Companies hope to increase their productivity and efficiency. A key driver of digitalization is time. Therefore, digitalization projects must be carried out quickly and successfully. Based on a study by MIT Sloan Management Review and Capgemini Consulting, 63% of managers feel that digital transformation is still progressing too slowly. The respondents see the main reason for this in the ‘lack of urgency’ and poor communication about the strategic advantages of new tools.
To realize the full potential of investments, managers see the key in ensuring that new tools and technologies are fully accepted and used by users. Early involvement of users is therefore particularly important for success.
The key in introducing new technologies and tools lies in user engagement. Strategic decisions are made by management. However, the measures are operationally implemented by the employees of a company. The higher the acceptance and understanding of new tools and technologies and their long-term strategic goals, the better, more efficient, and value-enhancing the contribution will be. In order to be able to use the hoped-for improvements in the company as quickly as possible, comprehensive rollout management is therefore necessary.
What is Rollout Management?
Rollout management is about successfully and controllably introducing a product, process, IT systems, technologies, or tools within a company. Of course, the successful rollout should cost as little time and resources as possible. To achieve this goal, there are several factors that significantly influence success.
Define Scope & Timeframe of the Rollout Project
First of all, the scope of the project must be defined and made clear. Is it a completely new service or is an existing product/service being selectively adapted and optimized? This has a decisive influence on the extent to which users need to be introduced to a tool and the time involved in the project. Once the scope is clear to all involved, a timeframe can be defined. This depends on how quickly the new technology should be implemented. Should this be done iteratively or can groups be identified to whom the new technology can be presented together?
Define Team & Responsibilities
A rollout project and successful rollout management are not a one-man show. The right team composition and clear definition of responsibilities contribute significantly to success. A rollout team can, for example, consist of the rollout manager, trainers, application specialists, and IT colleagues.
The rollout manager takes care of the overall coordination of the project, communicates with management, their team, and contacts from the sub-organizations of the company. In addition, they ensure that individual work packages of the project are delivered on time. Furthermore, they serve as a mediator in case of complications between those involved.
The trainers are the specialists for the new tool. Their responsibility is to explain the new tool in detail and conduct workshops or demo sessions. During the test phase, they are always available to clarify open questions and problems.
Application specialists are colleagues who are very familiar with the applications in the company. Often, several tools depend on each other. Their responsibility is to make all important settings. On the one hand in the test system, but also the changes in the production system.
IT colleagues are essential in the implementation of new IT services or tools. They are the ones who help when technical problems arise. In the rollout, IT colleagues thus serve as an interface between IT and business.
Determine Approach & Conduct Marketing
The approach in the project has a decisive influence on the success of the rollout and the continued success of the tool, and must be coordinated with management regarding content, duration, and scope (e.g., country by country or zones). Before the rollout actually begins, it is necessary to conduct internal marketing.
The new tool must be presented to those responsible for a sub-organization. The aim here is to gain management buy-in. This promotes support for the new tool within the company. In the project itself, the benefits must be clarified again for the users. This can happen in an initial project meeting. The theoretical explanation should not be neglected either. However, this should happen with demos in a designated environment.
In addition, it should be clarified beforehand whether there are special scenarios, for example country-specific ones, that should be shown. This promotes interest and attention. In a smaller software rollout, these two points can be covered in a kick-off and workshop.
Afterwards, the opportunity should be given to enter the testing phase as quickly as possible. This is the part that is most relevant for users and makes the benefits of the new tool tangible. The goal of testing is to align the tool with business processes and clarify all open questions. Users should be given the opportunity to address their concerns daily in personal touchpoint meetings. Once the test phase is over and formal go-ahead for implementation has been given, everything must be prepared in the production system and tested once by the rollout team in the live environment.
If the test is successful, the tool can go into production. It is important here that users are not left alone once a tool is live. Hypercare is a crucial factor in consolidating and further deepening acceptance and understanding even after go-live. In addition, hypercare contributes to reducing and possibly even avoiding the creation of tickets, as help can be provided directly for questions and problems.
In summary, the approach in a rollout project can be divided into four key milestones: Kick-off, Workshop, Test, and Go-live including Hypercare.
Collaboration in Rollout Management
Especially in today’s world, collaboration is a big topic. Many people naturally work from home today. But especially in a global rollout, this topic plays a rather subordinate role, as you work with colleagues all over the world anyway. Face-to-face meetings are often not possible. Well-organized cooperation is an important factor for successful collaboration during the rollout.
In addition, many colleagues accompany the project on the side and have only limited time. Everything must be perfectly prepared here, otherwise the user engagement discussed at the beginning decreases and, in the worst case, leads to a postponement of the rollout.
Therefore, it is important, for example, that test accesses are activated early, the necessary master data is entered in the test system, test scenarios have been created, and a reporting tool has been set up. All participants should also be given access to documents, recorded meetings, and additional information about the tool and the project in general at a central location. Therefore, it is important to maintain good cooperation and that each participant is aware of their role, as several rollouts or projects run in parallel, especially in globally operating companies, and resources are not infinite.
These 5 Factors are Crucial for Successful Rollout Management
1. Quality
Ensure that the scope offers added value to stakeholders and that the rollout of the new tool or service runs smoothly to increase acceptance.
2. Organization
The approach is discussed with all stakeholders before implementation. Responsibilities are also defined. This way, every participant is aware of their role.
3. Participation
Involving the affected employees in the rollout process as quickly as possible and creating a ‘hands-on’ mentality should have the highest priority. This makes the benefits tangible earlier and sustainably increases acceptance for the new.
4. Transparency
With appropriate communication and suitable tools, the change should be made measurable and transparent. An approach to provide information on demand at any time and to facilitate collaboration.
5. Support
Not simply leaving users alone is particularly important. With subsequent support after the rollout, tickets for user problems can be reduced and avoided.
