Information management
user adoption explained
Boost user adoption
Increase return on investment
Master change management

Contents

Information management user adoption explained

Introduction

3

1: Understanding user adoption

4

2: What’s in it for me?6

3: Making software implementation people-centric

7

4: The approach to Information Management user adoption

9Conclusion

12

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Introduction
New technologies and processes are intended to offer impressive return on
investment and increase efficiency. However, technology rollouts can also disrupt,
confuse, and demotivate employees, especially when implemented without themunderstanding the impact on established processes.
Employee dissatisfaction with a new technology might sound like a short-term
problem, but too often, it turns into a long-term issue. It is not uncommon for users
to create workarounds to avoid the new technology, rendering it a very expensive
mistake. Transitioning to full digital management of enterprise information requires
mindset and skillset changes to meet organizational objectives for collaboration,
decision-making, and compliance.
This guide looks at what drives—or impedes—user adoption of new technology andhow to make the process as successful and smooth as possible. It can make a huge
difference to the success of information management projects by explaining how to:• Understand the importance high-level user adoption has through effective
people change management.
• Think about users’ rational, emotional, and instinctive reactions to change
from a psychological perspective.
• Construct a more people-centric software implementation that is more
likely to be adopted.
• Learn practical strategies to keep user needs at the forefront of any
software implementation.

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1: Understanding user adoption
In this chapter• Why adoption matters• Acknowledging disruption• Bridging the adoption gap to create value

New technology can improve performance, innovation, collaboration, and decisionmaking. However, these benefits are only possible if users incorporate the newsystem into their daily work life. This is referred to as “user adoption.”
Many organizations make the mistake of assuming they do not have to worry aboutuser adoption unless a change affects a lot of people. That is a recipe for confusion,frustration, and mistakes—not to mention loss of productivity and staff turnover.
Enthusiastic user adoption is a critical factor in achieving the highest return on
investment (ROI), no matter what software is being implemented and how manyusers it affects.
Why user adoption matters
An organization can buy the best software on the market and configure, customize,
and automate it to reflect business processes, but if employees refuse to use it, theinvestment is wasted.
While a new application’s technical benefits may be clear to the management
team, they often are not obvious to employees. It may force them to change theirprocesses in a way they resent. If employees do not understand the reason behindthe change and the upside, they won’t invest in its success.
Consequently, the organization may experience:• Decreased user productivity• Increased time needed for training• Slowed processes• More staff turnover• Increased time to correct errors
And, as a result, a diminished ROI.
So, why not just implement mandatory training? Training without awareness of theneed and buy-in for change will not solve the problem. Only employees excitedabout the “why” will be interested in learning.
Acknowledging the disruption
Remember that every person who uses the new software will experience a change
to their daily work routine. Productivity will likely decrease temporarily while
everyone learns. Smart managers expect this and plan for it, resulting in a muchquicker, higher return on investment.
Organizations cannot avoid costs associated with the disruption of changing
processes. They can either invest at the beginning of a project and plan a transition
period or pay later with lost productivity and a long, slow process to catch up. This
catch-up process is often more expensive and stressful for everyone.
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Bridging the adoption gap
Resistance to change is natural, yet seldom planned for. A few simple steps
following the ADKAR model developed by Prosci® and applied according to software
projects will ensure proper planning and execution to overcome resistance:

Communication

A

Awareness

Sponsorship

D

DesireUser Enablement

K

Knowledge

Resistance Management

A

AbilityHypercare

R

Reinforcement

Figure 1: Prosci© ADKAR model adapted by OpenText for application tosoftware projects

Communication is key in building trust between the decision makers and the usercommunity. The right information, at the right time, from the right sender to theright audience prevents rumors and provides a sense of inclusion.
Sponsorship supports not only the technology, but also business and communities
that are exposed to the change.
New technology can be so different from users’ previous experiences that proper
training and User Enablement needs to be identified and delivered. If users see
they can get their jobs done with the new tool just as easily as with the old one,most will accept the change. Resistance Management involves understanding andworking around the root causes, which will be further detailed in the next chapter.
Organizations must recognize that the work is not done when an implementation or
upgrade project ends. Hypercare is a critical component in ongoing success. Planningfor continued support ensures that the new way of working becomes standard.
Adoption creates value
Value builds when people willingly change the way they behave and discover
better ways to do their work. This boosts operational performance, increases
the organization’s ability to innovate, simplifies collaboration, and improves
decision-making.

