![]() Help employees understand what’s in it for them, he adds. Perhaps it will help the company quantify its marketing efforts maybe it will enable employees to track customer data more easily. First, you must demonstrate the new service offers “economic and rational benefits for the organization and the individual,” says Mankins. Persuading your team to adopt a new technology requires putting forth a “compelling vision for what the technology is and what it’s going to do,” says Bonnet. “Encourage your team to do trials, get feedback from users, and learn from that before you take the jump,” he says. Bonnet suggests running “comparative pilots” of various technologies to ensure you’re choosing the right one. ![]() Technologies that require multi-day training programs and hefty user manuals are a surefire recipe for employee bellyaching and a stalled adoption. “If your goal is a high adoption rate within the organization, make sure you’re choosing the most approachable, most intuitive system possible,” says Mankins. Functionality is critical, but so is user-friendliness. When you’re shopping around for a new technology - be it a customer relationship management (CRM) program or software to better manage employee timesheets - bear your team’s interests in mind. “That persists as long as the organization permits it.” Here are some ideas for encouraging the adoption of a new technology. Mankins, a partner in Bain & Company’s San Francisco office and the leader of the firm’s organization practice in the Americas. ![]() “There are always some people who have their routines, and they just don’t want to change,” says Michael C. Leaders should expect to face luddites, people who aren’t naturally tech-savvy, and naysayers whose knee-jerk reaction is to oppose new things. “The job of a manager is to help people cross the bridge - to get them comfortable with the technology, to get them using it, and to help them understand how it makes their lives better.” However, 63% said the pace of technological change in their workplaces is too slow, primarily due to a “lack of urgency” and poor communication about the strategic benefits of new tools. “Employees need to understand why is an improvement from what they had before,” says Didier Bonnet, coauthor of Leading Digitaland Global Practice Leader at Capgemini Consulting, who worked on the research and coauthored the study. What can you do to increase early and rapid adoption? How can you incentivize and reward employees who use it? And should you reprimand those who don’t?Īccording to a study by MIT Sloan Management Review and Capgemini Consulting, the vast majority of managers believe that “achieving digital transformation is critical” to their organizations. But getting every employee on board is often a challenge. Bringing new technology and tools into your organization can increase productivity, boost sales, and help you make better, faster decisions.
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