Insights

Neha Dave

Senior Training & Business Change Consultant
Bluefin Solutions

If a system is deployed & no one uses it, does it exist? - Part 4: Strong user community

As I start to write part 4 of my blog series I smile when I use the term 'strong user community' - As I know how difficult this group can be to identify and empower. And yet they are key to a successful outcome, ensuring the show will go on long after the consultants have left.

So who makes up the 'strong user community' and where do I find these people?

The good news is that you don't have to invest time and effort to advertise and look for these people - they are right in front of you!  Yes it's the guy who spoke to you over coffee telling you how much time his current report takes and how he would love for this process to be automated (there you go,  a business case right there!). It's the person who wishes you luck when you present his/her idea and is concerned with the result. It's the person who frees his/her schedule so you can discuss the plan and get feedback. Quite simply, it's the individuals who care and are there with you throughout the project journey.

What user 'type' are you looking for?

This is indicative of the classic 'user category'. It's only natural that not everyone will have the same level of involvement or enthusiasm. You can clearly distinguish between your different user types.

• End users: They are the consumers of the product. Although they interact with the system on a daily basis, their expectations and needs are simple. For example, they might simply run a report to obtain numbers for their weekly presentation.
• Super users: They could be the line managers for the end users. They are closer to the business process as well as the system. They are chosen because of their business knowledge and are encouraged (via training and coaching) to exploit the system in pursuit of improving the business process.
• Subject matter experts: They are usually process owners and process champions. They are involved in strategy and concerned with improvements and growth. Whilst their focus is business, they understand the system capabilities and plan initiatives with the system and infrastructure in mind.

The danger with this categorisation is its proximity to a hierarchy. While this is implicit, one needs to understand that the levels are not based on salary or seniority, rather on interaction with the system and expectations from it. 

Grab him/her now

Of course I mean this in the most gentle and professional way! It's important to nurture user  interest and curiosity. The simplest way to do this is involvement. Involve him/her from the onset so that it's seen as collaboration rather than an us v/s them situation. You must realise that your user is much closer to the process than you are, which means that the insights are going to be truly valuable. Your role of then converting those insights into system design will seem seamless.

Will he/she stay?

You need to keep things interesting to make them stay. Whilst being involved is easier during a project life-cycle the real test is keeping this involvement alive once the project has disbanded and we have reached the drone phase (aka business as usual) The key here is incentive, which directly links into motivation and purpose. It's imperative that the project goals are aligned with the user's personal development and part of his career progression. It needs to be part of the overall objectives and therefore link into rewards and recognition.

Support and community

It always helps to boost the personal incentive with a feeling of community. It is helpful to connect these people to one another so they develop their own support network after the consultants have gone. During these times of active social media, it is easy to choose simple cost effective means of staying connected and sharing ideas. In my earlier blog on training I also mentioned courses specifically designed for this community that can serve as a refresher during these sessions.

It is important to understand the purpose and need for this community from the start. Long term benefits cannot be realised if this community is not identified early, nurtured and groomed to be the people we consultants can pass the torch to