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2: What’s in it for me?
In this chapter• Why employees resist change• Tactics to encourage change• Strategies to convert resistanceWhy do people resist some changes and enthusiastically adopt others? People
accept change when they understand and desire the benefits.
Think about what happened when smartphones became available. Billions of people
flocked to them within a few years, abandoning landlines and desktop computers,
because they saw the benefits and wanted them. Smartphones practically soldthemselves when the public found out what they could do.
On the flip side, think about what happened when Segways™ were introduced asa revolutionary transportation mode to decongest cities. The public rejected thatchange because Segways had no compelling benefits.
Resistance to change is a normal, natural response. People affected by change
experience emotional turmoil, even when the changes are positive and their benefits
clear. Understanding where that resistance comes from is key to managing it.
Root causes of resistanceEmployees might resist change due to a feeling of insecurity, fear, or even threat.
The root causes for these emotions can be:• Lack of awareness
Poor communication and inconsistent messaging limits understanding of thewhat, the how and most importantly, the why.
• Missing support and commitment from leadership
Leadership has the responsibility to provide credibility and to secure funds
and resources. They are the ones who people look to for important employeefacing activities.
• Shortage of personal motivation and inclusion
Typically people don’t see the need for change because they are content withthe way they work. Without understanding the change and their part in it, they
are likely not motivated to support it.
• Impact on current job role
People are often fearful that the new system will automate their tasks, which
they see as a threat to their job security.
• Past experience with organization’s change management
If an organization did not handle the last change well or if they change too often,
people lose trust, making them nervous.
Always look for the root causes of resistance and not just the symptoms. Whencauses are identified, tactics can be applied to divert resistance to acceptance.
For more information read Convert resistance into support when implementingsoftware” at blogs.opentext.com/convert-resistance-into-support-whenimplementing-software/

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3: Making software implementation people-centric
In this chapter• Understanding the meaning of “people-centric”• 10 tips to achieve user adoption goals

What does “people-centric” mean?
As stated in the previous chapter, the most important user-related question is:“What’s in it for me?” Aim high and follow these people-centric key performanceindicators (KPIs):• Keep people informed• Keep people involved• Keep people interested• Keep people inspired
10 tips to achieve user adoption goals
1. Prepare to answer the question “What’s in it for me?”Understand the different employee tasks to better demonstrate why and how
the new software tool benefits them in their daily work.
2. Start early
Include key users from the beginning and seek opinions of those who will beusing the software daily. For users to enthusiastically adopt new software, theymust feel like their work is easier and quicker to accomplish. Start planninghow the organization will consult, inform, and enable users as soon as the newsoftware is selected.
3. Get people excited
Create buzz around the new system. Let people know about its functionality andfeatures and explain how it will help them. Start initiating the conversation withkey decision makers because they are big motivators in this journey.
4. Identify advocates
Change needs champions. Look for the people who are excited about the newsystem and encourage them to share their excitement with others.
5. Create an incentive or reward plan
The organization may already have a champion award plan. Get creative andexpand it by rewarding users who adopt the new software early and withenthusiasm. The rewards do not need to be monetary. Positive feedback andencouragement are often just as effective.
6. Tailor learning to individuals’ needs
Not every user needs to learn every feature and module. Take time tounderstand what each person or group needs to know and provide theappropriate enablement.

