People, process, technology. People. Process. Technology.
We hear these three words together so often, it’s easy to forget their individual and interdependent roles in making a business run smoothly and effectively. So what do they really mean for a business? These three concepts are the who and how business gets done. They are what takes place on a daily basis to enable a company’s mission, vision and values. User adoption drives their effectiveness.
This is how a business or a division operates. It may involve turning many things into something new (manufacturing) or turning thoughts and concepts into action (service industries). But no matter the industry, an organization’s process becomes its secret sauce.
This is also a part of the how equation, but it relates to the tools that enable (or hinder) the steps of the processes that make the organization unique.
Neither a defined process nor a well-designed technology can reach its full potential without people using it. As a result, user adoption is the single biggest driver of realized effectiveness of a process or technology — in other words, ROI.
According to Prosci®’s research, there are three main factors that drive user adoption of a change and therefore return on investment:
- Speed of adoption: How quickly are people up and running on the new systems, processes and job roles
- Ultimate utilization: How many employees (of the total population) are demonstrating “buy-in” and are using the new solution?
- Proficiency: How well are individuals performing compared to the level expected in the design of the change?
People who are going to be impacted by a change should have some input and representation in the design of that change, so we engage all the relevant stakeholder groups early in each project to participate in requirements gathering and process/tool design.
It is impractical to try to involve every single stakeholder in the design of something new, so we use representatives. However, everyone will need to use the new process or tool, so communication is key to helping everyone understand what changes are coming, why they are important and the impacts they can expect from the change.
When people have an awareness of what is happening and why, they can be trained on the specific expectations of their role in the new processes with the new technology. Once they have this information they can begin to gain the needed knowledge and skills necessary to be successful with the change.
People need more than just training to be effective and efficient in their work, so once a new process is in place or the new technology has gone live, they require support to reinforce the communication and training they’ve already received.
With a deliberate focus and effort around these four areas, Statêra helps clients drive user adoption and, ultimately, achieve the anticipated return on investment from their projects.
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Debra Larsen is a Director at Statêra. Passionate about change management and business transformation, she is a Prosci®’ Certified Change Practitioner and Statêra’s change management practice lead.
Allison Samuels is a transformation and change leader with 6+ years of experience in change management and business analytics across organizations of all sizes.