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3. In today’s business environment there is an ever-increasing need for experts who can help an organization successfully navigate change. The focus of this movement to date has been on how these teams can partner with an organization to define education, training and communication platforms that help to support the change initiatives and concerns of company employees.While a project team is important for success, a senior level advisor to partner with the project leader is invaluable. An outside trusted advisor can partner with executive leadership to avoid some of the common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource.Strategy Definition – Where do we start? Great ideas for organizational change are a dime a dozen, but before any program can begin organizational changes must be aligned to company strategy. &nbsp; Too often executives are sold on an idea only to realize as the change begins that they need a different outcome, tool or process to be successful. How do you adjust outcomes when you have already committed? A strategy for change that is aligned with the organization and its goals will be a platform on which a leader can create the buy in and urgency that will be needed to drive the process forward.An outside senior advisor with a unique perspective of the organization should play an important role in the shaping of this strategy. This partnership between senior advisor and executive should begin as early as possible in the process. A good change management lead will help an executive to explore the strategy they are defining and whether it will truly create the outcomes they desire. &nbsp; This upfront partnership can save countless dollars on the back end of a project, by avoiding costly re-scoping of initiatives. Building A Coalition – Do You Play Well With Others? Once the correct strategy has been set and the urgency for the project has been established, executives must reach out across their functional and geographic work streams to build a large cohesive team to support the project.“…in big companies, the coalition needs to grow to the 20 to 50 range before much progress can be made in phase three and beyond…Because the guiding coalition includes members who are not part of senior management; it tends to operate outside of the normal hierarchy by definition. This can be awkward, but it is clearly necessary.” <a data-mce-href="https://web.archive.org/web/20150725021833/https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail" href="https://web.archive.org/web/20150725021833/https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail">– Dr. John P Kotter, New York Times best-selling author, award winning business and management thought leader, business entrepreneur, inspirational speaker, and Harvard Professor&nbsp;</a>The definition of this team can be a pitfall for many executive who do not have the network to support it or have not played well with others in the past. &nbsp; A good senior advisor will be able to guide an executive though these interactions, how to navigate the various areas of the organization and speak to the needs of executives in each area to define what they need from the change.As a senior change management practitioner, it is important that you help leaders of the organization craft the correct message. &nbsp; While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around that platform. &nbsp; A coach can help to navigate the strategic and political interests in linking the change to the interest of multiple team members.Kotter suggests that for a change to be successful 75% of the company’s management needs to “buy into” the change. &nbsp; With that much commitment needed it is important that the executives sponsoring and supporting the engagement are able to reach across work streams, geographies and politics in order to build an urgency for the change across the organization. &nbsp; The change management lead, can act as a trusted advisor to help them navigate those relationships and put their strategy in perspective as they implement it across the various groups.3. Communication – What are we saying and why are we saying it The importance of communication within an organization around the change cannot be mentioned enough. &nbsp; Executives often fall short on communication in two key areas, not communicating the right message and not communicating it frequently enough across the organization. &nbsp; It is often thought that everyone else in the organization is on board and understands the change as that is the reality the executive is experiencing. A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.Part of the communication will be the support the urgency in messaging. &nbsp; “My way or the highway” is not and effective communication message. &nbsp; Senior Advisors can work with executives to tailor their message to each area of the organization in order to define content that is important to them. &nbsp; Executives will have to talk about the vision of the change and show each group they speak with about how the change will support that vision and impact the various areas of the organization.<a data-mce-href="https://web.archive.org/web/20150725021833/http://www.towerswatson.com/en/Press/2013/08/Only-One-Quarter-of-Employers-Are-Sustaining-Gains-From-Change-Management" href="https://web.archive.org/web/20150725021833/http://www.towerswatson.com/en/Press/2013/08/Only-One-Quarter-of-Employers-Are-Sustaining-Gains-From-Change-Management">Research by Towers Watson</a> shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organizational decisions. Below the senior management level, the message dwindles further. Only half (53%) of middle managers and 40% of first-line supervisors say their management does a good job of explaining reasons behind major decision.”The cascading of information does not work as well as it is believed and consistent communication around the change will be necessary at all levels of the organization. &nbsp; As a trusted advisor it is important that Executive Coaches encourage the executive to lead by example in both their messaging and participation in the communication of the change messaging.4. Maintaining The Change – The finish line is not the end of the race With only 25% of change management initiatives being successful over the long term, the final step could be the most important. It is key that as a change effort reaches its completion or go live date, but the leaders of the change need to recognize that the process does not end there. &nbsp; Executives are often keen to declare success of a project and move to the next, especially if it has lasted a number of years, but the role of a Senior Advisor will be to guide them to the idea that work must be done to maintain the change over time. Maintaining change does not mean that an executive must own the project forever, just that they take the necessary steps to see the change become a lasting impact. This can be done by integrating the change into the corporate culture and measuring final results to show both the success of the change as well as areas for future improvements. In order for the change to last it needs to be proven a success and integrated into the company culture.The outside unbiased perspective that a Trusted Advisor or Change Management Lead is crucial to the success of a change management program. The leading executives can truly benefit from a partner who is able to highlight some of the less than favorable truths or realities they may be facing and challenge their assumptions were necessary. It is this type of relationship that will help to drive change across an organization that will outlast the leaders who initiated it.

