Rolling out something new whether its software, work flows or processes can be really exciting, but its not always smooth sailing.
What is the biggest hurdle you experience when it comes to getting people on board?
From my recent experience rolling out InEight for a major organisation, the biggest hurdle wasn’t the technology itself — it was helping people clearly see the value it would bring to their work. In a large, complex organisation with multiple stakeholders and significant costs involved, there’s enormous pressure to get it right the first time. That pressure often fuels uncertainty, especially when changes could potentially impact project schedules and deadlines.
On top of that, when you’re introducing systems designed to improve efficiency — particularly in today’s world where AI is rapidly evolving — a very real fear emerges: Will this make my role irrelevant? For many, that concern overshadows the benefits of the change.
We found that the key to overcoming these challenges was clear, role-specific communication about the “why” behind the change, early engagement to address concerns, and tangible demonstrations of how the system would make day-to-day tasks easier rather than replace the people doing them. By creating quick reference guides, offering targeted training, and showing early wins, we were able to build trust and shift the conversation from fear of change to ownership of improvement.
I’ve found that the biggest hurdles when rolling out something new—whether it’s software, workflows, or processes—often stem from fear of the unknown and resistance to change. People naturally wonder:
These concerns are completely normal. What’s helped in my experience is introducing the new tool or process with structure and support, but without immediate pressure. Letting professionals “kick the tires” and explore the tool in a low-stakes environment—without the expectation of delivering results or meeting deadlines—goes a long way. It gives them space to build familiarity and confidence before fully committing.
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