What to take back to your team
- Define the actions that show people use the new process to finish their work.
- Ask managers to review those actions in regular team conversations.
- Fix workflow problems and support people after launch.
Look beyond the login count.
A login tells you that someone opened the system. It does not show whether they completed the new process.
Choose two or three behaviors that show the change is working. These could include support requests passed to the next team with all required details, accurate customer records, or tasks finished in the new system.
Make those expectations clear to managers and their teams. Review them in regular conversations.
Find out why people return to old habits.
Ask users to show you the task. Look for repeated data entry, missing information, or steps that add work without a clear purpose.
Training can help a person use a system. A difficult process also needs a design change.
Keep the leaders who approved the project and the team managers involved. Their actions show whether the new process is part of normal work or a temporary project.
Support the change after launch.
Offer time for questions. Give the colleagues helping others learn the system a way to collect issues and share useful examples.
Check whether people finish tasks in the new system, pass complete information to the next team, and spend less time on the work. Use those findings to set the next improvements.
Retire an old spreadsheet or email process when the new workflow is ready. Give people a clear replacement and support through the transition.
Measure the work people complete, as well as the systems they open.
Apply it to your team
We can help managers find why people avoid the new process, fix the difficult steps, and plan useful training and support.
Adoption Reset Quickstart Change management
