CTO at Grupo ALTO
Team members across enterprises must adjust to new and/or improved tech tools as more businesses launch digital transformation programmes. Leadership teams frequently promote new technological systems and tools with enthusiasm because they believe that these solutions may save costs, increase productivity, and improve the lives of their employees (or hopefully, all of the above). Their team members, on the other hand, could be a little more difficult to persuade—some might even protest or refuse to utilise the new technology at all.
If certain team members don’t use new tech tools, your company’s benefit from their introduction will be restricted. It’s crucial to make sure that everyone in the company is aware of the change’s “why” and, more crucially, “why it matters to me.” Below, Grupo ALTO CTO Edgar Escobar, one of the 16 members of the Forbes Technology Council, offers practical ways that executives may bring “technology laggards” up to speed when new tech tools are deployed.
Detail How the New Tool Will Improve Their Performance
Professionals are supposed to benefit from tools, whether it means having a lighter workload or performing better. Tools are therefore useless if they do not have either impact. It is our duty to provide practical uses for new technologies or demonstrate their worth to our employees so they won’t feel pressured to abandon what already “works” in favour of using the new tools to boost productivity.
Making sure team members begin using new tech tools should be possible if you have a robust change management and implementation team. As a leader, I would organise ongoing communication campaigns inside the team/organization to raise knowledge of the advantages, as well as targeted celebrations and forums to recognise and honour “champions.” All team members will be encouraged to use the tech tools in order to obtain the desired outcomes and rewards.
The simplest approach to guarantee that team members utilise the resources at their disposal is to create a team culture that encourages passion about technology—and that culture must begin at the top. It’s crucial for us to convey enthusiasm and explain how the new technology will affect the team as a whole when presenting new tech solutions in order to promote adoption right away.
Participate the team in the initial decision-making process. Even something as simple as conducting an upfront survey to gather information about everyone’s wants can make them feel involved—they don’t all need to be complete decision-makers.
People are considerably more inclined to reject tools that are imposed upon them, but they often fix issues with tools they seem to have played a part in choosing. Start by presenting a use case that persuades the team to adopt the tool. A company-wide use case should be used if there is a company-wide impact.
About the Author
Edgar Escobar has expertise in leading teams, managing projects, and developing strategies in the areas of data science, modelling, business intelligence, software development, and operational and financial risk. He presently holds the position of CTO at Grupo ALTO, a cutting-edge solution that offers technology and individualised support to our retail, law enforcement, and prosecution partners to lower the incidence of retail crime and enhance communities.
