How to Implement New Software in a Company: 3 Strategies

Reading time: 20 min.

 

If you have the developed software for your company, you are halfway to success. The business should have a step-by-step implementation plan to get long-term value and recover the costs of implementing a new system in the workplace.

 

This article will disclose three strategies and practical tips on how to implement new tools in a company, ensuring a seamless transition and efficient decision-making process to achieve team-specific goals in the early stages.

 

Let’s start with the most common reasons why businesses may need new technology adoption.

 

Reasons to implement a new piece of software

 

Сonsidering other information can support the decision-making process for larger and smaller businesses. There are at least four reasons to adopt new software in a company and enhance team efficiency:

 

• Primary automation of a group of tasks: in today’s world, automation is a necessity. If your company does something manually and routinely that can be automated, you waste time, money, and, most likely, valuable corporate data. It’s high time to review business processes and automate them.

 

• Software implementing a new IT system as a replacement for the current one: due to obsolescence of the current system or new requirements, scaling, change of business focus, etc.

 

• Сurrent system scaling with new modules due to business development and growth: for example, the company opened a new branch. It required a more extensive system with an extended set of functionality.

 

• Continuous improvement and considerable interface and software functionality updates.

 

Of course, the first 2 cases require more effort and could cause some issues without a successful software implementation plan in day-to-day processes. And here, we proceed to the best practice strategies for a company’s new software implementation process, even if you intend to migrate to a new Content Management System.

 

Remember, it is crucial to follow best practice strategies that include careful planning, effective communication, and utilizing built-in project templates and other tools for the entire company’s new software system implementation process. That’s why you have to avoid making bad strategic decisions.

 

The selection process is a time-consuming, daunting task and a serious undertaking. Let’s move on to the three core strategies for switching and adapting to new software with the most value.

 

Strategies of implementation with different goals

 

Big Bang for a smooth transition

 

Adopting the Big Bang method is the most rigid transition when you set the exact date and manually migrate, turning off the old software application by 100%. The Big Bang’s successful implementation is the “all at once” strategy, which requires a lot of pre-launch planning, staff training programs, and organizational tuning. You can influence training.

 

 

Pros

 

 

• Relatively low implementation cost results in accelerated growth, low adopting rates, and cost savings on operational expenses when the current system(s) is replaced within one day. By implementing new software, even small businesses can achieve cost savings.

 

• All employees work in one system; there is no need to sync the data, and the staff does not need to follow several interfaces simultaneously. There are additional features – they can exchange information and feedback with each other, which accelerates the learning process.

 

• Simplicity for an admin: one migration, the ongoing support of a single platform, etc.

 

All possible changes are done simultaneously and are noticeable almost immediately; there is no need to detect and isolate the particular factors that influence productivity, application development at full speed, and sales, which leads to an increased ROI.

 

 

Cons

 

 

• It works 100% successfully with simple software: chats, corporate portals, and instant messengers. Even e-mail can malfunction, not to mention project management software, CRM / ERP, and other severe systems, which can lead to business vulnerability.

 

• “Explosive” migration from one system to another can cause operational disruption or even chaos, resulting in lower productivity. The most important thing here is a training plan for employees.

 

Parallel Running to minimize disruption to business operations

 

The Parallel strategy of a new software implementation is a more soft and versatile way of transition. This approach allows decision-makers to set a time when both systems will function simultaneously to compare results and output. This approach delivers full benefits for the project owner.

 

Pros

 

• Users have enough time to get used to the new software, quickly working on the old one; employees have the opportunity to find parallels between 2 software solutions to delve into the new logic of interface interaction.

 

• Parallel running ensures business continuity: having two software systems running side by side means that employees keep working in the old system in case of sudden problems.

 

• User training is less rigorous and generally cheaper.

 

• There is practically no negative reaction from employees when implementing automation for the first time, as they are not deprived of their usual tools or ways of doing things. This positive response from employees can contribute to a smooth transition and a strong business case for the automation initiative.

 

• Areas of improvement detection to maximize software usage: the parallel approach helps to identify whether the new system streamlines current processes to implement software successfully.

 

 

Cons

 

• Additional administration tasks for project manager and system administrator: support for both systems, data synchronization, and double security management.

 

• The transition process is “stretched” to accommodate employees from various business units. This approach gives employees sufficient time to adopt the new software, allowing them to continue using the familiar interface for a while before fully transitioning to the new system.

 

• User adoption confusion: two interfaces can seem confusing and cause operational and data errors.

 

• Costs: you pay for both systems to use the software.

