Long thread
I’d argue the team and process a company has for implementing new software is more critical than the software itself.
Why?
Bc if a company can’t adopt software and make it part of the team's day 2 day, it doesn’t matter how great the software is, nobody will use it
I’d argue the team and process a company has for implementing new software is more critical than the software itself.
Why?
Bc if a company can’t adopt software and make it part of the team's day 2 day, it doesn’t matter how great the software is, nobody will use it
Having a culture that can adopt new software is just that, part of the culture. The earlier this is baked into a company the better.
As the world is getting pulled into the future faster than ever, the need to adopt a technology-centric culture is more critical than ever.
As the world is getting pulled into the future faster than ever, the need to adopt a technology-centric culture is more critical than ever.
That can’t just happen by purchasing software, there is SO MUCH MORE TO IT.
You need a team that is on-board and believes in technology. If this isn’t in place, good luck.
It start's at the top.
You need a team that is on-board and believes in technology. If this isn’t in place, good luck.
It start's at the top.
You’ll spend 2-3 months, maybe longer, searching and demoing for the right software. During this period you need the team to be fully educated and bought in on what problem or process the software is solving for.
Once identified, expect 2-3 months on boarding to the software.
Once identified, expect 2-3 months on boarding to the software.
You'll need to have “Power Users” that are bought into becoming absolute experts in how it is used and that stay current with the latest updates.
The PU's job doesn’t stop there. They are then held accountable to implementing the software across the team until it is 2nd nature.
The PU's job doesn’t stop there. They are then held accountable to implementing the software across the team until it is 2nd nature.
PU’s are accountable for holding the team accountable.
This can take sometimes take 12-18 months to truly have it be 2nd nature.
An argument can be made that it takes nearly 2 years from idea to full integration and team-wide adoption.
This can take sometimes take 12-18 months to truly have it be 2nd nature.
An argument can be made that it takes nearly 2 years from idea to full integration and team-wide adoption.
Being able to do this successfully and consistently is a business superpower.
Companies that can’t, have teams that never buy-in and look at every software as another nuisance that will last a few months before no one is using it.
Companies that can’t, have teams that never buy-in and look at every software as another nuisance that will last a few months before no one is using it.
Then when a new software is suggested and NEEDED, it’s met with resistance, not b/c the software, but b/c the culture knows it won’t put in the effort to properly adopt.
This creates a huge competitive advantage for companies willing to bake this into their culture.
This creates a huge competitive advantage for companies willing to bake this into their culture.
The smaller the company, the easier this process is to adopt and it ultimately scales well as long as the culture stays intact.
In minutes 31 - 37 of this episode we talk about this.
The end.
fortcapitallp.com/the-fort-micha…
In minutes 31 - 37 of this episode we talk about this.
The end.
fortcapitallp.com/the-fort-micha…
• • •
Missing some Tweet in this thread? You can try to
force a refresh
