We will have ... a new program

    Albert Einstein wrote that it’s crazy to do the same thing and to expect different results each time. Obviously, the opposite is also true: in order to achieve a result, it is necessary to try different approaches and gain invaluable experience, which, as you know, is the “son of difficult mistakes”.

    Adaptation of a new software product in a company is not an easy task, as it might seem at first glance. Here we need both appropriate experience and a special approach. The situation is quite typical when such an initiative runs into a wall of misunderstanding of employees who do not want to try something new. Most are simply afraid of change! Even if, as a result, the work can become easier and more enjoyable.

    What is the way out? After all, sooner or later it will still be necessary to optimize the work, so as not to be left overboard, and it is better to do this earlier in order to maximize the competitive advantages.

    Let's look at the conditions under which employees themselves would advocate such integration, and not do so by order from above. So, first of all it follows:

    • Make contact with colleagues


    contact with colleagues

    Deployment of a software product should not occur solely by the will of management. This, in most cases, is doomed to failure. People need to understand what benefits a new solution will give them and what they will get as a result. It is necessary to analyze various opinions, and on the basis of them to build a strategy of behavior. If it’s not entirely clear to employees what the whole process is up to, it’s worthwhile to tell you what advantages the product will provide and what the benefits are for each of them. Close contact is very important for effective teamwork and directly affects the success of integration.

    I remember very well the time when everyone in our company talked through ICQ (yes, yes, through the already forgotten ICQ). But at some point, the management decided that it was not safe enough and that everyone should be transferred to Jabber with setting up their own server for the safe exchange of information. At first, the employees resisted, but when they conducted a visual educational program and it became clear to everyone that it was a matter of information security of the company, they realized that this was the only right option.

    • Set clear goals

    Software automation as a tribute to fashion is a waste of money and time. You must clearly understand what problem this particular product is designed to solve and how. Otherwise, you simply cannot massively use it on an ongoing basis.

    Due to fierce competition in its field, Harsh International, a leading manufacturer of animal feed equipment, has been constantly resorting to innovative ideas for over 70 years to stand out from the competition. The last major task was to deploy a computer-aided design (CAD) system based on Solid Edge from Siemens, which allowed using 2D and 3D models to quickly change the original equipment design based on customer requests. As a result, the company has firmly occupied the niche of complex, individual projects, inaccessible to most competitors.

    • Consciously choose a solution

    Typically, the goal can be achieved in various ways and there are many software alternatives. It is important not to get confused and not to get confused. The most optimal choice: from the point of view of the end user. The effectiveness of such a project depends on how clear and convenient it is to use the system.

    • Teach you how to work with the product.

    No matter how easy and intuitive the system may be, you always need clear instructions for using it. It will not be superfluous to create a work schedule in it, with which each employee should be introduced. In addition, you can order specialist advice: in most cases, it is relatively inexpensive and will pay off with interest.

    app training

    According to the ATD (The Association for Talent Development), in 2013, organizations in the United States spent an average of $ 1208 per employee for training and staff development. At the same time, 2/3 of the budget went to internal training. In Russia, this figure is still much more modest - in 2012, the average expenses of companies amounted to 9,900 rubles per employee, respectively per year (which was $ 318 at the weighted average USD exchange rate for 2012), but investments in staff training are growing much faster in Russia than in the USA (+ 30% versus modest + 1%).

    • Track usage regularly

    It’s not enough to deploy an IT-system in an enterprise, it is also necessary to create the prerequisites for its regular use. If this is a tool, without which it is impossible to imagine the work of an employee, then it does not take a lot of effort to establish regular activity in it. If the software product has any alternative (for example, CRM and MS Excel, Pyrus and e-mail, etc.), create the conditions under which the employee will be more comfortable using the appropriate solution. Here you can take certain stimulating steps and even apply the carrot and stick method: for example, calculate bonuses only for projects started in CRM (in our case it is amoCRM ) or for tasks (in Pyrus ) that were successfully completed on time.

    What is your experience integrating new software products?

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