How to Avoid Pitfalls in Change Management Projects

With the explosion of social media, most businesses have adopted it in some way within their organization. &nbsp; A recent survey noted that nearly 90% of businesses now use social media for business purposes, but at the same time 36% of employers are actively blocking access to social media sites for employees. Many workplaces have found balance by incorporating workplace focused social media. Sites such as Yammer and SharePoint, have allowed organizations to incorporate the Facebook experience of social media within their organizational boundaries.With these new communication channels developing, what was previously water cooler gossip can now reach an entire organization with the click of a mouse. It is important for change management experts to both address and utilize this new medium in their communications around change activities. To do this, we must answer two key questions about the developing communication channels.1. Is social media an appropriate tool for Change Management? Communication is a key factor in any successful Change Management strategy. Without being able to communicate to all levels of the organization you risk a loss of understanding and it will be hard for the program to build buy-in and support as it moves forward. Traditional channels of communication continue to be the preferred medium for change management as they are usually well established within an organization and are used for other forms of corporate communication as well. These include: emails, corporate bulletins, face to face meetings, trainings, lunch and learns, etc.Assuming that the above classic avenues listed above are already established, I would not recommend bringing social media into an organization adding even more complexity to the change you are trying to enact. Social media tools can be complicated for some to both learn and use. It is not worth the risk of bringing in this new avenue just to be cutting edge or faster with the dissemination of information, as other forms of communication will already be more established and better respected. &nbsp;In addition, any company should create a corporate social media policy before engaging. Sadly, this part of the project may take more time than you have for your entire change management initiative.With this said, social media is something that cannot be ignored and does not seem to be going away. &nbsp; To turn your back on the power of social media would be wrong, instead it is important to embrace it and use it to effectively control and support your message where appropriate. &nbsp; If a company has already embraced social media in some form, it is a tool within the organization and should be used to communicate in addition to all the other more traditional channels that are available.2. If social media is the right tool, how can you effectively use it as part of a Change Management program? In order to effectively use social media within your communication and change management strategies, it is important to understand both the positive and negative elements of the tool. &nbsp; Social media allows for access to an incredible about of information. It can prove immediate access to information, allowing employees to get answers to questions in real time and on their schedule. &nbsp; This information is often searchable, via hashtags or other options, making it easier to sort through. In addition, it has the ability to increase the spread of communication and the depth of penetration across the organization. &nbsp; The ability to engage a larger audience, with more connections in a shorter or more frequent timeline can also help to increase understanding and retention of information. Finally, it offers an opportunity for establishing effective two-way communication and feedback channels. &nbsp; The ability for employees to share information with each other, as well as the larger project, can engage feedback and informal support on both a manager-to-direct report and peer-to-peer basis.While there are many positive aspects to engaging social media, there are also drawbacks and needs the team must be aware of and address if they are to use the tools successfully. With direct access to so much information, users often can have trouble separating the important information from the noise and defining the correct answers to their questions when multiple opinions are presented. In many companies, a newsfeed may only hold information for 10-15 minutes before it is replaced by new content that may be unrelated or unimportant to others. &nbsp; The idea of posting useless information often called a “corporate selfie”, is important to note as a platform is created where anyone can post information based on what they feel is important. &nbsp; To address this, the team must be aware of where they are posting, the lifespan of the post, and the amount of communication repetition necessary as you engage the use of other more permanent communication channels in addition to the social ones.Next, it is important that any company using social media to communicate have a comprehensive policy to define appropriate behavior. &nbsp; The ability to exert some form of control over the medium is key to using it as a productive tool. &nbsp; By building accountability of each user in what they say and what is shared, a company can address issues with anonymity, abuse, and harassment. &nbsp; In addition, the change team must realize that while everyone has a voice as with other channels not everyone may use it. &nbsp; Social media often represents a biased sample of opinions, as it is only the people who have taken the time to post whose voice are heard. &nbsp; In addition, those opinions may be factually incorrect. Teams need to pay careful attention to avoid amplifying an incorrect message or providing a false sense