To grow their profitability, companies need a great product, a great relationship with key stakeholders and a vast adoption. This blog describes the structure organizations need to facilitate the adoption of a new and innovative product.
If you operate in a smaller organization, or if the product is designed to be used by a small team only, then you might not need so much planning and structure. On the contrary, it becomes essential, if you work in a large enterprise, and your goal is to have this new product used by different colleagues in different business groups.
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The key element of the structure is a pyramid, where at the bottom you have the so-called Champion, who has the responsibility to grow adoption within their specific team. Specifically, these power users, have a deep knowledge of your product and its business applications, and therefore they are considered by their colleagues as the experts in the matter. They also have to collect feedback and feature requests from the users. Normally these people are passionate about the problem that is addressed by the software, and they are always eager to learn more. As a consequence, the best way to reward them for their extra work and the free promotion they do for the adoption is to provide them with special training and workshops, where they can learn about the latest trends in the industry.
The second level of the pyramid is the Adoption Manager, who is in charge of driving business value with the stakeholders while being the main contact person for the external vendor. The main goal of the adoption manager is to create business cases that show a clear benefit for the user and for the brand. He coordinates the activities of multiple champions so that the adoption of the new solution grows at the right speed, and it is always under control. The manager needs to become a true expert of the product and the industry, as he becomes the reference of the champions when they have doubts.
The manager reports to the higher, and last level of the pyramid: the Executive Leader, who is in between the users, and the higher management of the company. Normally, the executive leader owns the budget or a part of it. He has the responsibility to calculate the ROI of the project and to report the performance of the different business groups to the other budget owners. He normally doesn’t have an active role in the activities, and the adoption, however, he can participate in strategic meetings with the adoption manager and the key management of the vendor.
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