Customer SuccessWhoever inside the organisation must roll out what was bought

When the company has bought a system, I want people to actually use it, so the investment does not become an annual invoice for something idle.

Khi công ty đã mua một hệ thống, tôi muốn mọi người thật sự dùng nó, để khoản đầu tư không thành một hoá đơn trả hằng năm cho thứ nằm im.

Job context

Who
Whoever was handed the rollout
When
In the months after signing
Trigger
Three months in, a third of people have never logged in
Situation
Whoever decided is not whoever must use it
Constraints
No authority over anyone, and everyone is busy

5 Pains

  • The old way stays faster for weeks

    High

    So people return to it.

    Root cause: Any new system is slower before fluency

  • Nobody was given time to learn

    High

    The targets did not change for the transition.

    Root cause: Learning time is absent from the arithmetic of the purchase

  • Users were not asked before the purchase

    High

    So they do not see it as theirs.

    Root cause: Procurement is built around whoever signs

  • No authority to require anyone to use it

    Medium

    Only persuasion is available.

    Root cause: The rollout is assigned without authority

  • No measure of who genuinely uses it

    Medium

    Logging in is not using.

    Root cause: Providers report logins because that is what they can count

5 Desired Outcomes

  • Get through the slow stretch as quickly as possible

    Functional

  • Have time allocated for the transition

    Social

  • Have users see it as theirs

    Social

  • Have enough weight for the change to happen

    Social

  • Measure real use rather than logins

    Functional

5 Existing Solutions

A solution is not the same thing as a product, a customer can hire a behaviour or a workaround too.

  • Run a company-wide training session

    Service

    Present in every rollout plan, held before there is real work to apply it to.

  • Switch the old system off

    Behaviour

    The most effective step, and a gamble if the new one is not ready.

  • Find early users inside each team

    Behaviour

    How adoption actually spreads, resting on a few individuals' goodwill.

  • Have leadership say a supportive sentence

    Behaviour

    Creates weight immediately and fades within weeks.

  • Read the vendor's usage report

    Product

    The only numbers available, counting logins rather than work.

2 Opportunity Gaps

  • The benefit of a new system accrues to the organisation while the cost of relearning falls on each user for weeks, and that cost appears nowhere in the purchase arithmetic.

    Why existing solutions fail: The business case counts licences and implementation and not the thousands of hours of slowness, so the project is approved with a budget covering only the easy part, and the hard part is funded by nobody.

    Potential opportunity: Making user learning time a budgeted line of the project itself, approved alongside the contract.

  • Providers report logins because that is countable, while what decides success is real work flowing through the system, which nobody measures.

    Why existing solutions fail: A high login count is what both the provider and whoever proposed the project want to present, so neither has an incentive to find an honest measure, and an organisation can pay for years while the real work continues elsewhere.

    Potential opportunity: Measuring by real tasks completed inside the system and treating that as the only rollout metric.