of unanimity for or against any ideas in a discussion. &nbsp; &nbsp;In a recent decision, the National Labor Relations Board said that, “workers have a right to discuss work conditions freely and without fear of retribution, whether the discussion takes place at the office or on Facebook.” This means they can say share both the positive and the negative.Finally, audience is key. Much social media is presented to a wide audience. The messaging for an entire company will look very different than the messaging for a specific team or key leaders. &nbsp; Your audience needs to be well defined before any messages are drafted and shared. &nbsp; Many social media platforms allow for the building of lists to address key groups, but as with any other list that may be opt-in, the team will need to make sure that it is actually reaching the audience it is intended for.This is a trend that cannot be ignored. Gartner states that, “by 2016, 50 percent of large organizations will have internal Facebook-like social networks, and that 30 percent of these will be considered as essential as email and telephones are today.”There any many social media platforms available to organizations. In the appendix is a short list of some of the social media sites companies are using to communicate.Social Media Tools For Organizations*: Yammer – Yammer is your company’s private social network that helps you and your teams stay on top of it all. Start conversations, collaborate on files, and organize around projects so you can go further—faster. BlogHub – com is an online directory and community where members from around the world gather here and exchange ideas.Users who run a blog site, can add their site to the blog directory, search the blogger directory for blog templates, blog skins, create blog or join in for a chat at the exciting online Blogger forum. Sharepoint – Organizations use SharePoint to create websites. You can use it as a secure place to store, organize, share, and access information from almost any device. All you need is a web browser, such as Internet Explorer, Chrome, or Firefox. Intranet – An intranet is a computer network that uses Internet Protocol technology to share information, operational systems, or computing services within an organization. This term is used in contrast to the extranet, a network between organizations, and instead refers to a network within an organization. Instant Messenger – Instant messaging (IM) is a type of online chat which offers real-time text transmission over the Internet. A LAN messenger operates in a similar way over a local area network. Short messages are typically transmitted bi-directionally between two parties when each user chooses to complete a thought and select “send”. Some IM applications can use push technology to provide real-time text, which transmits messages character by character, as they are composed. More advanced instant messaging can add file transfer, clickable hyperlinks, Voice over IP, or video chat. Chatter (salesforce.com) – Salesforce Chatter is the world’s #1 enterprise social network. This powerful collaboration software solution empowers employees to connect, collaborate, share files, data, and expertise, all in real-time. Chatter will help drive productivity and increase efficiency and innovation across departments. From sales to marketing, to management, your entire company can use Chatter to tear down communication barriers and help your company grow and succeed as a team. IBM Connections – IBM® Connections 5 is a leading social network platform that helps you get work done. Connections 5 allows your organization to engage the right people, accelerate innovation and deliver results. Now you can confidently share knowledge beyond traditional organizational boundaries. Improve decision-making. Increase productivity. Accelerate time to market. Jive – Jive is the leading provider of modern communication and collaboration solutions for business. Their products apply powerful technology that helps employees, partners, and customers work better together. Inside companies, Jive-powered enterprise networks dramatically improve employee productivity, alignment, and innovation. Externally, Jive supports vibrant customer and partner communities that drive higher sales, better service, and greater satisfaction. Lync – Skype for Business (formerly Microsoft Office Communicator and Microsoft Lync) and Microsoft Lyncfor Mac are instant messaging clients used with MicrosoftLyncServer or Lync Online available with Microsoft Office 365. They are replacements for Windows Messenger, which was used with Microsoft Exchange Server. Newsgator – Originally developed consumer RSS software that allowed users to receive notifications when a blog, news site or another page was updated. It was one of few readers that integrated directly withMicrosoft Outlook Snapcomms – SnapComms helps organizations get employee attention by offering a range of integrated tools that bypass email helping them communicate more effectively with their employees. Their versatile software is used by communications, IT, HR, security, compliance and other business functions across multiple industries worldwide. Socialcast – Socialcast® by VMware® is the secure enterprise social networking platform that brings people, conversations, and projects together in a single place so employees can work better, find information faster, and get more done. &nbsp;Thousands of companies around the world use Socialcast as a modern way to connect and communicate with others. By organizing the day-to-day flow of work into a single location, accessible from anywhere, on any device, Socialcast allows employees to discover new people and ideas, work smarter, and focus on what is most important. * All tool descriptions are directly from company websites and do not represent TayagnPoint usage or endorsement.

