A former journalist and product manager, Nathan is a proud tech geek who blogs about digital transformation, employee productivity, and enterprise software. In addition to his work with Apty, Nathan runs his own consulting company, Innate Digital, helping companies develop content and get the most out of their marketing tech stack.
Privacy Policy. The problem isn't the software. It's how it's being used. By Nathan Altadonna Last updated on Nov 11, What is a Product Adoption rate? Originally posted on September 14, Written by Nathan Altadonna A former journalist and product manager, Nathan is a proud tech geek who blogs about digital transformation, employee productivity, and enterprise software.
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Top 9 Digital Transformation Trends for Last but certainly not least, talk about the benefits that users and the firm can expect. Begin your initial dialogue with individuals you expect will champion the use of new technology. Look for well-respected leaders in each department who have the patience to answer questions and who will not let new user frustrations dampen their enthusiasm. Educate your champions of change first. In the days before the official software rollout, urge your champions to express excitement to partners, associates, and staff.
Encourage them to discuss upcoming changes and the resulting benefits in detail. During and after rollout, give your champions the time and freedom to assist new users. Inform lawyers and staff well in advance that the firm is adopting new software and schedule multiple learning opportunities in the weeks before and during rollout.
To accommodate multiple learning styles, provide learning materials in a variety of engaging formats such as:. Make sure everyone knows these materials exist and where to access them.
Your software provider may be able to provide valuable materials or help you develop firm-specific content. Schedule your demo now , and our specialized legal technology team will show you how. Problem: A attorney Australian law firm was struggling with getting information out of its time-and-billing system.
It had no integrated reporting strategy — some reports were created in Excel, some in Crystal Report. There was also no single source of truth, and the firm needed an analytics and reporting foundation to support its requirements for financial reporting.
Impact: All firm members now have all key information available easily and in near real-time, with all dashboards loading in less than five seconds.
Power users can also do ad-hoc analyses. The result is better insight into the revenue as delivered by each attorney and the ability to make quick decisions to better manage the firm. Download This Success Story. They needed a more sophisticated BI foundation, and they needed it quickly. The new time-and-billing system was going live soon, and the team desperately wanted to have a BI solution in place when the new PMS was rolled out.
The Iridium team was able to deliver in time; quickly enough, in fact, to identify and help the firm fix some data problems that were part of its time-and-billing implementation. The firm gets better insight into its finances and operations and has added a number of Iridium products since its original purchase.
The firm also desired faster processing, unique customizations, and a higher quality cube. This makes it easier for the firm to price those matters and decide which cases are worthwhile. The firm is also able to gauge its profitability without including its higher risk, but higher reward, continency work.
This allowed them to determine how much contingency work they can take on while maintaining an acceptable level of risk. Problem: A Texas-based law firm with almost attorneys was upgrading its time-and-billing system. In addition, the firm now had a high-performance cube to support ad-hoc reporting and analysis. Impact: On the day the firm went live, they had a full set of robust dashboards, including all relevant data, enabling the finance team to be heroes in the eyes of firm management.
Problem: A Southeastern- based law firm with nearly attorneys needed to model a reduction in operating costs in response to impacts from the growing COVID pandemic. However, the forecast modelling component of the system was necessary to deploy to analyze the impact of co st re structuring in various scenarios.
Its flexibility and re configurability enabled the firm to model COVID-related account budgeting, including employee travel expens es , and plan for future cost adjustments.
The ability to create models on the fly made a difficult time easier to manage. We were the clear leader, driving the overall adoption curve of portable solar panels with battery packs, which was in the early adopter segment of the adoption curve.
Our leadership in the market created a bit of management complacency, believing we had destroyed our competitors. But, to our dismay, we uncovered market and competitive intelligence that the battery packs without solar panels were 20x the size of the solar panel and battery pack market, and well into the early majority phase of the adoption curve.
We also believed some of the leaders in the battery pack market where exploring rolling out solar panel solutions with their battery packs. We realized if we wanted to survive and thrive, we had to focus more engineering resources and innovation in our battery packs so that we could become more relevant in the faster growing and much larger battery pack adoption curve. Once you understand where in the adoption curve your market is, at what percentage adoption will probably tap out at, and whether you are growing faster or slower than the market and the leading competitors, then you have the context you need to apply the following growth strategies related to adoption curves.
In emerging markets, it is critical to gather as much momentum as possible, gathering as many core innovators and creating the brand advocates that will fuel your growth with early adopters and the early majority. Furthermore, in emerging markets, you have to act quickly to lock up distribution, channels, key partners , intellectual property, and other scarce resources. You also have to prepare the organization for the high growth phase of the adoption curve, ensuring that every part of the organization is scalable, and no bottlenecks will impede riding the wave of growth.
In the high growth phase of an adoption curve, it is all about pressing your advantage and delivering the most incredible customer experience. You see, the largest driving force of high adoption rates is typically word of mouth. There is actually a mathematical equation called the Bass Diffusion Model, which accurately predicts the shape of adoption curves.
In the equation, p stands for the coefficient of innovation e. F t represents the installed base fraction, while f t represents the rate of change of the installed base fraction. The simple math is the more innovation and value of your product and service combined with how fast you can drive an installed base and word of mouth, the faster the adoption. For further insight into high growth markets, I encourage you to read Crossing the Chasm.
Most organizations find themselves in mature markets, fiercely battling competitors for every customer. In these situations, innovation is the key to getting onto a high growth onramp.
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