Latest posts by Luis Marcos (see all)
- If You Build It, Will They Come? - April 25, 2017
- Patient Engagement Pride: We All Can Use a P.E.P. Talk! - June 9, 2015
Let’s take a moment and talk about the ideal development-to-adoption scenario. For the sake of the exercise, you’re Kevin Costner. You hear a whisper about building it. You continue to explore what it is until you realize that you have been asked to build a baseball field. Through hard work and perseverance, the request becomes reality. In no time at all, ghost baseball players emerge from behind corn stalks and play a game.
That right there folks, is the dream of every software developer. They aspire to build what you need and then have you faithfully use their creation. Alas, like Field of Dreams (beautiful film), that aspiration typically falls under the genre of fantasy.
How can that be? Why wouldn’t a user take advantage of an enhancement to their software? Truth be told, there are number of reasons as to why, including, but not limited to:
- Lack of awareness.
- Aversion to change.
- The functionality doesn’t meet your exact needs.
- The perceived effort of deploying the change outweighs the benefit.
As an end user, you should want and need to maximize the feature set that your software has to offer. Why is this so important? In the graphic below, I have listed only a few of the ways that software enhancements can impact the bottom-line.
As I challenge myself to seamlessly interject concepts from other cherished feature films, this is where I say, “Help me, help you!” When it comes to your software, aspire to A.C.E. the experience.
Accountability: Appoint an Internal Software Administrator (ISA). This person would be responsible for forging a relationship with your software vendor(s). They need to be familiar with the vendor’s release cycle and understand what each new version has to offer. They would then be responsible for scheduling recurring meetings with key stakeholders to discuss their findings and recommendations. They should also volunteer to participate in any focus groups that your vendor may offer. This is a great way to ensure that your vendor understands the specific needs of your organization and how they fit into the big picture.
Collaboration: Who are these “key stakeholders” that I mentioned above? They would be your Change Control Board (CCB). This group should be comprised of members of each functional department of your business, as changes may have ripple effects throughout the organization. Affecting change is often easier when the decision is made jointly as initial buy-in will be stronger.
Execute: Assuming the CCB finds value in certain enhancements, develop a plan to implement them. This will often involve initial training, shadowing and follow-up that could span a few weeks. Remember that each implemented change is a deviation to someone’s routine. Depending on the work flow adjustment required, a fair degree of staff coaching may be involved.
In fairness, I realize that I’m making all of this sound really easy. It’s work and it requires commitment. Alas, if it means that you can add to your bottom-line, become more efficient or play a round of catch with “Shoeless” Joe Jackson, it is worth exploring.
Now go A.C.E. your experience!