You picked the platform, ran the training and finally hit ‘go live’.
But a few weeks in, it’s clear that the system’s barely being used, and staff are clinging to old ways of working. The shiny new tool seems to be turning into a very expensive shortcut back to Excel.
When a system fails to take hold, the instinct is to blame the software. Although that is sometimes the case (read our last blog article for a horror story!), the issues are usually far deeper: the keys to a successful adoption lie hidden in how a system is introduced, embedded and evolved.
Here's how to get things back on track.
1. Start with the Story
If your team doesn’t understand the purpose behind a new system, they won’t engage with it. Simple as that.
Every change needs a narrative. When organisational change happens without clarity on the why and the how, it can easily become just another task to resist. The most effective rollouts are supported by a human-focused story connecting the system to both long-term goals, your vision, mission and values, and the everyday pain points your people experience.
If the only message people heard was “We’re switching systems next week,” that’s not a story. That’s an instruction. Which never inspires change.
Ask Yourself:
- Have we clearly explained the reason for the change in a way that feels relevant to each team?
- Do people understand what problem this system is trying to solve?
Action: Write a plain-language summary of the change and why it matters. Use it in meetings, onboarding, and internal updates to reinforce the message.
2. Rethink the fit
New systems can’t just be dropped into old workflows: when the technology isn’t aligned with how your team actually works, it creates friction. That’s when you start hearing “This doesn’t make sense” or “It’s just easier to do it the old way.” Remember, well-matched tech should support your team’s flow, not disrupt it.
We always recommend first mapping your core business processes, streamlining them away from the tech, and only when this step is done, defining opportunities for technology to fulfil or support those processes.
If you haven’t done so, your new software’s workflows might feel like a detour: either the tech itself or your processes may need adjusting. Sometimes it’s the tool that needs fixing, and sometimes it’s the context around it.
Ask Yourself:
- Are the steps people take in the system the same as the steps they take in real life?
- Are there gaps between how the tool is meant to be used and how it’s actually being used?
Action: Map out a real workflow (away from the tech) and compare it to how the system handles it. Look for areas where the process and the platform are out of sync.
Systems stick when people see themselves in them.
3. Don’t Confuse Training with Adoption
Oftentimes, training is a one-time event, while adoption is an ongoing journey. Sitting through a two-hour session or watching a few videos doesn’t mean your team will suddenly use the system well, consistently or confidently. Real adoption takes time, repetition and support tailored to different learning styles. Some of your people may pick things up quickly, while others will need encouragement, follow-up and hands-on help.
Without that continued wraparound support, the best training won’t stick, and neither will the system.
Ask Yourself:
- Have we built in ongoing support beyond the initial training sessions?
- Do we know who’s still struggling, and have we made it easy for them to ask for help?
Action: Set up a regular check-in (monthly or fortnightly to begin with, then fading to quarterly) to gather feedback, answer questions and spot where people may need extra guidance or refreshers.
4. Back the right people
This might be the most important insight: not everyone will love the new system straight away! Time and again, when organisational change happens, we witness the “bell curve” at work. Let’s use it to our advantage.
A healthy bell curve means that a few people will love the new system, a few people might hate it, but the majority will manage to adopt it without much drama.
To get there, having a few trusted team members lead the way is crucial for a successful adoption. Your internal Product Champions will answer questions, share tips and model the behaviour you want to see. Crucially, they need to be in the trenches with everyone else, capturing and reporting concerns while gauging the team’s morale.
Too often, the role of the champion develops naturally, typically the younger, more tech-savvy individuals eager to help and be a reference point to troubleshoot issues. If they’re not properly recognised, trained and resourced, they can easily burn out, and might stop advocating for the new platform altogether.
Ask Yourself:
- Who are the informal go-to people for system advice?
- Have we given them the time and tools to really support others?
Action: Formally nominate and recognise your champions. Choose them insightfully, give them extra training, create space for them to gather feedback, and acknowledge their role in helping change land well. If new champions emerge, embrace and elevate them.
Just because your people are logging in doesn’t mean they’re using the system effectively. Real adoption is about consistent, confident use that adds value to daily work. Measuring adoption helps you see where things are working and where they are falling flat, giving you insight to fix what’s stuck, without guesswork.
Want to know how well your team is really adopting your systems?
That’s why we created the Adoption Success Scorecard, get in touch so we can grant you access. It’s a free tool that shows where your rollout is thriving and where you might need to shift gears.
Remember, when systems don’t stick, it’s not a failure: it’s feedback.