 

Phased Adoption is the softest approach

 

Phased software adoption is the softest approach to implementing new software. The transition can be done functionally, by divisions, and in the agreed timeframes. This strategy implies gradually replacing the old system, starting with the core functionality implementation and then additional modules and functionality rollout. Phased Adoption is the safest way to implement new technology by a software implementation team, though it also has particular drawbacks for businesses.

 

Pros

 

• Organized transition and distributed workload to administrators and internal experts.

 

• Smarter and deeper staff learning since it provides more time for them to adapt to the new software.

 

• There is no resistance to change because it happens as gently as possible.

 

 

Cons

 

• It could take significant time to successfully implement software without pain points, which can result in additional costs.

 

• Within phased Adoption, you should have a tech support team to maintain the old and new systems.

 

What software solution should you choose?

 

Big Bang, Parallel Running, and Phased Adoption strategies are good ones. But which one suits your clear goals?

 

In most cases selecting the most suitable software vendor in organizational efficiency and performance as a key stakeholder in your implementation plan is crucial. Identify the challenges your company encounters and areas that require improvement by engaging in open conversations with your staff and other relevant stakeholders.

 

You can ask several questions. Does the software integrate with your company’s existing systems? Is the software scalable? Does the vendor provide a software training program? What are the best practices for implementing new software? Which of them cost inclusive of post-sales support? Are there hidden costs? Do the updates and upgrades delivered operate on a cloud-based platform? Additionally, considering the readiness and involvement of the entire organization in the implementation process is essential for successful software investment.

 

There are some core factors affecting what new software implementation approach the business should choose:

 

 

• The complexity of software
  Phased Adoption is more suitable if we are talking about complex software (for example, a CRM system). The Big Bang strategy is appropriate if the software is small and does not influence vital business processes (messenger, corporate portal).

 

• The degree of risk for the company
  The riskier the implementation, the slower it should be. On the other hand, procrastination is also a risk. For example, a software implementation team moves you from one CRM system to another. You must pay for both systems during the transition period, increasing costs.

 

• Staff strength
  Big Bang won’t work if you need to scale and customize multiple user profiles. In such cases, the one better considers a few options. However, there are times when ultra-fast implementation is a blessing for a large company, for example, in the case of non-customizable systems used by most employees.

 

• Features of implementing the selected software (upgrade, etc.)
  Sometimes the software implementation process plan is initially phased: we define the requirements first, then do the upgrade, conduct training, etc.

 

Agents of influence: employees involved in the software implementation process plan

 

To maximize the benefits of implementing a new system, businesses should have a comprehensive implementation plan that aligns with the software development life cycle. This plan outlines the step-by-step process, including tasks, timelines, and responsibilities. It addresses infrastructure assessment, data migration, user training, system integration, and testing.

 

When implementing new software, striving for utmost specificity in defining your goals is crucial, aiming to achieve the best strong business case scenario. Rather than making general statements like “eliminating the backlog of work orders,” challenge your organization to set a more precise objective, such as “reducing the average backlog of work orders by 50% within six months.” By being specific, you provide a clear picture of the desired outcomes, ensuring clarity and focusing on improved visibility and achieving tangible results.

 

Research shows that the critical step to look out for is the employees affected by implementing the new software. We are now considering a 100% human factor, so analysis of employees’ impact cannot be avoided. Neglecting this aspect can lead to employee dissatisfaction and hinder the overall success of the implementation.

 

• The size of your implementation team will depend on the complexity of your company’s systems and the chosen software. For example, larger organizations with intricate software may require more people to ensure a clear view, best practices, smooth transition, and successful implementation process. The scale and intricacy of the software will dictate the number of team members needed to execute the implementation in the best way effectively. In larger and more complex projects, a larger team is often necessary to handle the various tasks and challenges. It is important to assemble a team that is capable and equally committed to the success of the implementation.

 

• Evaluate the measurable and immeasurable expenses and the tangible and intangible gains that the company can attain through a successful rollout plan. Company executives determine how the new software will be generally adopted. Having a meticulously devised method is crucial for a successful software rollout. Here it is essential to show precisely the need for changes, to convey that this is just a choice of a more convenient new software tool. The biggest mistake of management in such a situation is ignoring the case: if the management does not need the company’s automation, why should employees be interested in it? Be in the process.

 

• Heads of departments, including project managers and senior executives, play a crucial role as an essential intermediary in the organization. They actively engage in all processes, effectively manage issues, address colleagues’ objections, and facilitate high-quality and deep learning. Their involvement helps clear potential obstacles and ensures a thorough understanding of the tasks, including efficient document storage and management.