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7. Communicate, communicate, communicate
Work out the best strategy for letting everyone know what is coming, when andhow it will affect them. Be creative and inventive in choosing communication
methods, which may include information sessions, webinars, posters, video
clips, or more traditional documentation.
8. Transfer ownership
Staff must feel comfortable using the software and they must want to use it.
Managers, supervisors, and team leaders must lead by example, both using andpromoting the system.
9. Have a user support plan readyContinue to support users throughout the software’s lifecycle, especially during
the first days after go-live. Designate a place where people can get help andgo-to people and go-to sites. Consider organizing department-specific Q&A
sessions.
10. Define metrics and measures
Any implementation needs to be measured to determine whether it is successful.
Look at the data. Run a report on usage. Create surveys before and after system
rollout. Measure by training outcome or by IT tickets opened for problems. Builda feedback loop and ensure that people know the organization is keen to gettheir feedback and will act on it.
There is no one size fits all.

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4: The approach to Information Management user adoption
In this chapter• Discover key factors driving Information Management success• Learn about the “5 streams to user adoption” approach• Plan when to revisit user adoption

Information Management (IM) is a business discipline specializing in providing
solutions for optimal use of information within organizations.
While the features are important to Information Management’s success, the overall
experience is paramount to easier adoption. Make sure the organization:• Involves people who will be affected by the change in the design.
• Develops a plan that aligns the implementation vision with the corporate vision.
• Sets guiding design principles.

Successful IM

Focused mindset, high acceptance & usage of solution

Business Requirements

Functionality

AdoptionHas the business definedgoals and processes tobe supported insufficient detail?

Does the configured
functionality satisfy the business
requirements, in an efficient& performant way?

Are users willing and capable
to manage information by using
the application to support theirdaily work?

Hard skills

ChangesupportTechnologyThe right IT infrastructure and application selection
Figure 2: Successful IM relies on several factors
The OpenText “Five streams to user adoption” approach
A successful, structured, people-centric approach begins well before thesoftware is deployed and remains in use throughout its lifecycle. OpenText’s five
workstreams to user adoption are based on our best practices, deployed in close
collaboration with the project consultants during all phases and in line with change
management models like ADKAR® from PROSCI®.

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Let’s have a closer look:Go live

1Adoption Strategy Development FasTrak

2345Figure 3: The OpenText “Five streams to user adoption” strategy• Stream 1: Management
People change management, including all activities, is a sub-component of theoverall software implementation or upgrade project. Effective project governanceis key to success.
• Stream 2: Preparation & Concept
Most work contributing to successful adoption is done in the early phases of aproject. To succeed in the Initiate and Design project stages, organizations must
develop an adoption strategy:
The Change Readiness Assessment helps to pave the path to adoption from thecurrent state to the target state. As an analysis of the affected, considering how
the organization is structured into departments and groups and their respective
characteristics, it helps answer the most important question: “What’s in it for me”?
The subsequent work is to define success, objectives, and the in-between steps
on the way to key results. How do I measure them? What are people-centric KPIs
of this change?
The User Enablement Concept helps set up a framework for learning and people
support. When is formal learning needed? When is informal support of users
more effective?
Adequate answers to questions about the learning community, objectives,content, formats, and timing should be given.
The Communication and Change Governance Strategy involves the importantrole of sponsorship and people managers during the change. It provides guidance
to identify resistance. The right communication objectives, formats, and timing
help convert resistance into support.
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• Stream 3: Communication
Communication is key. Build comprehensive, targeted, ongoing communicationplans based on the strategy for three purposes:• Promotion• Commitment and Reinforcement• Coordination• Stream 4: User Enablement
Enablement is a core element in successful people change.
Building knowledge and ability starts with product familiarization for the project
team. This prepares members for upcoming discussions in the software designphase. The enablement of all user groups has to be planned and delivered basedon the recommended strategy while the project is progressing.
Enablement does not stop after going live! It is crucial to support the users,
particularly during the first days after going live through hypercare. In-house
expertise must be built. Newcomers have to be ramped up. All these activities
will lead to a user community full of champions, working in an effective way thatmeets the objectives.
• Stream 5: Review
Habits take time to develop, and change is ongoing. There will be resistance aswell as opportunities. Monitor and adapt to deliver a better experience by:• Starting early to allow habits to form.
• Reviewing, evaluating, adapting, and evolving.
• Ensuring new habits are fully embedded into the business.

