years have increased pressure on those slow to adopt as in many cases they couldn't perform their tasks without new tools. Previously, for example, those who may have been reluctant to use digital tools and would instead opt for face-to-face meetings, suddenly found themselves without an option as physical meetings were no longer possible. Similarly, digital collaboration tools that had been present in the market for some time were suddenly more heavily used so everyone could continue to work together in the “online world.”
At this stage no one is sure what the "new normal" will be in the post-pandemic world, but what has been clearly revealed is that people are prepared to change given the right motivation.
“Technology adoption is about the psychology of change.”
Bryan Tutor – Executive Counsellor, Info-Tech
Consider your staff and industry when looking at the Everett Rogers curve. A technology organization may have less laggards than a traditional manufacturing one.
In Everett Rogers’ book Diffusion of Innovations 5th Edition (Free Press, 2005), Rogers places adopters of innovations into five different categories.
Innovators are technology enthusiasts. Technology is a central interest of theirs, either at work, at home, or both. They tend to aggressively pursue new products and technologies and are likely to want to be involved in any new technology being implemented as soon as possible, even before the product is ready to be released.
For people like this the completeness of the new technology or the performance can often be secondary because of their drive to get new technology as soon as possible. They are trailblazers and are not only happy to step out of their comfort zone but also actively seek to do so.
Although they only make up about 2.5% of the total, their enthusiasm, and hopefully endorsement of new technology, offers reassurance to others.
Innovators can be very useful for testing before implementation but are generally more interested in the technology itself rather than the value the technology will add to the business.
Whereas Innovators tend to be technologists, Early Adopters are visionaries that like to be on board with new technologies very early in the lifecycle. Because they are visionaries, they tend to be looking for more than just improvement – a revolutionary breakthrough. They are prepared to take high risks to try something new and although they are very demanding as far as product features and performance are concerned, they are less price-sensitive than other groups.
Early Adopters are often motivated by personal success. They are willing to serve as references to other adopter groups. They are influential, seen as trendsetters, and are of utmost importance to win over.
Early adopters are key. Their enthusiasm for technology, personal drive, and influence make them a powerful tool in driving adoption.
This group is comprised of pragmatists. The first two adopter groups belong to early adoption, but for a product to be fully adopted the mainstream needs to be won over, starting with the Early Majority.
The Early Majority share some of the Early Adopters’ ability to relate to technology. However, they are driven by a strong sense of practicality. They know that new products aren’t always successful. Consequently, they are content to wait and see how others fare with the technology before investing in it themselves. They want to see well-established references before adopting the technology and to be shown there is no risk.
Because there are so many people in this segment (roughly 34%), winning these people over is essential for the technology to be adopted.
The Late Majority are the conservatives. This group is generally about the same size as the Early Majority. They share all the concerns of the Early Majority; however, they are more resistant to change and are more content with the status quo than eager to progress to new technology. People in the Early Majority group are comfortable with their ability to handle new technology. People in the Late Majority are not.
As a result, these conservatives prefer to wait until something has become an established standard and take part only at the end of the adoption period. Even then, they want to see lots of support and ensure that there is proof there is no risk in them adopting it.
This group is made up of the skeptics and constitutes 16% of the total. These people want nothing to do with new technology and are generally only content with technological change when it is invisible to them. These skeptics have a strong belief that disruptive new technologies rarely deliver the value promised and are almost always worried about unintended consequences.
Laggards need to be dealt with carefully as their criticism can be damaging and without them it is difficult for a product to become fully adopted. Unfortunately, the effort required for this to happen is often disproportional to the size of the group.
People aren’t born laggards. Technology projects that have failed in the past can alter people’s attitudes, especially if there was a negative impact on their working lives. Use empathy when dealing with people and respect their hesitancy.
Technology adoption is all about people; and therefore, the techniques required to drive that adoption need to be people oriented.
The following techniques are carefully selected with the intention of being impactful on all the different categories described previously.
There are multitudes of different methods to get people to adopt new technology, but which is the most appropriate for your situation? Generally, it’s a combination.
Use your staff to get your message across.
This technique involves training key members of staff so they can train others. It is important that those selected are strong communicators, are well respected by others, and have some expertise in technology.
Marketing should be continuous throughout the change to encourage familiarity.
Communication is key as people are comfortable with what is familiar to them. Marketing is an important tool for convincing adopters that the new product is mainstream, widely adopted and successful.
Tailored for individuals.
One-on-one training sometimes is the only way to train if you have staff with special needs or who are performing unique tasks.
It is generally highly effective but inefficient as it only addresses individuals.
