Introducing new software comes with numerous challenges - despite thorough preparation, obstacles cannot always be avoided. However, to prevent these challenges from derailing the entire project or resulting in a disastrous outcome, this blog post highlights common difficulties and, most importantly, how to recognize them at an early stage and how to overcome them.
Markus Kawollek, CEO of nuboworkers GmbH, has shared valuable insights in a previous interview on how companies can successfully manage software transitions and (partial) digitalization. As an expert in cloud transformation and change management, he supports companies in implementing new software solutions, particularly in the Microsoft 365 space.
Rolling out new software is just the beginning. Many application issues or questions arise days or weeks after active use begins. Without a central point of contact, users may feel abandoned, jeopardizing both software usage and acceptance.
Solution:
To prevent frustration and disengagement, establish one or more contact points for users. Questions will inevitably arise. Ensure your team is available to address user concerns after the initial implementation and training sessions.
Markus Kawollek emphasizes, "In the early stages, extensive communication, training, and knowledge transfer are crucial. Even after implementation, ongoing change management is necessary, though the level of support may taper off over time."
The responsible team should continuously assist users, provide additional training when needed, and regularly gather feedback about the software's use.
If the project leader leaves or is unavailable, more than just their dedication may be lost. Critical knowledge and the driving force behind the project might also vanish, putting team motivation and project success at risk.
Solution:
While it’s not always possible to predict when a leader will leave or be unavailable for an extended period, promptly appointing a new leader is essential. If leadership transitions are anticipated, identify a replacement early and involve them in ongoing processes to ensure a seamless handover and minimize disruptions.
Change often feels like a threat, especially when it adds to the workload. This is particularly true for power users, who use the software daily and have higher expectations. Their resistance or concerns may start with small comments that could escalate if ignored.
Solution:
Markus Kawollek advises involving key stakeholders early in the process, ideally during the evaluation phase. This ensures concerns and requirements are addressed from the outset, and the benefits of the new software are clearly communicated.
Power users require tailored training compared to occasional users. They often have higher and more specific demands.
"Approximately 10-20% initially resist the change," the change expert notes. They need time to adjust to the new system.
Power users often worry about losing content or facing significant additional work when transitioning software. Complex data structures in reports and diagrams exacerbate these fears. While such concerns are often unwarranted, many users remain unaware.
Solution:
Partnering with an experienced change and software expert is key. Data and content are typically not deleted during the transition. Professional providers offer automated conversion tools that transfer existing content efficiently, significantly reducing the workload.
Prioritize transferring critical reports and charts first, which also provides an opportunity to reorganize and archive outdated materials.
Communication is the most apparent yet frequently overlooked challenge. Implementing new software is not just a technical project but a major change in users’ workflows. Delayed communication often leads to confusion and frustration. Employees who feel ignored or blindsided are more likely to resist the change.
Solution:
Many issues can be avoided through early and transparent communication. One or two weeks of preparation is insufficient. Inform all relevant stakeholders as early as possible, address questions immediately, and proactively dispel common concerns.
Kawollek also suggests appointing “Champions” or “Key Users” who can test the software in advance and act as advocates within the organization. Employees should always have the opportunity to voice concerns and ask questions.
Implementing new software solutions is a complex challenge with many hurdles. However, clear communication, early engagement with employees, and strong leadership from management can overcome these obstacles.
With an experienced change expert, you can address objections, develop effective communication and training plans, and ensure the smooth adoption of new software. This not only streamlines the transition but also creates lasting value for your business.
We’re here to assist with your transition to empower®. Contact us today! Unsure if empower® is the right choice? A structured software trial may provide the answer.