“If you build it, he will come.” This mantra may have worked for “Field of Dreams,” but it doesn’t cut if for new or redesigned enterprise-level applications. User adoption, like all change really, is never easy. It requires breaking habits and changing mindsets and doing so on a large, enterprise-level scale. But at the end of the day, the project can’t be considered a success until the users actually, well, USE it.
Here are a few tips for how to effectively drive user adoption of an enterprise-wide Intranet, application or internal system.
1. Get the word out.
The first step is to clearly communicate to users that the change is coming. Prepare them for what is ahead well in advance. Start a few months before the new system is ready to launch, to give users plenty of warning. Communicate when the change is planned and how the transition will occur. Be sure to address how and when users can get training, address concerns or ask questions. Vary the method of delivery (town halls, emails, newsletters, etc.) to be sure that employees are hearing you. Change is a bit less scary if it doesn’t take you by surprise.
2. Make them want it.
The first thing users will ask when a new system is introduced is, “How does it benefit me?” The best way to answer this question is to outline specific features and functions that will make the user’s life easier. Point out things that benefit everyone (e.g., more robust search, faster upload times, etc.), but also try to share specific advantages for particular user groups (e.g., accounting can upload multiple spreadsheets with new drag-n-drop functionality, etc.).
An effective way to communicate specific benefits is to share real life stories and examples of other users’ success with the new system. You can accomplish this by supporting a “soft launch” within a department or among a small set of users to solicit real user feedback (as well as work out any potential kinks) before the big reveal. By showcasing real success stories of users working more efficiently or interacting with “slick” new features, it triggers the “I want that too!” feeling in other users.
I’ve seen some companies very successfully approach the communication strategy like a new launch campaign—deploying posters, commercials, ads and PSAs around the new system. It requires more thought, planning and creativity, but it can have a very positive effect on user adoption due to its novelty and visibility.
3. Rinse, lather, repeat.
In the weeks leading up to launch, remind users of the transition plan and encourage them to ask questions or voice concerns. Addressing potential issues before the actual launch helps reduce “game day jitters.” It also allows the team responsible for the launch to focus on getting it deployed rather than putting out fires.
4. Rip off the Band-Aid.
From my observation, this is the most crucial step in user adoption, but one executives have the most difficult time buying into. To ensure user adoption, you can’t give users any other option. Identify a time of transition and overlap between the two systems, but then pick a day and RIP—shut down the alternative completely. No exceptions. Of course, to do this successfully you must clearly communicate this part of the plan and the ensuing date of retirement. It’s also beneficial to help straggling groups make the transition in a more hands-on manner during the final days. But if you leave that safety net in place, users will continue to fall into it.
With a little planning and foresight (and perhaps a dash of creativity), you can soon have your users saying, “Old System, who?”.
