Most likely they are not. If there is one thing I’ve found consistently in both the corporate world and in academia, it’s that you can’t use too many tools. If the technology becomes a part of the job that must be done, the tool must be used. Choosing a few tools, and getting the entire organization accustomed to using them, is the best way to ensure adoption. It is tempting to try to incorporate new ones, but as this article states, focus is often on deployment, not adoption.
This is a very short article but I emphatically agree. A few key tools are all we can expect in terms of adoption, so transitions must be incorporated into any new decisions. Investment into something new comes at a cost – and work functions become about the technology instead of the task at hand until the adoption is complete.
“Do fewer things better. You can’t jump on every new technology. Focus on ones that will create real value—and that you believe you can execute.
Plan and budget for adoption from the start. Communicate the value of adoption to your employees. Take into account the people, processes, and structural changes, and budget for training.
Lead by example. Model the change you want to see happen. For instance, you can participate on digital platforms and experiment with new ways of collaborating and connecting with employees.
Engage HR early. When relevant, encourage HR to take a leadership role in the transformation. It will be essential for them to adapt management and HR processes so the new practices get institutionalized.”