Similar roles, attitudes, and abilities.
Group training is one of the most common methods to start people on their journey toward new technology. Its effectiveness with the two largest groups, Early Majority and Late Majority, make it a primary tool in technology adoption.
The last resort.
The transition can’t go on forever.
At some point the new technology needs to be fully adopted and if necessary, force may have to be used.
Contests can generate excitement and create an explorative approach to new technology. People should not feel pressured. It should be enjoyable and not compulsory.
Incentives don’t have to be large.
For some staff, merely taking management’s lead is not enough. Using “Nudge” techniques to give that extra incentive is quite effective. Incentivizing staff either financially or through rewards, recognition, or promotion is a successful adoption technique for some.
Encouragement to adopt from receiving tangible benefit
Draws more attention to the new technology
Additional expense to business or project
Possible poor precedent for subsequent changes
Early Adopter: Desire for personal success makes incentives enticing.
Early Majority: Prepared to change, but extra incentive will assist.
Late Majority: Conservative attitude means incentive may need to be larger.
Innovator: Enthusiasm for new technology means incentive not necessary.
Laggard: Sceptical about change. Only a large incentive likely to make a difference.
Strong internal advocates for your new technology are very powerful.
Champions take on new technology and then use their influence to promote it in the organization. Using managers as champions to actively and vigorously promote the change is particularly effective.
Follow the crowd.
Herd behavior is when people discount their own information and follow others. Ideally all adopters would understand the reason and advantages in adopting new technology, but practically, the result is most important.
Gain early input and encourage buy-in.
Proof of concept projects give early indications of the viability of a new initiative. Involving the end users in these projects can be beneficial in gaining their support
Involve adopters early on
Valuable feedback and indications of future issues
If POC isn’t fully successful, it may leave lingering negativity
Usually, involvement from small selection of staff
What works for who?
Engage your technology enthusiasts early to help refine your product, train other staff, and act as champions. A combination of marketing and group training will develop a herd mentality. Finally, don’t neglect the laggards as they can prevent project completion.
Although there are different size categories, none can be ignored. Consider your budget when dealing with smaller groups, but also consider their impact.
We don’t want people to revert.
Don’t assume that because your staff have been trained and have access to the new technology that they will keep using it in the way they were trained. Or that they won’t revert back to their old methods or system.
Put in place methods to remove completely or remove access to old systems. Schedule refresh training or skill enhancement sessions and stay vigilant.
Principal Research Advisor, Info-Tech Research Group
With over 30 years in the IT industry, Paul brings to his work his experience as a Strategic Planner, Consultant, Enterprise Architect, IT Business Owner, Technologist, and Manager. Paul has worked with both small and large companies, local and international, and has had senior roles in government and the finance industry.
Principal Research Advisor, Info-Tech Research Group
Scott Young is a Director of Infrastructure Research at Info-Tech Research Group. Scott has worked in the technology field for over 17 years, with a strong focus on telecommunications and enterprise infrastructure architecture. He brings extensive practical experience in these areas of specialization, including IP networks, server hardware and OS, storage, and virtualization.
Use Info-Tech’s workbook to gather information about user groups, business processes, and day-to-day tasks to gain familiarity with your adopters.
Governance and Management of Enterprise Software Implementation
Use our research to engage users and receive timely feedback through demonstrations. Our iterative methodology with a task list focused on the business’ must-have functionality allows staff to return to their daily work sooner.
Quality Management User Satisfaction Survey
This IT satisfaction survey will assist you with early information to use for categorizing your users.
Master Organizational Change Management Practices
Using a soft, empathetic approach to change management is something that all PMOs should understand. Use our research to ensure you have an effective OCM plan that will ensure project success.
Beylis, Guillermo. “COVID-19 accelerates technology adoption and deepens inequality among workers in Latin America and the Caribbean.” World Bank Blogs, 4 March 2021. Web.
Cleland, Kelley. “Successful User Adoption Strategies.” Insight Voices, 25 Apr. 2017. Web.
Hiatt, Jeff. “The Prosci ADKAR ® Model.” PROSCI, 1994. Web.
Malik, Priyanka. “The Kübler Ross Change Curve in the Workplace.” whatfix, 24 Feb. 2022. Web.
Medhaugir, Tore. “6 Ways to Encourage Software Adoption.” XAIT, 9 March 2021. Web.
Narayanan, Vishy. “What PwC Australia learned about fast tracking tech adoption during COVID-19” PWC, 13 Oct. 2020. Web.
Sridharan, Mithun. “Crossing the Chasm: Technology Adoption Lifecycle.” Think Insights, 28 Jun 2022. Web.