Can You Tweet Change? Social Media and Change Management

closeup photo of rocky mountain under blue and white sky

When it comes to employee adoption there are plenty of tools available for both the technology provider and their customers to help support adoption. On the provider side we have Customer Service Platforms that help companies track their customers and how successful they are in using their product.&nbsp;&nbsp; On the customer side we have Digital Adoption Platforms that provide everything you need to know to use a tool and track your progress along the way.&nbsp; Both of these areas have expanded and grown greatly over past few years and created two mountains in the adoption space, but with that growth they have left a valley between them of unanswered needs.&nbsp;&nbsp;<figure id="figure-kcwxal94tqlqzvgqi1"><img id="kcwxal94tqlqzvgqi1" src="https://cdn.durable.co/blocks/5KrGdTy1o2Epdm6521kYDSVAG3NJVArW7XKBR7VUru8Lk3gMN7O44a6D3tmG4gfu.png" alt="Digital Adoption Platform" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="Customer Service Platforms vs. Digital Adoption Platforms" data-positionx="undefined" data-positiony="undefined" data-mce-src="https://cdn.durable.co/blocks/5KrGdTy1o2Epdm6521kYDSVAG3NJVArW7XKBR7VUru8Lk3gMN7O44a6D3tmG4gfu.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"><figcaption class="body-normal text-gray-500 mt-2">Customer Service Platforms vs. Digital Adoption Platforms</figcaption></figure>Customer Service Platforms work as a cross between a Customer Relationship Management (CRM) tool and a standard support tool.&nbsp; They help customers to answer questions, track buying cycles and present data that can be used to help support clients.&nbsp; Customer service software is&nbsp;a set of tools used to collect, organize, respond to, and report on customer support requests and that’s the problem.&nbsp; It’s a great source of data for what your customers may be doing, but it only kicks in once customers are having trouble, it does not work to address issues before they arise.&nbsp;&nbsp; Additionally, once you find an issue all it does is identify it, there is no content present to solve it for that client and future clients on your platform.&nbsp;&nbsp; As with any large system, Customer Service Platforms can have extensive setup processes to get the data right, and without that provide you with inaccurate data or unhelpful analytics.&nbsp; With the focus on out of the box features there is limited capability that forces a large learning curve as you dedicate colleagues to learning someone else’s technology in order to help your customers use yours.&nbsp; Overall, the process may be too costly and time consuming for most small companies, and they instead focus on more practical area, customer sales via a simple CRM and technical support via the standard channels.&nbsp; Adoption often happens outside of a system with customers communicating to their teams, training new colleagues, and speaking to each other on the value of your platform, when to use it, what features are important and how the company can grow with it.&nbsp; All these narratives are missed by Customer Service Platforms and can create adoption that slowly fades away before it is every able to be tracked in a system.&nbsp;&nbsp; If a reduction in licenses is your first indication of poor adoption, you have already lost the war.&nbsp; On the other side of the landscape are Digital Adoption Platforms, which fall into the same types of issue, just on the other side of the sale process.&nbsp;&nbsp; Digital Adoption Platforms require your customer to map out how to use a tool and build step by step instructions for their colleagues to follow.&nbsp; In addition to being time consuming and expensive, these platforms run into issues as content is updated with new features and cannot keep up with the amount of applications most companies add each year, instead focusing on the largest or most complex.Digital Adoption Platforms do offer a few pre-built options, but only for the major players, which fall apart during customization and leave small and medium companies with new software or technology out of the picture.&nbsp; If you have not provided your customer with all they need to run your platform, communicate about it and training colleagues, how do you expect them to adopt it?&nbsp; Why should we expect a client to spend their time and resources in order to make sense of your platform.&nbsp; If the customer is making an investment in your platform in order to foster adoption it does not bode well for the usability and future engagement with your tool across the organization.&nbsp; What companies needs in an intermediary.&nbsp; A company that works between the mountains of Customer Success and Digital Adoption platforms with a focus on results.&nbsp; No fancy platforms, no complex build outs, just tried and true content, based on what has worked across industries for decades.&nbsp; New technology companies need a partner who can help them to create a set of adoption materials that they can hand off to their customers to drive adoption.&nbsp; The industry is in need of training, communications, and engagement materials that companies can use to get colleagues excited about using the platform, engaged as new features are developed and start making an impact on day one.&nbsp; &nbsp;This type of offering saves both the company and its customers money, resources, and headaches over the long run.&nbsp; It builds adoption to a platform so people can get back to doing what they do best, the jobs we hired them for.&nbsp; Using the new technology purchased as expected to make their lives easier and their jobs more efficient.&nbsp; It’s a win for everyone.&nbsp; This is Adoption Enterprises.&nbsp;&nbsp;

