Stephanie Chaytor
Working in an engagement role within Digital Data and Technology (DDaT) at the Department for Business and Trade (DBT), every day I come up against a new work or concept that I do not understand. What is code? Where is the cloud? One of the best bits about this DDaT team is there is never any shame in asking 'what does that mean?!'
So, I am using this blog to explain the work of my own team and how we drive quality ‘product adoption’ as I often get asked what it is and why it matters.
It's important that all colleagues across the department understand product adoption because it is something that everyone in the organisation has responsibility for at all grades and professions. It’s central to the success of a modern workforce.
This blog will cover what product adoption is, why it matters and how organisations like ours might improve it. The focus of this blog will be on internal product adoption, and it is very much in the context of an organisation like DBT.
What is product adoption?
Product adoption is the process whereby colleagues start using a product or service. It usually follows these stages:
- awareness (they learn about it)
- interest (they consider it)
- evaluation (they assess its value)
- trial (they test it)
- adoption (they commit to using it)
The faster and easier the adoption, the more successful the product becomes!
Why does it matter?
Colleagues who are aware of the products available to them, interested in understanding how to use them and can see the value in using them (putting that to the test) will be more likely to adopt them in their work each day.
This leads to better quality data and time saving. It helps avoid duplication, streamlines processes and drives a more joined up coordinated culture.
As an example - one of our key internal products here at DBT is Data Hub. This is our central system for managing, tracking, understanding and building relationships with UK and international businesses. Relevant colleagues need to know that this tool exists; how to use it via training and guidance, understand where this information goes and how it’s used. They must also be encouraged to use the tool by their colleagues and senior leaders. Failure to do this might impact our ability to engage with businesses effectively and join the dots internally.
How DDaT teams can drive adoption
Teams can do this by:
- communicating the benefits - making sure staff know about the product, what it is, why it is needed and how it can support delivery of their own objectives. Staff will use something where they can see the value in their day-to-day work and help them achieve their own goals. This can be communicated through regular demos, case studies, testimonials or intranet articles
- training and support - offering training sessions in a range of different media helps us meet colleagues where they are on their learning journey. Providing resources and support can help users understand how to use the product effectively. This could include onboarding sessions, tutorials, guidance documents, and strong customer support
- monitoring and tracking progress - internally, as standard we would track:
- digital adoption rate - the percentage of staff using the product
- cost per transaction - ensuring users get more from their usage of a product
- engagement time - how much time is spent using the product
However, it’s not just about what the quantitiave data is saying and it’s not as simple as how many users we have. We need to focus on quality adoption. That means ensuring that the right people in the department are using the right tools in the right way.
We might want to measure a specific behaviour or feature usage within that. Alternatively, we might want to target adoption in specific areas of the department. For example, we could target business facing colleagues to adopt Data Hub or our business analysts to use Data Workspace (our reporting and analysis platform which provides access to key datasets, reports and dashboards).
We continuously gather feedback from users to understand their needs, challenges, and suggestions for improvement. Here at DBT we have user researchers who highlight these areas for product teams - identifying any pain points or blockers to usage. This feedback can be used (along with other metrics) to iterate on the product and make enhancements that address colleagues’ concerns.
How everyone can support adoption
Product adoption isn’t something that only DDaT have responsibility for. To get maximum benefit teams across the organisation should focus on:
- fostering a culture of adoption - encouraging a culture of continuous learning and experimentation within DBT. Promoting using the product to work together more effectively or help individual teams achieve their goals. They should have a good understanding of the digital tools they expect their teams to use to do their jobs. This should be something new joiners are encouraged to adopt and become part of the culture of the team or directorate
- leading by example - leadership should actively and visibly use and promote products on an ongoing basis. When leaders demonstrate their support and enthusiasm for the product, it helps drive adoption amongst their teams. Here at DBT, we also have a network of DDaT champions, working in different areas of the department who lead their teams on building their DDaT knowledge. They share key information with their teams on our behalf, highlight the benefits of DDaT tools / services, provide useful feedback and generally support upskilling colleagues
- setting goals and incentives - establish specific adoption goals and incentivise colleagues to reach them. This can include rewards, recognition, or performance-based incentives tied to product usage and adoption. If a tool is vital to your job - it should be in individual objectives as standard. If you don’t use them - you can’t hit these objectives successfully
Summary
Successful product adoption of internal digital tools and services will be one of the biggest factors impacting on how we evolve as an agile and productive workforce.
By making sure colleagues are aware of these tools and know how to use them, that they see the value and that they’re being continually encouraged to use them, can the adoption be a success. Only with successful adoption can staff get the most value.
DDaT teams have an important role in this. We need to learn from our user research and respond to feedback to make sure the tools are as relevant and easy to use as possible. However, there will always be tools that some colleagues are less keen to engage with but are essential to their job. Success relies on buy-in from teams across the organisation. It needs senior leaders to actively encourage buy-in from teams across the department. This will foster the right environment, leading by example and incentivising usage on an ongoing basis.
If you’re interested in finding out more, working with us or sharing ideas on how to improve adoption in your own department or team, you can reach us on: DDaT-News@businessandtrade.gov.uk.
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