The Top 4 Roadblocks when Implementing MarTech – and How to Overcome Them
Nadia Zorriasatain | September 19, 2018
Nadia Zorriasatain | September 19, 2018
This article was first published on LinkedIn by Decibel Customer Success Director Nadia Zorriasatain.
Introducing new business technology is a vital part of facilitating the necessary innovation and strategic change that underpins commercial success.
But implementing it can be a serious headache.
After all the decision-making is done and you’ve signed on the bottom line, the hope is that implementation will be all plain sailing. However, it’s in this phase that teams often encounter roadblocks that can prevent the technology from becoming completely embedded in the business and being used to its full potential.
As a Customer Success Director at Decibel, here are the top four roadblocks I’ve come across – and actionable advice for overcoming each.
Roadblock 1: Carving out time to fully implement tools
In all the excitement of purchasing new technologies, the logistics behind implementation can often fall to the wayside.
There are many things that can impact the amount of time it can take to implement new tools, including finding the technical resources to perform the work and integrating it with legacy technologies and processes. Not to mention the additional time required to properly train users.
Solution: Consider the practical logistics early on
Having your developers frantically scrambling to implement technology on an already packed schedule isn’t fun for anyone involved.
Instead, secure your development resource from the start to ensure the implementation is included in your next scheduled sprint.
It can be helpful to have a senior developer involved at the point of sale so that they can fully understand the requirements for technical implementation and can organize their team around it.
Roadblock 2: Internal resistance to adopting new technology
There will always be people who dig their heels in and refuse change. They might feel they’re managing their work perfectly well now and don’t see the value in the new tech, were advocators of whatever the new tech is replacing, or simply have a “This is how we do things” mentality that unintentionally stifles innovation.
Whatever the reason, their negativity towards the new tech can quickly spread and cause serious internal resistance.
Solution: Involve stakeholders and key users from the beginning
Generally, internal resistance comes from a lack of understanding about the purpose and value of new technology. If you’re able to link what the technology does to the key objectives of the business, you can quantify improvements and have “the facts” on your side when you’re getting buy-in from staff.
If possible, involve all stakeholders and key users during the sales process. Making these introductions early on means getting them invested in what you’re trying to achieve. They can then help drive adoption within their own teams.
Roadblock 3: Struggling to fully express ROI
Convincing stakeholders and executives that there’s a clear need for change, particularly when it means retiring old processes that impact other areas of the business, is a difficult undertaking. Perhaps harder still is proving the value of the technology you know is going to help the business meet its goals.
Solution: Develop internal processes for measuring success
Before you commit to a deal, have a conversation with your new technology provider to outline exactly what success means for you and how you plan to measure it.
They should know which metrics the technology will have the greatest impact on, so will be able to help you prove ROI with the higher-ups. Setting expectations at the start enables both parties to be accountable for the success of the technology and helps you measure value in the long-term.
Roadblock 4: Small teams are having difficulty utilizing all the tools available to them
Small, focused teams are great for managing specific areas of the business but adding in a new tool to use can increase their workload and lead to frustration. Even when users are engaged with the technology, utilizing it to its full capability can be difficult.
To make things worse, providing training can sometimes be an afterthought for organizations during the excitement of deploying new technology.
Solution: Ensure all users have full training support and the resources they need
Assess the complexity of the technology very early on in the buying process so you can identify the best way to introduce new users. The associated costs and necessary time needed to train everyone should be rolled into the deployment plan.
It’s important to keep in mind that training shouldn’t automatically end in the implementation phase. Regularly check in with your staff to see how they’re using the technology and what additional training they might need to maximize its benefits for their particular role.
With this advice, you should feel confident that any new technology will be fully embedded in your business and providing the most value it can soon after implementation.
Written on September 19, 2018 by: