A lot of people don’t like change, especially if they perceive it as making their jobs harder. And they’re not always wrong either. Just because something is new doesn’t necessarily mean it’s better, and there are countless cases of major organization-wide upgrades turning out to be more trouble than they’re worth. However, it’s not the technology itself that’s to blame, but the way it’s implemented.

New technology, particularly if it’s very different from the systems it’s replacing, can be jarring for even the most confident and experienced employees. Without the right plan, introducing new tools or processes can cause serious disruption and reduced morale.

To avoid these risks, managers tasked with introducing new technology to the business must consider five crucial steps.

#1. Put technology alignment first

Before you even think about approaching anyone else on the matter, it’s essential to have a thorough idea of how your proposal will add value to the business. You need to ask yourself questions like whether it will increase profitability, boost customer success, enhance employee productivity, or improve information security. It’s not about chasing after the latest fads, it’s about finding and being able to communicate the business value of adopting the new technology.

#2. Gather your champions

Conservatism and new technology have never been a good match, but where there’s a benefit that offers genuine value to your business, there’s a way to get almost everyone on board. But to do that, you need to choose the right people to champion your new technology.

Since negativity often spreads faster than positivity in the workplace, you’ll need to get a few change leaders on your side who understand how the technology works and, more importantly, how to communicate its benefits to employees and upper management.

#3. Achieve buy-in from management

It’s always best to take a top-down approach when it comes to implementing new technology in the workplace. After all, few businesses give every department a free run over which technology they choose and how.

Before you can get the ball rolling, you’ll need to achieve buy-in from senior management. This is where it’s important to be able to communicate the business value and not just the technology. For example, business leaders may be great at their jobs, but that doesn’t mean they understand technology or the inner workings of different departments. The last thing you want to do is bombard them with jargon or start sounding like a salesperson.

#4. Include employees in the process

When it comes to introducing technology to employees further down the chain of command, it’s almost inevitable that you’ll encounter some resistance. That’s why you need to get every employee and department involved as soon as you’ve earned the buy-in from management. This should start long before the new technology is implemented so there’s plenty of time for people to adjust.

Not only should you be transparent about what’s coming but you should also ask all end users to provide their feedback. After all, they’re the ones who will be using the new systems to complete their day-to-day routines. Instead of making it all about the business, make sure you can convey the benefits to your employees, too.

#5. Make launch and training fun

Everyone hates long and boring training sessions, especially if it means working overtime. But if launch and training are done properly, participants won’t think it’s a chore. It’s a good idea to make the launch of any new technology into something of a celebration or at least a presentation that everyone can enjoy and find relevance in.

When it comes to training, you should always avoid taking an academic approach and instead make it a team effort complete with a competitive and rewards-driven experience.

Tech Squared can help you seamlessly implement new technology in your business. Our consultants will find solutions that fit your requirements, maximize employee performance, and morale. Call us today to get started!