Value of Digital Adoption in Workplace

The rollout of new technology allows employees to have greater control over the implementation and application of digital solutions

FREMONT, CA: There are many new problems facing frontline businesses as the COVID-19 pandemic winded down in many regions of the world. The ever-changing state of the economy has necessitated the revision of many internal company procedures. As a result, many business executives are looking to digital technologies to inform their workforce of changes and automate operations to increase productivity.

In most manufacturing businesses, frontline employees are dispersed and frequently lack access to company email. This makes the early installation of new technological tools challenging for plant managers and large companies. Leaders of operations may ensure the success of a workplace technology deployment by creating and executing a strategy that grows with employee adoption.

Create a multiphase deployment strategy

Numerous industrial enterprises operate under a decentralized model, with groups of employees located at sites in various states or national regions. The expansion of geographically dispersed workforces in frontline-majority industries such as manufacturing has increased the prevalence of digital communication solutions. Although digital technology can improve coordination between remote manufacturing and maintenance teams, introducing new technology across multiple job sites at once can generate confusion among employees and reduce adoption rates.

Rollouts of new technology in stages permit greater control over employees' implementation and utilization of digital solutions. By introducing new technology in phases, top executives can closely monitor usage, gather feedback, and make adjustments before implementing the technology across the entire workforce. These launches can occur in two ways:

A platform can be sent out to small, highly engaged pilot groups.

Certain features may be introduced gradually over weeks or months.

Before a system is rolled out to the full organization, both approaches enable companies to perform complete training and continually improve each deployment phase.

Utilize a cross-functional strategy

Organizational alignment is crucial throughout implementing new technology, particularly for businesses that traditionally rely on paper-based processes, such as manufacturing. Business leaders must implement a cross-functional strategy to prevent a communication breakdown during the process. Typically, divisions within a manufacturing company operate as separate companies. Developing a cross-functional strategy comprised of executive team members, communications professionals, plant and maintenance managers, and information technology (IT) personnel will guarantee that all important stakeholders are included in introducing new technologies.

The creation of cross-functional teams enhances cooperation and often eliminates many bureaucratic obstacles associated with enterprise-wide initiatives. Under a cross-functional strategy, all resolutions and objectives must be endorsed by representatives from each affected business division, eliminating the need for time-consuming meetings, modifications, and reviews. The designated team members should be subject matter experts from the manufacturing organization who comprehensively understand the company's daily operations and business functions. Throughout the decision-making phase, this cross-functional approach provides a comprehensive rollout plan that considers all parties and the organization's current capabilities.