 

• It would help if you established strategies to garner user acceptance and adoption of the new system when using the software. End-user usually want to work well and comfortably and fear change like any living person. Their main reason is honest and straightforward: why are we introducing/changing the system, what are the boundaries of control, how will the work be evaluated, what will change in general, and what are the risks?

 

Two critical factors in successfully overcoming the “resistance”

 

 

• Conduct training (vendor and internal). Ensure the employees understand everything and are ready to implement a new process at work. Crucial training attributes are printed and electronic manuals and full documentation for the system (provided by a vendor). The specific needs document outlines the essential functionalities required for your new system. The needs document serves as a valuable reference to prevent scope creep throughout the implementation and training process and all the features. Scope creep refers to the constant risk of adding excessive requirements and business objectives to a project to manage expectations daily. To avoid scope creep, it is crucial to establish a clear scope and define the project boundaries from the beginning.

 

• Look for supporters and select influencers. Internal experts and early adopters are those who’ll help both to educate and dispel doubts. As a rule, employees are pleased to help their colleagues and introduce them to the new software system.

 

What should you pay attention to when implementing new tools, and the last thing to consider is:

 

• How technically advanced are the employees who’ll be affected by the change?

 

• How severely will work processes be affected?

 

• What are project tracking features?

 

• Was the training provided? At what level?

 

 

Plan for software implementation success

 

You may have some of the above, but it is crucial to have a plan in place. It is important to comprehend the risks involved and designate a point person responsible for overseeing the implementation process. A clear plan of action is essential to avoid repeating the same mistakes made by other companies and ensure a successful software implementation. Moreover, the plan should be updatable, clear, inevitable, accessible for discussion, and transparent for all stakeholders, implementation teams, and system champions. You also have to assign a change manager. 

 

Aligning the plan with the requirements of on-premise employees, who will serve as the end-users of the new tool, is essential to ensure that each employee is well-informed about the specific features they can utilize. Embracing flexibility and buy-in during the transition or implementation plan is a prevailing norm that fosters a sense of ownership and engagement among employees. It is important to acknowledge that both unexpected challenges and expected issues may arise during the implementation process. Therefore, leaving room for refining the plan and adjusting its attributes based on feedback and evolving needs becomes crucial for achieving successful implementation and learning from the success stories of other organizations.

 

What should be in the plan:

 

• Transition milestones: what needs to be done by the implementation team.

 

• Detailed transition points for each stage: how it should be done.

 

• Key points and reports (hours): measuring what is done and what should be at the control point.

 

• Responsible people: those who you can contact and ask.

 

• Timing: the beginning and end of each stage and the entire process.

 

• Affected processes: what changes will occur in business processes, what else you need to change along with the implementation/transition.

 

• Final evaluation: indicators, metrics, or subjective assessments to evaluate the implementation/transition.

 

• The start of business operations: the exact time the whole company will join the updated automated process and work in the new system.

 

Remember that the composition of your implementation team reflects your dedication to the initiative’s success. Hence, select staff who possess exceptional skills and excellent teamwork abilities.

 

 

Conclusion: successful software implementation plan

 

 

Implementing a new software system by the project team is not a one-day revolution but a gradual process. In a flawed implementation process, the consequences can lead to experience operational downtime, resulting in lost revenue. Exploring the software market’s options can aid in selecting a system that aligns with the organization’s requirements and enhances user experience.

 

To ensure a successful implementation, the core aspect of prioritizing is the employees, who will ultimately use the new system as end-users.

 

• Think about who will be affected by the successful software implementation, and choose the most painless strategy of implementation.

 

• Plan the software implementation thoroughly, considering both tangible and intangible costs.

 

• Remember to conduct training to ensure a smooth integration of the new software into the team’s workflow.

 

If you are currently facing pain points and looking to develop a software product to enhance your project’s success, contact us for a free consultation and get your software developed from scratch!

Conclusion: successful software implementation plan

 

 

Implementing a new software system by the project team is not a one-day revolution but a gradual process. In a flawed implementation process, the consequences can lead to experience operational downtime, resulting in lost revenue. Exploring the software market’s options can aid in selecting a system that aligns with the organization’s requirements and enhances user experience.

 

To ensure a successful implementation, the core aspect of prioritizing is the employees, who will ultimately use the new system as end-users.

 

• Think about who will be affected by the successful software implementation, and choose the most painless strategy of implementation.

 

• Plan the software implementation thoroughly, considering both tangible and intangible costs.

 

• Remember to conduct training to ensure a smooth integration of the new software into the team’s workflow.

 

If you are currently facing pain points and looking to develop a software product to enhance your project’s success, contact us for a free consultation and get your software developed from scratch!