Orchestrating User Adoption from the Innovators to Laggards

Words like change, transformation, and automation will always generate a wide range of reactions throughout the rank and file of an organization, and our reaction to these words are good indicators as to which group we belong to on the adoption curve.

Innovators and early adopters tend to be motivated by change and late stage adopters and laggards tend to resist it.  Paradoxically, both groups have roles of equal importance in the user adoption process.

Knowing where users and people belong on the adoption curve and organizing them into user groups will enable a phased approach to managing the user adoption process. This approach to user adoption is preferred and will provide a more seamless diffusion of your innovation throughout each stage of the user adoption process. Furthermore, this will ensure that by the time it reaches the laggard group, the bugs will have already been worked out.

Successful innovations will reach a tipping point – which is the point that it is widely accepted and adopted by laggards. However, by the time that happens, count on the next innovation already being in play, and have a plan in place to repeat the cycle of innovation again.

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Documenting business processes, conducting frequent business process reviews, building and running knowledge management and collaboration portals, establishing a talent management program, and investing in the professional development of your people will have a direct impact to continued success of any future business transformation initiatives in the future.

As companies transform, it is important to retain a high level of diversity across the organization. Take into account the tacit knowledge that could be lost when choosing to acquire new talent.

Make the language of change pervasive throughout your organization and create a business culture that is comfortable with change and ready to adapt to it.

On a personal level, be prepared for change, because change will happen. Invest time in your own professional development. Always be learning and be willing to step out of the comfort zone.

For more on this topic, I suggest reading the following two books:

“The Tipping Point – How Little Things Can Make a Big difference” by Malcolm Gladwell.

“Diffusion of Innovations” by Everett Rogers

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The Best BPM Platforms for Digital Business

In the last quarter of 2015, Forrester Research identified Pegasystems, Appian, and IBM as leading the field of suppliers of business process management platforms for today’s digital business.

This post focuses on the value that Pegasystems delivers to today that is transforming how their clients engage with their customers throughout each stage of engagement.

photoSource: Pega.com The complexity of today’s business makes it hard to truly know a person across marketing, sales and service. There are too many customers, too many permutations of what they need and too many obstacles. Your customer base has grown, and so has your need for more sophisticated technology that not only understands prospect and customer demands but also helps accomplish your business objectives. Initially, your systems did what you needed: track customers and help you market and sell to them. But as your enterprise acquires companies and systems, technology becomes a barrier to how you engage with customers — across departments, time zones and geographies. Complexity has also brought inflexibility, making it hard for systems to adapt to changing needs, changing markets and changing regulations. It also makes it difficult to train employees because they’re battling systems, not servicing customers..Click here to read more.

The 8 white boarding videos that follow will help you visualize the unique value that Pega is delivering value today to their clients customer engagement management initiatives around the customer experience…

Build for Change: Directly Capture Objectives (DCO)

With Pega 7, you capture the policies and procedures that define your business – including rules, data models, UIs, integrations, reports, and organizational structures – in the model. Pega 7 automates the code generation. As the requirements change, a change in the model equates to an immediate system change.

Build for Change: Situational Layer Cake

Situational Layer Cake™ (SLC) architecture enables organizations to differentiate, specialize, and reuse their business applications. Pilot projects can grow into enterprise transformation programs overnight. Instant reuse dramatically accelerates the time to value for organizations seeking to be more agile in response to changing market and regulatory demands.

Build for Change: Case Lifecycle Management™

When a business person starts explaining their needs for an enterprise, they don’t generally dive into process details. And they certainly don’t describe “transactions.” They think in terms of the case and its stages. Rather than drawing an end-to-end process, Pega 7 provides tools for business people to define the major steps of how work gets done – essentially building the skeleton on which you hang the more detailed process. You establish a business view of the data before debating the details.

