A detective, a doctor and a bloodhound!
Parachuting in a technology adoption team and landing a programme that get employees excited and skilled in using new technology might look effortless. But, it’s not. To get this team formed and prepared before the mission begins requires three critical players, who have detective level problem-solving skills and regimental planning abilities. So, who do you need to solve a technology adoption problem? Sherlock Holmes, Doctor Watson and a mighty bloodhound!
Step forward detective Sherlock Holmes
Every organisation must have a Sherlock Holmes in their technology transformation programme. This legendary detective was famous for his deductive reasoning qualities and ability to observe as well as see. He also declared ‘It is my business to know what other people don’t know’. Sherlock Holmes types have built up respect and an excellent reputation with executives thanks to their ability to see and solve problems, long before everyone else. Through observation and logical reason, they can deduce that new technology will not be adopted without the correct mechanisms; and, then they enlighten others with their strategic foresight. Sherlock Holmes types have the influence to persuade and get the ball rolling, so executives consider putting a technology adoption programme in place. But every Sherlock Holmes need a friend to make it happen…
Enter Doctor Watson
The loyal, trusted friend of Sherlock Holmes, Doctor Watson is an excellent doctor and surgeon. He’s an expert in his field! These are the qualities that are needed to put Sherlock Holmes’ strategic wheels in motion. Executives listen to experts, so to convince them that investing in a technology adoption programme will reap its return requires a Doctor Watson. Doctor Watson types can be trusted to stick to the message that their ally Sherlock Holmes has presented to the board, whilst wowing the executives with their extensive knowledge on technology adoption. They can dazzle with their talk and walk the walk. Doctor Watson types know how to make executives believers of the Excite, Equip, Embed™ approach. They are also good at getting executives to understand the importance of having a dedicated external resource, as internal teams are too busy concentrating on their own cases.
Once executives have agreed to a technology adoption programme and plan, the troops need to be rallied and prepared, so they can parachute in.
It’s time to unleash the bloodhound…
Bloodhounds – with their patience and single-minded determination – can be trusted to put their legendary scent tracing abilities into practice to sniff out and track down the right people, to make up a troop and do the job. They understand that it’s critical to have people who not only have the right engagement, communications and training skills, but also the best suited personality and cultural fit for the organisation.
Bloodhound types get that it’s a two-way scent trail – sniff out what the organisation needs and then sniff out the people with suitable personality traits, profiles, skills, availability and time to make a dedicated team. That’s no easy task! It can be a lengthy and frustrating process, but bloodhounds know that putting in an inferior team just isn’t an option if you want to succeed. To land a technology adoption programme requires the correct mix of people and military planning.
The Inform Team is lucky to have its own Doctor Watson in Sam and bloodhound in Emma. They love partnering up with the Sherlock Holmes’ of organisations to help them land their technology adoption programmes. Read the evidence in our testimonials.
