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5 Steps to Getting Your Org to Actually Use New Technology

May 28, 2025 • Legal • 12 minutes
Written by Ben Thomas

Digital transformation has become a business imperative. According to McKinsey research, 90% of organizations are now undergoing some form of digital transformation, yet success remains elusive for many. The challenge isn’t the technology itself—it’s getting people to embrace it.

Whether you’re implementing AI tools, cloud platforms, contract management software, or any other business technology, the human element determines success or failure. Research from Mooncamp reveals that 90% of organizations are undergoing digital transformation, but resistance to change remains the most significant barrier.

This guide provides a practical roadmap for overcoming organizational resistance and ensuring successful technology adoption across your entire company.

The hidden cost of failed technology adoption

Before diving into solutions, let’s acknowledge the elephant in the room: most technology implementations fail to deliver expected value. According to MIT Sloan, 93% of workers across industries affirm that being digitally savvy is essential to performing well, yet organizations consistently struggle to equip their teams with necessary skills.

The financial implications are staggering. Organizations spent $2.5 trillion on digital transformation in 2024, with projections reaching $3.9 trillion by 2027, according to Backlinko’s digital transformation research. Yet only one-third of these initiatives are considered successful.

Why technology adoption fails: Understanding the root causes

VisualSP’s research identifies resistance to change as the biggest hurdle in digital adoption. People worry about losing their jobs, doubt their ability to learn new systems, or simply prefer familiar workflows. This resistance manifests in several ways:

ChallengeImpactFrequency
Employee resistanceSlow adoption, poor utilization78% of organizations
Insufficient trainingLow proficiency, increased errors33% receive <1 hour training
Leadership gapsLack of vision and supportOnly 38% have senior buy-in
Complex interfacesUser frustration, abandonment32% cite complexity as barrier
Poor communicationMisaligned expectations64% lack clear strategy

“There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance,” notes Peter F Gallagher, a change management expert.

Step 1: Start with discovery and strategic alignment

Understand your organization’s readiness for change

Before selecting any technology—whether it’s an AI platform, contract lifecycle management software, or a new CRM—assess your organization’s current state. According to HiBob’s change management research, only 34% of change initiatives achieve clear success.

Essential discovery questions include:

  • What specific problems are we trying to solve?
  • How do different departments currently handle these processes?
  • What’s our organization’s track record with previous technology implementations?
  • Who will be most affected by this change?
  • What resources can we dedicate to training and support?

As TEKsystems research shows, 26% of senior executives cite high costs as a major obstacle, while 22% of IT leaders view economic uncertainty as a significant challenge. Understanding these constraints upfront helps set realistic expectations.

Create a clear vision that resonates

“If you don’t lead by hitting people over the head, that’s assault, not leadership,” said Dwight D. Eisenhower. This wisdom applies perfectly to technology adoption. Your vision must inspire, not intimidate.

Successful technology adoption requires what change management experts call a “burning platform”—a compelling reason for change that everyone understands. For instance, when Pima Community College implemented new contract automation software, they faced a clear challenge: managing contracts worth 20% of their annual budget with fragmented, manual processes that jeopardized grant funding.

Step 2: Build a coalition of champions

Identify and empower your advocates

“Culture does not change because we desire to change it. Culture changes when the organization is transformed,” observes Frances Hesselbein. This transformation requires champions at every level.

Research from Panorama Consulting indicates that agile change management methodologies emphasize cross-functional collaboration. Your coalition should include:

  • Executive sponsors: Provide vision and remove obstacles
  • Department leaders: Bridge strategy and execution
  • Power users: Become go-to resources for their teams
  • Early adopters: Generate momentum through success stories

One Reddit user on r/projectmanagement shared: “The key to our CRM rollout success was finding the ‘informal leaders’—not managers, but the people others naturally turn to for help. Once they were on board, adoption spread organically.”

Leverage peer influence

McKinsey’s AI adoption research reveals that larger organizations are more than twice as likely to establish dedicated teams to drive adoption. These teams don’t just manage logistics—they create psychological safety for exploration and learning.

Step 3: Address resistance with empathy and data

Understanding the “why” behind resistance

According to Veeam research, 14% of IT leaders say internal resistance prevented successful digital transformation. Common objections echo across industries:

“We don’t have time for this”

Counter with efficiency data. When Vecna Robotics implemented new technology, Michael Bearman noted: “I used to have to spend lots of time on this, but now I just hit ‘create document’ because the AI does a great job automatically.”