Build for Change: Mashup

Traditional service or API-based architectures result in hard-coding the UX logic into each channel independently. Process changes must therefore be made in multiple places, making it impossible to deliver a consistent customer experience. By embedding the Pega UX directly into the mobile or web channels, all of the intelligence and capability of Pega 7’s Case Management is brought directly to the customer touchpoint.

Build For Change: Omni-Channel UX

Pega’s Omni-Channel UX delivers an optimized and consistent user experience in every channel. Learn more at http://www.pega.com/platform

Build For Change: Event Strategy Manager

Pega’s Event Strategy Manager gives you the tools you need to turn streams of customer data into valuable business decisions and actions. Learn more at http://www.pega.com/platform

Build for Change: Pega Live Data

Pega Live Data allows users to quickly and easily define the data required to build the apps they need, and then access that data in their running application – all without having to worry about how and where the data is actually stored and accessed.

Build for Change: Next Best Action

The real value from Big Data and analytics comes when every customer conversation delivers exactly the right message, the right offer, and the right level of service to both give the customer a great experience and maximize the customer’s value to the organization. With Pega’s Next Best Action, business experts develop decision strategies that combine predictive analytics,
adaptive analytics, traditional business rules.

 

The Forrester Wave™: BPM Platforms For Digital Business, Q4 2015

Key Takeaways: Pegasystems, IBM, and Appian lead the pack

Forrester’s research uncovered a market in which Pegasystems, Appian, and IBM continue to lead the pack. Software AG, Oracle, Newgen Software, OpenText, Bizagi, K2, and DST Systems offer competitive options. Red Hat and TIBCO Software lag behind. The BPM Platforms Market Is Growing As EA Pros Accelerate Digital Transformation The BPM platforms market is growing because more EA professionals see BPM as a way to address emerging challenges for customer experience and digital business. This market growth is, in large part, because EA pros increasingly trust BPM platform providers to act as strategic partners, helping them transform how they use technology to win, serve, and retain customers in the digital age. Differentiators Include Rapid Development, UX Design, And Case Management As legacy BPM technology becomes outdated and less effective, improved delivery speed and process flexibility will dictate which providers will lead the pack. Vendors that can provide fast ramp-up, flexible mobile experiences, and dynamic case management position themselves successfully to deliver speed and business agility to their customers.

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Managing User Adoption from the Innovators to Laggards

Words like change, transformation, and automation will always generate a wide range of reactions throughout the rank and file of an organization, and our reaction to these words are good indicators as to which group we belong to on the adoption curve.

Innovators and early adopters tend to be motivated by change and late stage adopters and laggards tend to resist it.  Paradoxically, both groups have roles of equal importance in the user adoption process.

Knowing where users and people belong on the adoption curve and organizing them into user groups will enable a phased approach to managing the user adoption process. This approach to user adoption is preferred and will provide a more seamless diffusion of your innovation throughout each stage of the user adoption process. Furthermore, this will ensure that by the time it reaches the laggard group, the bugs will have already been worked out.

Successful innovations will reach a tipping point – which is the point that it is widely accepted and adopted by laggards. However, by the time that happens, count on the next innovation already being in play, and have a plan in place to repeat the cycle of innovation again.

imgres-1

Documenting business processes, conducting frequent business process reviews, building and running knowledge management and collaboration portals, establishing a talent management program, and investing in the professional development of your people will have a direct impact to continued success of any future business transformation initiatives in the future.

As companies transform, it is important to retain a high level of diversity across the organization. Take into account the tacit knowledge that could be lost when choosing to acquire new talent.

Make the language of change pervasive throughout your organization and create a business culture that is comfortable with change and ready to adapt to it.

On a personal level, be prepared for change, because change will happen. Invest time in your own professional development. Always be learning and be willing to step out of the comfort zone.

For more on this topic, I suggest reading the following two books:

“The Tipping Point – How Little Things Can Make a Big difference” by Malcolm Gladwell.

“Diffusion of Innovations” by Everett Rogers

Follow my blog at Social2Direct.com