Too often, businesses approach software implementation as a purely technical exercise. They focus on systems, integrations, and timelines—assuming that once the software is installed, the job is done. But the truth is: software only works when people adopt it successfully.
At its core, software-enabled change is about new processes, new ways of working, and new expectations. It’s not just about technology—it’s about people. And unless your team is prepared, supported, and empowered to take ownership of that change, the software won’t deliver the value you hoped for.
The Human Side of Software
Software should elevate your people. It should remove repetitive administrative tasks and free up time for insight, proactive decision-making, and meaningful work. But that only happens when the people using it every day are involved in shaping how it’s implemented and managed.
It’s not the IT team’s job to own the software. It’s not senior management’s job either. It’s the people who use it daily, who understand the work, the challenges, and the opportunities, who must take ownership.
That shift requires cultural change. It demands planning, structure, and communication. Your team needs to understand:
- What’s in it for them
- What’s in it for their colleagues
- What’s in it for the business
They need to be prepared for the fact that it might get harder before it gets easier. They need to know this isn’t a finite exercise, it’s an ongoing journey. And they need to be given the time, space, and support to contribute meaningfully.
Ownership Drives Success
Successful software adoption requires discretionary effort, the willingness to go beyond the day job to learn, adapt, and lead change. Some team members may even find themselves in entirely new roles. But when they take ownership, they invest. And when they invest, they get what they need.
There are experts who can guide, support, and encourage. People who’ve done it before and can help avoid common mistakes. But they don’t own the change. The software doesn’t own it. Your people do.
And many don’t realise that. They hope the software will just work, without needing too much of their time. But as a former colleague once said to me:
“I’ve realised the person I can least afford to lose from my team is exactly the person you need to work with.”
That insight is key. The people who know their roles, who understand the business, and who have ideas for improvement—they are the foundation of all successful software-enabled change.
Businesses that get this right will outperform their competition.
Equal, if not greater, effort must go into supporting your people as into implementing your software.
That means:
- Gathering requirements properly
- Communicating clearly
- Nurturing and protecting the change process
- Creating an environment that builds appetite for change, not resistance
It might sound a bit soft and hard to quantify. It may be that the consequences of getting it wrong don’t show up until much later making it easy to miss the link between poor adoption and poor outcomes.
But I believe this: Businesses that get this right will outperform their competition. They’ll see better morale, better processes, better profitability, and more enjoyment in the work itself.
