Winning with digital adoption

Digital technologies such as business process automation, big data analytics and digital twins have the potential to transform many industries. However, implementing them effectively isn’t always simple.

 

A rigorous process for digital adoption will help. Digital adoption is not simply about the number of people who use a particular digital tool, but also whether people are using it effectively and as intended to deliver meaningful improvements.

 

For digital adoption to succeed, there are several critical strategies and practices organisations should consider.

 

Take a strategic approach

 

It’s easy to be seduced by technology. Being seen to have engaged with leading-edge technology can make anyone feel good. But doing so isn’t necessarily helpful for an organisation. Instead, people who are proposing to adopt digital technology need to have a clear understanding of its genuine benefits and goals, as well as the obstacles to success. Alongside that, they need the ability to express these convincingly, not just to organisational leaders but also to their colleagues and other stakeholders.

 

Doing this effectively involves assessing where the organisation is now, where it wants to be and how the technology in question can assist with that journey. Articulating why the technology is being implemented and how it will benefit the organisation will create buy-in by connecting the technology to real improvements such as enhanced efficiency, cost savings or better customer experiences.

 

For this approach to be credible, it will also be necessary to set SMART objectives, so that progress can be tracked, success measured and investment decisions justified.

 

While strategy isn’t always the responsibility of the board, for any major opportunities having board buy-in will be essential if success is to be assured. If leaders champion digital adoption and visibly support its rollout by embracing new tools, managers and employees at all levels are more likely to follow suit.

 

Ensure end-user involvement

 

It is essential that the people who will be using the new technology are involved in its selection, implementation and management. Employees should be part of the decision-making process, encouraged to share opinions, identify obstacles and provide feedback on how the technology is working and where it might need adjustments.

 

There should be a strong focus on developing systems that are simple and intuitive to use, and that fit seamlessly into existing business processes. As far as possible, room should be left for users to customise dashboards, workflows and settings based on individual preferences and roles, so that tools can be aligned with work requirements. And in many organisations, especially where people are working away from a fixed office all the time, it will be helpful to ensure that users of mobile devices get an experience that is as satisfying as people using desktop computers.

 

Another key consideration is accessibility. In almost any organisation there will be people who are disadvantaged in some way, whether visually, linguistically, cognitively or simply because of the environment in which they need to work (vibration, noise or constant interruptions can make digital technology hard to use). Accessible design, which caters for people with a degree of physical or cognitive disability, is generally good design.

 

Even the best designs will trip some people up. So adequate support should be put in place. As far as possible this should be automated with, for example, AI-supported FAQs and chatbots as well as more traditional step-by-step guides.

 

Training and support

 

Different levels of user will require different types of training. People may have to use tools in different ways to achieve different outcomes: teaching them about how to achieve outcomes that are irrelevant to their role will simply demotivate them.

 

As well as different levels of training, learning should be made available on demand with online tutorials, videos, and articles that enable continuous learning. Thinking about the type of training is also important. “Death by PowerPoint” can still be an issue. But even where it isn’t, organisations would be wise to offer a blended learning experience that combines online training with in-person mentoring and hands on demonstrations to cater to different learning styles. This can include mentoring programmes, for instance pairing experienced or technically confident employees with employees who may be less comfortable with technology.

 

Manage change actively

 

Major technology changes are frequently designed to result in disruption. But this disruption will need management. A structured change-management process should include preparing employees for the new system and keeping them informed about progress communication so that nothing comes as an unwelcome surprise.

 

As far as possible, existing workflows should not be disrupted, and certainly not duplicated. Ensuring that new tools work seamlessly with existing process will make it far easier for employees to adopt the technology without having to learn too many new ways of working.

 

Of course, whatever you do there is bound to be some opposition. Resistance to change is natural, but it’s important to understand why people are resisting. Does a new tool duplicate work, or deliver lower quality? Is it that some users are feeling anxious about their ability to cope with the new tool? Are they simply concerned about their job satisfaction or even their job security? This is why communicating the benefits of any new technology to anyone affected by it, whether or not they have to use it, is essential.

 

Careful implementation

 

Once the decision has been made to adopt a new digital tool, careful plans should be made to roll it out. This will often mean a phased implementation where the technology is rolled out in stages or in different parts of the organisation, rather than all in one go. This allows for testing and refining the process (and perhaps even rejecting it) before scaling up.

 

It will therefore be helpful to run pilot projects with a smaller group of users to identify any issues, gather feedback and measure early success. A pilot can also create internal case studies that prove the technology’s value and help to persuade people who are yet to be convinced of the new tool’s utility. And remember to create cross-functional teams (including IT, end-users and other relevant departments) so that you can be sure that all perspectives have been considered.

 

Maximising value

 

Digital adoption is successful when the technology becomes a seamless part of the organisation’s workflow and employees feel confident in using it to its full potential. By focusing on clear goals, ensuring the involvement of users at all levels, continuous training and a measured approach to implementation, organisations can maximise the value of new digital tools while avoiding any negative impact on workforce engagement.

 

Digital technology can play a significant role in making business more productive. Deciding to adopt it will often be an easy decision to make. But adopting it effectively is generally far harder. However, with care and an in-depth understanding of the issues and obstacles, success is within the grasp of any organisation.