4 strategies to close the technology adoption gap for a successful future in sales
Maximizing ROI through strategic adoption tactics
Nearly every aspect of our personal and daily lives is shaped by technology, forming the foundation of our modern existence. For many sellers in a post-COVID world, technology defines their job and their everyday experience. The introduction of GenAI has further underscored this reality, transforming operations, processes, and the way many sales organizations go to market.
If leaders want their sales organizations to stay competitive, investing in GenAI and other new technologies (i.e., revenue intelligence tools, commercial machine learning, big data customer analytics, CRM agents, and automation) is essential. However, the success of the implementation of these technologies ultimately depends on proper staff adoption, which requires employees to shift their ways of working and adapt their everyday behaviors. If sellers fail to adopt these tools, the benefits will be nullified, rendering the organization’s investment a waste.
Many sellers often face challenges when it comes to using AI and other technologies in the workplace, commonly due to a combination of unfamiliarity and resistance to change. “If it ain’t broke don’t fix it,” right? Sellers with this mindset are likely already lagging behind their technology-embracing counterparts because resistance to change can lead to unmet customer expectations and reduced competitive advantage.
While an individual seller’s level of familiarity and comfort impacts their adoption of new technologies, the value realization largely depends on the Sales organization’s investment in change management strategies. Each employee's technological acumen and adoption propensity must be assessed to develop effective rollout methods. This assessment should inform planning, training, and ongoing support. Adoption enablement should be customized to accommodate diverse, multigenerational user personas, their unique values, and their varying levels of willingness to embrace new technologies. To maximize the success and return on investment of AI and other technologies, Sales organizations should consider the following when implementing change management strategies:
1
Effective Sales communication planning
A successful tech rollout requires the development of a comprehensive communication strategy before go-live. This includes employing omni-channel communication tactics (e.g., website posts, live chat, emails, meetings) that proactively inform sellers about new features and release timelines. This helps meet sellers where they are to ensure they are adequately prepared, regardless of their preferred method of communications.
2
Inclusive system testing & vetting
Ensure all relevant Sales team members are included when it comes to vetting the system and testing its functionalities, usability, and intuitiveness before rollout. This helps prevent poor first impressions, a loss of credibility, and low seller engagement right off the bat. With a recent rollout of a new CRM, KPMG combatted this potential by engaging a comprehensively representative group of stakeholders in system proofing and user acceptance testing (UAT). This approach optimized change readiness and ensured that diverse insights, experiences, and generational perspectives were considered and reflected in the system’s capabilities.
3
Intentional collaboration and mentorship
Embrace change networks to boost cross-seller learning by pairing tech-savvy sellers with those less familiar. This facilitates knowledge sharing for not only the system, but also enables sellers to share personal anecdotes, success stories, and ROI examples that encourage innovation and adoption.
In another recent CRM implementation, KPMG has developed a “smart coaching” system, appointing specially trained employees as CRM gurus who serve as primary contacts within their respective business units. These coaches provided support, facilitated informal meetups, and hosted tech training sessions, fostering a collaborative learning environment. Tangible benefits of the CRM were demonstrated, making its value more apparent to those less inclined to adopt a new way of working. As more sellers highlighted these, the value in real-world scenarios, comfort and adoption of the CRM increased.
4
Defined value propositions and incentives
Develop clear messaging on how the new technology will improve each seller’s role. In a recent CRM implementation, KPMG facilitated workshops with sellers to better understand how the CRM would deliver visible benefits to each seller and enhance their performance. From there we were able to develop tailored value propositions, leveraging demographic insights to ensure effective engagement. Effectively framing value propositions can make all the difference in gaining seller buy-in. Practical and immediate benefits may appeal to some sellers, while others might be drawn to advanced features and the potential for innovation. Regardless, it is vital that all sellers easily understand the tech’s advantages. Designing the system and tailoring the experience with the seller experience in mind provides significant advantages and addresses their resistance points, thereby reinforcing the overall value proposition.
Leading Sales organizations understand that investing in effective rollout and adoption strategies is just as vital as investing in the technology itself. If you are ready to bridge the technological gap in your sales organization, reach out to our team.
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