“Our current system works fine”

Share industry benchmarks. For organizations managing contracts manually, mention that 64% of U.S. court cases involve contract disputes, often due to poor contract management.

“This technology will eliminate jobs”

Focus on augmentation, not replacement. MIT research shows 67.8% of companies report neutral or positive job creation from technological disruptions.

“It’s too complex to learn”

Emphasize phased approaches. Modern contract repository software can be implemented in as little as one day, compared to 6+ months for complex enterprise systems.

Create psychological safety for learning

“I can accept failure, everyone fails at something. But I can’t accept not trying,” said Michael Jordan. This mindset is crucial for technology adoption.

Deloitte’s research on trust in AI reveals that trust builders are 18 percentage points more likely to achieve expected benefits. Build trust by:

  • Acknowledging that mistakes are part of learning
  • Celebrating small wins and progress
  • Providing multiple learning pathways
  • Creating safe spaces for questions

Step 4: Design training that sticks

Move beyond one-size-fits-all approaches

Whatfix research reveals that 78% of employees lack expertise in the tools they use daily, with 33% receiving an hour or less of training for new software. This training gap creates a vicious cycle of poor adoption and wasted investment.

Effective training strategies include:

Training TypeBest ForExample Application
Role-based pathsCustomized learningSales teams learn CRM differently than support
MicrolearningBusy professionals5-minute videos on specific features
Peer mentoringBuilding confidencePower users guide colleagues
Sandbox environmentsRisk-free practiceTest features without affecting live data
Just-in-time supportImmediate needsIn-app guidance and tooltips

Leverage modern learning technologies

Digital Adoption Platforms (DAPs) have emerged as game-changers. According to VisualSP, these platforms provide in-context help within applications, allowing users to learn in their workflow.

For example, when implementing procurement contract management software, teams can receive guidance on creating purchase orders without leaving the system.

Step 5: Measure, iterate, and celebrate

Define success metrics early

“You can’t manage what you can’t measure,” Peter Drucker famously said. For technology adoption, key metrics include:

  • Usage metrics: Active users, feature adoption rates
  • Efficiency gains: Time saved, error reduction
  • Business outcomes: Revenue impact, cost savings
  • User satisfaction: NPS scores, support ticket volume

West Monroe research shows only 18% of executives believe their organization is strong enough to handle setbacks effectively. Regular measurement helps identify issues before they derail adoption.

Create feedback loops

A user on G2’s contract management reviews noted: “What made our implementation successful was the vendor’s willingness to iterate based on our feedback. We weren’t just implementing their vision—we were co-creating a solution.”

Establish multiple feedback channels:

  • Regular pulse surveys
  • User advisory groups
  • Support ticket analysis
  • Usage analytics review
  • Executive steering committees

Celebrate milestones and success stories

Recognition drives adoption. When Yates Construction saved $15,000 monthly through technology adoption, they didn’t just track the metric—they celebrated the team members who made it possible.

“Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business,” notes a change management thought leader.

The role of AI in accelerating adoption

AI as an adoption accelerator

McKinsey data shows 78% of organizations now use AI in at least one business function, up from 55% a year earlier. AI doesn’t just automate tasks—it reduces the learning curve for new technologies.

For instance, modern contract analytics software uses AI to extract key terms automatically, eliminating hours of manual data entry that previously deterred adoption.

Building trust in AI-powered tools

Juro’s research reveals 44% of legal teams use generative AI daily or weekly. However, trust remains crucial. Address AI concerns by:

  • Being transparent about AI capabilities and limitations
  • Providing human oversight options
  • Demonstrating accuracy through pilot programs
  • Sharing success stories from similar organizations

Industry-specific considerations

Healthcare: Navigating compliance and complexity

Healthcare organizations face unique challenges with technology adoption. Healthcare contract management software must comply with HIPAA while managing provider agreements, supplier contracts, and payer relationships.

A contract specialist at a healthcare organization told researchers: “I want a notification to be sent to me: ‘This contract automatically renewed for this much money.'” This specific need highlights how industry requirements shape adoption strategies.

