Planning also addresses timing, communication strategy and adoption. Upgrades often fail not because the technology was flawed, but because the organization didn’t prepare users. Leaders should anticipate adoption barriers and build time to solve them.
“Familiarization removes fear,” Pappas says. Employees who understand what’s changing, why it matters and how it will help them are more receptive to that change.
During Tech Upgrades, Good Communication Is Key
Communication isn’t a memo or a single meeting, it’s a continuous dialogue.
Organizations should keep users informed from the planning stage through rollout. People need to know what’s changing, over what time frame, how their work processes may evolve and what might not work as expected during the transition. That kind of transparency builds trust. Even acknowledging risk — such as downtime — equips staff and customers to plan accordingly.
Another big part of effective communication is training. Users need time to practice using new tools before the switch is permanent. Many organizations also benefit from “train the trainer” strategies, where early adopters receive deeper instruction and then support their peers. Pappas notes that these users often become informal guides, helping colleagues navigate the change without escalating every issue to IT. But he cautions that it’s important not to overburden such employees with formal training responsibilities beyond the scope of their normal duties.
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Businesses must also be prepared to respond quickly to challenges, which will inevitably arise throughout the transition. Responsiveness is about rapid problem identification, resolution and feedback.
Knowledge resources — such as FAQs, wikis or internal help pages — can deflect simple issues. Meanwhile, support desks must be staffed and ready. If similar requests or tickets appear, the business should communicate that pattern back to users and SMEs so they can adjust.
“Tailor for unforeseen circumstances,” Pappas says. Problems shouldn’t surprise leaders; they should be anticipated, tracked and handled with urgency.
When platforms allow it, phased rollout or A/B testing can reduce disruption. Pappas explains that moving a small percentage of users first allows real-world feedback, followed by gradual expansion. If issues emerge, a fallback strategy — even if rarely used — provides safety.
Users should only feel improvement: faster service, new features or better experience. They should never feel that “all circuits are busy.”
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