Adoption Landscape Gap

The rapid growth of the technology industry has created a highly competitive landscape where customer adoption is crucial to success for small to medium-sized technology companies. 80% of technology companies now consider customer adoption as a critical success factor.1. With adoption being so important to both companies and the success of their clients, why is it so hard to achieve and what are the barriers facing most technology companies?1. Resources: Many companies lack the resources and expertise to effectively develop and implement customer adoption strategies and struggle to effectively communicate their value proposition to potential customers. Most companies have focused their staffing on sales and development.&nbsp; They need colleagues in the field selling the product and developers back in the office making improvements and expanding the offering.&nbsp;This does not leave to much room for colleagues who are focused on change management and user adoption.&nbsp; The hope is that the product is good enough to keep clients engaged, but there is not a focused team to make sure they have the tools they need.&nbsp;&nbsp; In fact, a lack of adoption resources, guides, and communications is one of the top complaints of most account managers when working to implement a product.&nbsp; 2. Cost: Current solutions in the market include hiring in-house teams or buying massive platforms. These options can be costly and do not provide the specialized knowledge and experience required for effective customer adoption. Companies who do not have the staff can hire resources, but consulting firms are costly, billing outrageous hourly rates and not always delivering. Companies need to find the right ratio of resources creating value add against the cost to create them.&nbsp; Items cannot be one-offs; they need to be reusable across the full client base in order to provide real value.&nbsp;3. Time: Technology companies face the challenge of allocating resources for developing customer adoption materials with limited budgets and the need to prioritize their spending on core product development. New companies are growing and developing in a fast-paced environment, they need to the ability to quickly turn around materials and get those out to clients.&nbsp; Competing in the industry means they cannot dedicate the resource time to these projects. Companies need a partner who can come in and quickly create a series of materials, without having to start from scratch.&nbsp; Industry experts who know how people learn and can focus their time executing against deliverables that can be used right away and easily updated over time as the company evolves.&nbsp;&nbsp;This all means we need to figure out a way to support technology companies as they focus on adoption.&nbsp; 62% of enterprises are “concerned” that a lack of understanding of new applications is increasing risk.2 We cannot support new applications unless we are supporting adoption across the board.&nbsp; 1Walk Me 2022-2023 The State of Digital Adoption2Gartner