Financial services: Security first

For financial institutions, security concerns often override efficiency gains. Address these by:

  • Leading with security features in communications
  • Providing detailed compliance documentation
  • Offering sandbox environments for testing
  • Demonstrating audit trail capabilities

Manufacturing: Bridging digital divides

Manufacturing faces unique challenges with mixed digital literacy levels. Success strategies include:

  • Multilingual training materials
  • Visual learning aids
  • Buddy systems pairing tech-savvy workers with others
  • Mobile-first interfaces for floor workers

Common pitfalls to avoid

The “build it and they will come” fallacy

Technology adoption never happens automatically. KPMG research shows 36% of organizations have risk-averse cultures that slow transformation.

Underestimating the time investment

While modern solutions like Concord can be implemented in a day, full adoption takes longer. Plan for:

  • Initial training: 2-4 weeks
  • Proficiency development: 2-3 months
  • Culture shift: 6-12 months

Ignoring the middle managers

Middle managers can make or break adoption. They’re often squeezed between executive mandates and team resistance. Support them with:

  • Clear communication tools
  • Authority to make decisions
  • Recognition for adoption success
  • Extra training and resources

The competitive advantage of successful adoption

Organizations that master technology adoption gain significant advantages. Research indicates businesses with high digital maturity report 45% revenue increases versus 15% for less mature companies.

“Companies that change may survive, but companies that transform thrive,” observes Nick Candito. The difference lies not in the technology chosen, but in how effectively organizations bring their people along on the journey.

Looking ahead: Building a culture of continuous adaptation

The pace of technological change isn’t slowing. Nash Squared research shows 92% of digital leaders have adopted cloud technology, with AI, analytics, and automation following closely.

Success requires shifting from episodic technology implementations to continuous adaptation. This means:

  • Building change capabilities as core competencies
  • Creating learning cultures that embrace experimentation
  • Developing feedback systems that drive improvement
  • Celebrating both successes and intelligent failures

Conclusion: Your roadmap to success

Getting your entire organization on board with new technology isn’t about forcing change—it’s about inspiring transformation. Whether you’re implementing the best contract lifecycle management software or any other business technology, success comes from understanding that adoption is a human challenge requiring human solutions.

Start with empathy, proceed with strategy, and persist with patience. The organizations that master this approach don’t just implement technology—they transform their cultures and capabilities for sustained success.

Remember: technology is just a tool. People make it powerful.

FAQs

How long does successful technology adoption typically take?

While implementation timelines vary, research shows most organizations achieve meaningful adoption within 3-6 months. Simple tools with intuitive interfaces may see 90% adoption within 60 days, while complex enterprise systems can take 12-18 months for full organizational adoption. The key is setting realistic expectations and celebrating incremental progress.

What’s the biggest mistake organizations make with new technology rollouts?

The most common mistake is focusing on features rather than people. Research shows 34% of companies identify lack of organizational structure as the biggest friction point. Successful adoption requires equal investment in change management, training, and cultural transformation as in the technology itself.

How can we measure ROI on technology adoption initiatives?

Track both hard and soft metrics. Hard metrics include time savings, error reduction, and cost savings. Soft metrics encompass user satisfaction, employee retention, and cultural indicators. Organizations using modern contract management report 10-15% cost savings and 50% reduction in processing time, providing clear ROI benchmarks.

Should we implement new technology company-wide or start with a pilot?

Research strongly supports phased approaches. Start with a willing department or team, refine based on their feedback, then expand. This approach reduces risk, builds success stories, and creates internal champions who can support broader rollout. Even solutions that can be implemented quickly benefit from piloted adoption strategies.

How do we handle employees who refuse to adopt new technology?

Address the root cause of resistance—usually fear or misunderstanding. Provide multiple learning pathways, pair resisters with patient mentors, and demonstrate value through peer success stories. If resistance persists despite support, it may indicate deeper performance issues requiring HR involvement. Remember, some people need more time and support than others.

Bibliography

About the author

Ben Thomas

Content Manager at Concord

Ben Thomas, Content Manager at Concord, brings 14+ years of experience in crafting technical articles and planning impactful digital strategies. His content expertise is grounded in his previous role as Senior Content Strategist at BTA, where he managed a global creative team and spearheaded omnichannel brand campaigns. Previously, his tenure as Senior Technical Editor at Pool & Spa News honed his skills in trade journalism and industry trend analysis. Ben's proficiency in competitor research, content planning, and inbound marketing makes him a pivotal figure in Concord's content department.

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