The Adoption Paradox

 

We’ve all heard this before: “It’s really important that everyone starts using this (tool/process/system) right away so that we will be more efficient and have all the information we need to run our business.  But remember, everyone here is very busy and we really can’t let this change interfere with their everyday work.”

In other words – this change is important, but not important enough to invest the time and attention to ensure its success.   Even worse, when efforts fail, the blame gets laid at the feet of the implementers or whatever is being implemented.  Then the effort begins again, with a different set of players only to suffer the same fate.

In contrast, organizations that are successful at change recognize that implementation and adoption are neither instantaneous nor automatic.  They recognize that the investment goes beyond the cost of the new system or the labor to implement it; there is also a significant investment of time and attention required from those stakeholders who need to adopt the new process, tools, etc. 

Successful implementers and adopters know that that additional time is filled with activities focused on making a successful transition.  While training is important, practice makes permanent as the adopter adjusts their work practices and builds expertise in the new way.  Open recognition by leaders of the additional effort is also key; it reinforces the importance of adoption, helps the adopter balance their priorities between getting work done the old way and learning the new and, it helps reinforce new behaviors.

Last, but not least, the transition from old to new is always eased by strong advocates and proficient guides.  These are the people on the ground during the transition – answering questions and helping the adopters be successful.  Ideally these people have strong first-hand knowledge of both the old and the new and are comfortable recognizing and addressing objections and resistance.   And, most importantly, they have the time.

So, even though whatever is being implemented may ultimately save time, up-front time is required  to ensure adoption.   A couple of years ago I was in a meeting where a customer was sharing lessons learned on adoption from the implementation of a new ERP system that had been introduced two years prior.  As he reflected back on the adoption over the past two years he observed:  “The first year we worked for the new system and then the second year it worked for us.”   We can always wonder how much pain could have been avoided with just a little bit of extra time.