People make the software work, not the other way around.

Software implementation is a complex challenge that can culminate in either great success or total failure. Throughout my experience, I have gathered several lessons learned that I would like to share.

As I have mentioned on other occasions, the incorporation of software and digitalization is not only a technological challenge but also an organizational one. To achieve a successful implementation, it is essential to modify processes and ensure employee involvement. The best software in the world will fail in an environment where users do not want to use it.

Sometimes, a new system does not benefit all users, and some will be disadvantaged by having to perform more complex tasks. It is necessary to consider and communicate these circumstances and provide an overall vision of the global benefits, which may not be evident in the short term.

A clear example of this is one of the projects I developed throughout my career, which involved the implementation of a well-known German ERP. This project required a year of preliminary preparations and a team of external consultants who guided us through each module of the system. We soon discovered that the software was far from being plug-and-play and required countless customizations. We delegated many of the specifications to a group of key users, but we were unable to explain to the organization the significant challenges that awaited us during the launch, and the users did not accept the system well.

It is crucial to have the active participation of employees and senior management. Managing expectations and effective communication during the software launch process are fundamental.

Key Lessons:

1. Employee Involvement:

From the start of the project, end users must be involved. Their opinions and needs should be heard and considered to ensure that the software truly meets their expectations and fits their way of working.

2. Senior Management Commitment:

Without the support and commitment of senior management, any digitalization effort is destined to fail. Leaders must be the main promoters of change, demonstrating their support and actively participating in the process.

3. Expectation Management:

Software is not magical. It is vital to manage expectations from the beginning. Everyone involved should have a clear understanding of what the software can and cannot do. Unrealistic expectations can lead to frustration and rejection of the new system.

4. Continuous Communication:

Communication must be constant and clear throughout the entire implementation process. Keeping everyone informed about progress, challenges, and solutions helps reduce uncertainty and fosters a positive attitude towards change.

5. Training and Support:

Providing adequate training and continuous support is essential to ensure users feel comfortable and competent using the new software. The learning curve can be steep, but with the right support, users can adapt more quickly.

A successful #software #implementation not only improves an organization’s efficiency and productivity but can also transform its corporate culture. However, this is only possible when both technological and organizational challenges are addressed with equal importance.

I vividly remember the day we launched our German #ERP. We had invested an entire year in preparations, working closely with external consultants. Despite our efforts, we failed to communicate the challenges ahead to the organization. The system, far from being plug-and-play, required countless customizations. The end users, not being sufficiently informed and prepared, received the new system with resistance and frustration.

This experience taught me that software implementation is not just a technical issue but a deeply human one. The best technological tools will fail if expectations are not properly managed and people are not involved from the beginning.

I hope these lessons learned will be useful in your next software implementation. The key is to remember that, at the end of the day, it is the people who make the software work, not the other way around.