BPM from a Business Point of View

Scott Cleveland

User Adoption of BPM

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I can't stress enough how important user adoption is...

It can take as little as one unhappy person to kill a project like this. They can poison other users and it can get out of control.

Some things you can do to mitigate the risk...

• Identify a champion that can drive your process improvement initiatives. That person needs to be able to 'lead' the users through this change to their jobs. Users need to be able to see that the solution will solve a problem that they face frequently. They need to be able to see that this solution is not only good for the company, but good for them as well.

• Choose to implement a process that has some visibility, but can be accomplished within 6 months time. If a project takes a year to complete, people will lose interest and the project will lose visibility and momentum.

• Make sure that the solution is easy to use. If it is not, users will find a work around that will negate the entire activity.

• If you suspect that a user is not on board, get them involved early. Have them help shape the project - make sure that they take some ownership.

Success will get more people on the bandwagon. Management will be able to see the positive affects of their investment. It will make it easier to get any additional funding.

Your Thoughts...

What has been your experience?

3 Comments

So far, the transition has been well taken care of. Most probably, this is due to good leadership skills of those involved and it seems everyone happily accepted the changes and were quite cooperative.

"They need to be able to see that this solution is not only good for the company, but good for them as well."

What's in it for me? You need to be able to point out to your employees (the ones that get their hands dirty with your new BPM system) that the change is worth it! How is going to make their day-to-day better/easier? If there is no value to them to adopt the new system why should they bother?

Scott Cleveland blogs about BPM from a business point of view.

Scott Cleveland

Scott Cleveland is a technical, innovative and creative marketing manager with more than 25 years of experience in marketing, marketing management, sales, sales management and business process consulting aimed at high-tech companies. His areas of expertise include: product marketing, solutions marketing, solution selling, sales maangement, business process management, business process improvement and process optimization. Reach him at RScottCleveland[at]gmail.com.

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