From hands-on hack days to in-depth public workshops, Professional Advantage BOARD clients now have access to innovative training solutions that support long-term user adoption and return on investment. We’ve introduced two new BOARD training...
PROFESSIONAL ADVANTAGE Blog
When a competitor starts eating into your market share, or industry disruption threatens your business model, what do you do? Do you seek refuge under a desk and hope your company is spared? Or...
If you’ve ever planned a major software upgrade or implemented a new business application, you’ll know user adoption is essential for realising return on investment. Without buy-in from users, even the most transformative technology...
In our fast-evolving world one constant remains: change. There is an unprecedented pace of change to business models in order to adapt to the ever-increasing competition and ever-changing customer demands that face them.
I seem to be disappointed more and more lately. Disappointed that dollars invested in, quality technology is being put at risk, and then going to waste.
Keeping things on track and compliant with your quality and service goals can be challenging, particularly when changes in people, processes and systems happen. People need help when change is afoot and it doesn’t have to be as dreadful as death and taxes.
As someone who talks to many people about their business problems, I hear a lot of stories about people’s absolute dependence and servitude to Excel.
I often use this quote from Daniel O’Connell, Research Director at Gartner, on user adoption.
“End-user adoption of new technology is frequently the key roadblock to an implementation’s success and also the most critical factor for generating return on investment.”
In all of my work roles, for many years, I was a great believer in the maxim that ‘good training makes for good staff’. That’s not necessarily true.
It’s normal to feel nervous when implementing a new budgeting solution using a software platform like BOARD. This is especially true if you’re moving away from spreadsheet-based budgeting and forecasting for the first time.
As an organisation grows, it is typical for processes to become more complicated. Employees who once managed both strategic operations and day-to-day tasks eventually hand over responsibility for getting things done to new team members.