1. Technology Adoption Strategies Randy Wadle, CEO

2. Agenda Facts and Figures Culture of Change Define the Win / Measurement Vendor Relationship Baby Steps Training, Training, Training

3. Facts and Figures

4. Software Adoption Facts/Figures According to 2011 Computer Economics survey, 51% of all organizations in US have some sort of CRM system 2012 growth rate of 12%, three times average of other enterprise software categories Forrester survey 70% of CIOs surveyed cited end user adoption as the primary critical success factor 32% respond that user adoption was their greatest concern Lack of User adoption is the primary cause of failure for 70% of CRM projects 50% of software functionality paid for by clients is not actually used.

5. CRM Adoption Factors Source Core Matrix - Drive User Adoption—and Drive Sales, Productivity, and ROI

6. CRM Project Success Top Success Factors Cited Methodical plan and execution Active project mgmt Frequent, visible Exec support Top Failure Factors Cited Failure of executive sponsorship Absence of project mgmt Resistance to change

7. What some others think Adopt Incrementally Establish a high performing team Communicate effectively Knowledge Base Effective technical support Manage change effectively Source Jazz.net Accelerating adoption of software tools and practices by John Duckmanton Show the Why Create a Leader Keep it Simple Anoint the Cool Selection is Everything Source apparel.edgl.com Change Management: 5 Best Practice techniques to drive adoption by Chris Morrison

8. Culture of Change

9. Organizational Culture of Change The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow. - Rupert Murdoch He who rejects change is the architect of decay. - Harold Wilson Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better. - Sydney Harris

10. Culture of Change: Key Points Executive Sponsor / MASSIVE support by leaders System Evangelists are critical for success Planning for short-term productivity loss Taking risk that result in a mistake are tolerated or even celebrated

11. The Man In The Arena

12. Culture of Change: Key Points Executive Sponsor / MASSIVE support by leaders System Evangelists are critical for success Planning for short-term productivity loss Taking risk that result in a mistake are tolerated or even celebrated (Man in the arena) Status quo is no longer accepted

13. Technology Implementation Life Cycle Innovators: more educated, more prosperous and more risk-oriented Early adopters: younger, more educated, tended to be community leaders, less prosperous Early majority – more conservative but open to new ideas, active in community and influencers Late majority – older, less educated, fairly conservative and less socially active Laggards – very conservative, oldest and least educated Source: http://en.wikipedia.org/wiki/Technology_adoption_lifecycle

14. Visible Executive Support Decision maker needs to be biggest cheerleader… positive talk only publicly Be the example of how to react to change Visible accolades and rewards for project contributors Care about data in the system Patience and support for change management Encourage CRM support staff and support the required time investment

15. System Evangelists/ Role Models "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." Niccolo Machiavelli - The Prince (1532) ClientSpace System Evangelist (Owner) Well trained, solid understanding of overall business Primary responsibilities: training, new requirements, testing, system interfaces and integration ClientSpace Role Model in each department Well trained, solid understanding of needs of department Visible support from executives

16. Define the Win

17. What Is The Definition of Success

18. Define success for the project Productivity gains, quality service, decision making, client communication Define the what, how, and when to measure Include incremental checkpoints that reflect the success criteria Break project into phases and clearly layout a realistic schedule

19. Keep Your Eyes On The Prize Project manager with authority and focus Communicate project success criteria clearly and often to entire team Avoid scope creep and distractions at all costs Parking lot for ideas Patience, it takes time

20. Vendor Relationship

22. Find a Partner, not a Vendor ABCD of a good vendor partnership 1 Able, Believable, Connected, Dependable Win-Win Relationship Mutual respect and integrity Understand your business, not just the software Source: 1. http://leadingwithtrust.com/2011/08/07/vendor-to-partner/

23. Baby Steps

24. Keep initial scope as limited as possible Primary focus/goal of the project Prioritize, simplify, keep it recognizable Limit enhancements to only CRITICAL issues One big change at a time Insure department readiness Procedures, staff, communication

25. Training, Training, Training

27. Training, Coaching, Repeat Training specific for each department Hands on help sessions for first week(s) after go live Refresher lunch and learns Assign a coach for new employees or new users Vendor webinars to learn new features or targeted training topics KnowledgeSpace