Regular evaluation of status, risks, and issues is needed. This might lead into a
decision with the steering committee for readjustments to secure success.
When to revisit user adoption
Even after having implemented the OpenText solution, there might be the need torethink user adoption. Reasons for this might be:• Upgrade or enhancement of existing information management solutions.
• Additional business departments and/or scenarios.
• Organizational change.
• Negative feedback from users and/or KPI results.
If the organization has had the software for a while, but it has not yet been adopted,
look for the bright spots. Get teams or departments to share what they foundinteresting and how they use the technology to achieve their goals.

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Conclusion
Even though software change can lead to positive outcomes, it can still cause
anxiety and the perception of threat. User productivity takes a nosedive whenpeople become stressed over learning something new. Eventually, because they
are being less productive, self-esteem drops and they experience feelings ofinadequacy.
Emotional reactions to change are natural and unavoidable. The key question is how
best to manage them to produce more clarity and less confusion. How can emotions
fuel a project rather than block it?
Change must be carefully planned for organizations to successfully roll out asoftware tool and minimize resistance. User satisfaction is a key factor for a
successful implementation. Determine what people need to excite, inspire, andnudge them to make the new software a daily habit and for it to become what isdesigned for: a tool to make work life easier.

Figure 4: Change management activities within software implementation
Plan ahead for success with OpenText
OpenText can help accelerate and sustain effective user adoption, creating engaged
and efficient users. A dedicated team of professionals focuses on simplifyinguser adoption of information management software to reach high levels of user
satisfaction and accelerate rollout.
As discussed in the “Five streams to user adoption” the process starts with
Product Familiarization and the development of an Adoption Strategy byconducting several workshops:• Change Readiness Assessment• User Enablement Concept• Communication and Governance Strategy
The result will be delivered in a “Recommended Adoption Strategy” document.

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Don’t dismiss user adoption if you are already live. You may likely need to revisit it.
Workshops for a User Adoption Assessment contain the following topics:• Current State and User Experience• Desired State and its Benefits• Action Plan
and will provide the “Recommended Adoption Realization” documentation.
The next step for both the above scenarios is the execution and delivery of therecommended actions for Adoption Attainment. OpenText Learning Services
Training Consultants have decades of experience in:• Instructor-led and self-paced learning solutions curriculum tailored anddeveloped to an organization’s needs.
• Producing intuitive, interactive, multi-lingual videos and quick reference guides.
Use this guide as a start on your path to success. For more information on theadoption of information management, its tools, and its implementation, visit
opentext.com/learning-services/user-adoption.

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Successful technology implementation is not measured by whether the system isup and running, but by how many users are working in it each day.
In digital transformation projects, the majority of the investment goes into technology,
but often companies struggle to get their users to adapt to the new system.
This guide delivers insight into the importance of user adoption and provides keystrategies to maximize information management investments.

Inside:• Understand why user adoption matters• Acknowledge the impact on users• Watch out for the adoption gap• Recognize the reasons for resistance• Learn key strategies for adoption success• Understand people-centric user adoption• Learn the importance of change management

About the authors:
Melanie Fong is a Client Director for OpenText Learning Services in North America.
Having trained users worldwide in enterprise content management application,
Melanie has a passion for incorporating user adoption and change management.
For her, customer success and positive software experience are priorities.
Samuel Peuker is a Senior Manager within Learning Services in EMEA, certified asa Prosci® Change Practitioner and Business Analyst in several OpenText Products
such as Extended ECM. He is passionate in helping to drive OpenText solution
adoption where the user-side of change is the most important aspect.

opentext.com/contact
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