Adoption is Key for Digital Workplace Success

I speak to many customers.  Each of them has their own unique challenges, and each of whom are at various points in what we would term their “Digital Workplace” journey.  Clearly we have those organisations whose businesses are being fundamentally disrupted by Digital.  And we have those for whom this disruption is yet to really manifest itself.

The point is, everybody seems to be doing something – and many organisations are doing quite similar things.  If I were asked for my top 3, businesses are seeking to:

  • reduce their legacy footprint;
  • exploit new collaboration and mobility solutions;
  • consolidate their platforms to a number of key vendors

The last one is interesting in many ways.  We’ve ridden a wave of customers looking at “best of breed” and I now see a trend back towards suites of functionality – where the functionality is good enough to meet their needs, but that being balanced against the integration benefits of using a sole provider.

In each of the objectives above Adoption remains a key, but often little understood concept that can make or break the initiative. We’ve seen a general shift towards a more user focused approach, however it continues to surprise me how little focus is placed upon ensuring the use (Adoption) of the solutions both immediately post deployment and critically through the life cycle of its use.

In order for an initiative to be successful, it needs to be used and valued by its users (think about all those mobile apps you have on your device that sounded great as a concept, but are little used!).  This is where the adoption cycle comes in.  When I speak to customers about Digital Workplace transformations, refer to the following five points:

  1. Ensuring the solutions fit the users
  2. Engaging users in the journey
  3. Balancing user ‘want’ to business ‘need’
  4. Measuring satisfaction
  5. Democratising feedback

Point 1 is easy to talk to, as I’ve covered it several times in terms of understanding users.  Solutions like Workstyle Analysis can and have helped many customers in this area.  This starts the user engagement process but it is important to continue this throughout the life cycle of the initiative to maintain the engagement and enthusiasm of your users for what is about to happen (think of any good teaser marketing campaign you’ve seen in the consumer world!).

However many fear that with such an approach you will create a ‘bow wave’ of user expectation, the proverbial shopping list of wants from users that cannot be rationalised to budgetary, timescale or other constraints that the business may face.  The interesting thing I’ve observed is that while this may be thought of as a disincentive for people to engage the process for fear of this consequence, actually tackling it head on and engaging the users simply builds more understanding and support.

The final two points are really important.  Clearly you should measure the output of your initiative.  This is 101 stuff.  However equally important I’ve found is in democratising that feedback and results, making it available not only to the project sponsors and decision makers, but to the users also.  In being transparent, you can unlock the next level of feedback and support in something of a virtuous cycle that allows you to build upon the benefits and extend their applicability, as well as collectively managing any challenges that may have occurred.

 

These are just my own perspectives on Adoption.  Such is the importance of the topic, and the range of debate it attracts, we’ve created a full Insight Guide featuring myself and a number of my colleagues from Computacenter, Intel and QA.  You can find this here

About Paul Bray

Paul is Computacenter’s Chief Technologist for Workplace and User Productivity

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