Regardless of which technology, process or strategy leaders might be trying to deploy in their companies, employee engagement and adoption will tell the story of success or failure at all times. How would returns on investment be strong when the company spent plenty of money to get a certain asset into operations but no one uses it? Simply put, they will not be, and this is why firms need to focus on staff member involvement and buy-in before purchasing new technologies or instituting new processes.
When it comes to the paperless office, it appears as though organizations in North America and abroad are struggling to get their employees on board with the relevant technologies and strategies. In an extreme example, BetaNews reported that roughly 63 percent of respondents to a major survey in the United Kingdom thought that a truly paperless office is a pipe dream, and puts the company at risk of more errors in reporting. Interestingly, the exact opposite tends to be true when processes are digitized and automated.
With this in mind, it might be helpful to understand how leaders can maximize user adoption.
Proper implementation practices
Nasdaq recently listed several steps companies can take to maximize user adoption of paperless processes in such a way that minimizes risk of disruption during these procedures. It is important to note here that leaders should never underestimate the gravity of modernizing their business processes and completely overhauling the traditional ways in which operations function.
To do so would be the first step to poor user adoption, and subsequent issues with productivity, continuity and efficiency. According to the new provider, this is why decision-makers need to carefully analyze workflows as they stand before even beginning to plan out the paperless initiative. Having a tight understanding of the status quo will help to drive the intelligence of the new strategy down the road.
Then, the source argued that objectives involved in the plan should be somewhat spread out, incrementally scaling the program upward as smaller victories are achieved with initial deployments. When companies take this approach, they should keep conversation going between managers and operations staff, looking for insights regarding how they can go about each deployment thereafter in a more amicable fashion for all.
Furthermore, Nasdaq urged leaders to maintain a certain level of vigilance in their digital transformations, and that slower, steadier deployments will work more to their advantage than shorter time frames.
Balance small, large scale initiatives
Decision-makers will need to have a good understanding of the smaller and larger scale components of their paperless objectives and keep the business on track accordingly. Certain projects will be far more complex and transformative than others, and appreciating the ways in which each deployment contributes to the big picture will likely help to keep the initiatives on track.
As always, using trusted, reliable services from a vendor can help to streamline the various aspects of integration and optimization throughout the implementation process.