The adoption of new software in the workplace

Globally companies have in the last decade or so been faced with increasingly uncertain markets brought on by rapid changes in technology and its impact on how they work, interact with customers and remain competitive. Leading organisations are not only seeing the need to adapt to these changes to keep the threat from nimbler competitors and their customer complexes at bay, but also the fundamental transformation of their own internal workings, including consideration of the employee experience.

The user experience discipline has shot up in relevance and popularity, resulting in a renewed focus in creating ever-increasing value for customers through products and services delivered as apps, websites, software, store experiences, and the like as they catered to the evolving demands of this group. However, there has not always been the same fervour applied to organisational tools and technologies intended for workforces.

In 2017, it is as imperative to pay close attention to the employee experience. This includes the approach to business software as it affects people and their ability to do their best work. Below are some factors for consideration by organisations.

Decision-making

Historically, investment in new software has been a decision limited to a few people who may have consulted experts. The disadvantage to this approach is that it neglects input from the people who will be using it and does not include a “try-out” period but rather an imposition that can frustrate people working on an older system.

The recommended approach to this situation borrows from the Design world where Design Research would be conducted early in the process to elicit problems that need addressing and invest in quick but continuous work cycles to determine suitability in situ.

Software adoption

The Design approach zones in on potential benefits of a new system but can can also engineer “buy-in” from the people who will use it, i.e. less likely to reject the change. This mindset extends to user experience design which, in a world where most people online are accustomed to friendly experiences as crafted by some of the world’s best Design teams, is worth serious consideration to create desirable work experiences that boost productivity.

To encourage the adoption of new software, organisations create complementary training programs with varying levels of success. Learning embedded in the work itself yields better results than traditional modes of learning such as courseware or classes that separate action and theory.

Communication that gives context to the change will go a long way; better still if decision-making was inclusive to give opportunity for feedback. What may be seen as an imposition on unsuspecting teams may yield negative results, the likely scenario being reversion to what’s familiar and rejection of the new.

Alignment with business goals

Temptation is high to adopt new technology if it receives a lot of press, is used by competitors or simply gives the impression of its users being “innovative”… but do they align with business goals? Are these changes helping to make exponential gains or merely increments (and which of the two is desired)? Would the people in that ecosystem understand how it fits into the strategy towards which they work?

Failure to positively address these questions can cause turmoil or add undue complexity to the employee experience. The role of leadership and clear communications can help staff navigate these waters.

New ways of working

From startups to more established businesses, the way in which people work has become almost as important as the work itself. Software needs to support these new work styles as required by the work, such as the growing trend in collaboration across remote and mobile teams.

Simply adding a new tool, however, will not necessarily change mindsets; for example, a new team communication app will not solve a social crisis. Leadership through coaching can address this situation.

Automation and humans

The opportunities and threats to employees brought on by the advent of automation (or the beloved broad term used by the media, robots) has been widely covered and presents myriad unknowns on the future of job security and functions, amongst other concerns.

When software is introduced that can raise conversation on these fronts, employees require a clear understanding on its impact on their work. One ideal and popular idea is if software is able to drastically enhance work to the point where a person is left to “higher”, thoughtful work in a relationship that will probably become commonplace in the next few years. Moreover, the organisation needs to understand the long-terms effects such situations may have on work dynamics and culture.

The above is by no means an exhaustive list; I’m quite keen to learn how others have introduced new software in their organisations in recent times so do get in touch if keen.