Top 3 Issues Delaying Digital Adoption

For most companies the key focus is about sales, getting new clients in the door.&nbsp; But for companies with a SaaS model, looking to build their annual reoccurring revenue, it is important that those companies stay customers and continue to use the tool, platform, or technology.&nbsp; You want customers who come in the door, but who also grow with your company and continue to use it day after day, month after month and year after year.&nbsp; This is done not through sales, but through adoption.&nbsp;&nbsp; “Product adoption is not about day one. It’s about week one, month one and year one.”Most small to medium technology companies do not have the time or resources to focus on adoption.&nbsp; Their technology developers are working to keep the platform running and developing a host of new features and content to keep customers coming in the door.&nbsp; Sales colleagues are working to bring in new customers and hoping that the tool is good enough that customers stick with it or can’t find something better.&nbsp; The focus on supporting customers is usually in the first stages of interaction during the sale.&nbsp; While this is the first step it is also the place where you have the least impact on whether your customer is adopting the product.&nbsp; During the sales-cycle your interaction is focused on guiding key decision-makers at your client’s company and while you may highlight all the benefits of the tool or platform it is not impacting the client colleagues who will be the actual users.&nbsp; Many companies stop here and miss huge opportunities for client engagement during the onboarding and adoption phases.<figure id="figure-nix6zlkvxmlqyr28o7"><img id="nix6zlkvxmlqyr28o7" src="https://cdn.durable.co/blocks/3bd8DiDSX46JYANGIxad17Inqf7xQhdalAGpJMqZ6e6grYHcTX7lR0m31Lmy4USB.png" alt="Customer Interaction Process" class="object-cover bg-gray-100 " style="aspect-ratio: 16/9; object-position: 50% undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="50%" data-positiony="undefined" data-mce-src="https://cdn.durable.co/blocks/3bd8DiDSX46JYANGIxad17Inqf7xQhdalAGpJMqZ6e6grYHcTX7lR0m31Lmy4USB.png" data-mce-style="aspect-ratio: 16/9; object-position: 50% undefined;"></figure>The second stage is customer onboarding.&nbsp; In this phase you provide a subset of colleagues with tools to get them started using the platform.&nbsp; For many companies this is the only time they teach their clients how to use the platform or tools.&nbsp; Onboarding can range from a quick guide to full scale training, but it usually only impacts a few of your clients’ employees.&nbsp; It is important that you use the onboarding cycle to make sure you are highlighting content that is relevant to the client and to learn about their needs.The final stage is user adoption.&nbsp;&nbsp; At this point many companies have stopped interacting with their clients.&nbsp; During adoption, the users are teaching themselves how to use your product to accomplish daily tasks. Clients are now taking the 1-2 people you trained and having them communicate on your behalf to train their entire organization, communicate the value of your product and integrate it into their daily work routines.&nbsp; This is the point of highest impact, where the most of you users are involved and you are removed from the process.&nbsp; The average large company adds approximately 6.2 new applications every 30 days, with 55% of SaaS applications inundating employees going regularly unused1. This is the place where adoption tools can be so impactful.&nbsp; How do you enable the client to share the type of messages and content that increase productivity, drive feature adoption and streamline daily use? &nbsp;This can be done by the creation of a comprehensive set of adoption materials that you can hand off for your client to use.&nbsp; Presentations, emails, guides, videos each of these allow you to define a clear message, set of benefits and tools to support adoption and make sure that those reach every end user. By partnering with your client, not only do you save them time and resources by providing them with these materials, materials that you can use over and over with each new client, but you are also able to engage each employee directly in adoption.&nbsp; By making sure that client one and one hundred learn the same things about the benefits of your tool or platform, how it applies to their job and how they can move from an average user to advanced as they grow and explore new aspects of your tool.&nbsp; Good adoption leads to more depth and breadth within the tool, which in turn mean more renewals for your company.&nbsp; When done right the final two stages of onboarding and adoption create a faster time to value for your clients, as they have the resources they need to reach the “Aha! Moment” with your product and see its value. You will be doing a service for your clients by creating a streamlined implementation, where you have made sure your customer has everything, they need to be successful.&nbsp; 1 Zylo 2023 SaaS Management Index Report

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How to Avoid Pitfalls in Change Management Projects

Can You Tweet Change? Social Media and Change Management

Adoption Landscape Gap

Top 3 Issues Delaying Digital Adoption

Don't Miss An Opportunity For Customer Interaction