Buying a new service management system looks like a simple decision. In practice, though, rolling change out inside a company is the hardest stage of the whole process. Many organisations spend days analysing solutions, some even test them, and still get stuck at exactly this point. That is why it is worth taking this moment seriously before signing a contract.

In this article we show how to carry out an implementation successfully. What is more, we set out three real scenarios from our own practice, so you can more easily match an approach to your own team.

Why is rolling out change so difficult?

Change is a challenge not only for managers. Above all it affects the people who have to step outside their comfort zone. A technician used to paper job sheets is reluctant to pick up a tablet. That is a natural reaction and one worth anticipating.

According to Deloitte, the only constant in business is change. Even so, many companies treat implementation as a formality. The result is a system sitting unused and money gone.

The key is understanding that no two organisations are identical. There is therefore no single universal recipe. There are, however, proven models that can be matched to the situation.

The change curve, or what to expect

Every implementation follows a similar emotional pattern. First comes enthusiasm, then a dip in motivation, and finally a gradual rise in productivity. This is what is known as the change curve.

Why does it matter? Because being aware of the process helps you survive the difficult middle. A team that knows a temporary dip is normal gets through it more easily. As a result it reaches a higher level of management faster.

A manager should communicate this stage openly. It is also worth planning some quick wins at the start, so people see real benefits sooner.

Three proven implementation models

Below we describe three implementations we carried out for customers. Each differs in pace and scale. Importantly, each one succeeded.

Model 1: gradual rollout, technician by technician

The relationship began with the dispatcher, who was also the service manager. During the very first conversation we agreed together that the solution would improve the way they worked. What we did, however, could not be allowed to block the department.

So we worked out a plan based on short, recurring training sessions. First the director and the manager set out the key milestones. Then the manager started working in the new system and brought technicians in one at a time.

Meanwhile their deputy carried on working the old way, so the service operation ran without interruption. Interestingly, we planned more training sessions than turned out to be necessary.

In the end we ran six. The technicians were learning from each other: the last two had already been trained by colleagues before we got to them.

Takeaway: the key is appointing someone responsible for the implementation. That person keeps the process on track and stays in constant contact with the supplier. What is more, a manager knows their own team and knows where to put the emphasis.

Model 2: a pilot in one area

Here too the first contact was a dispatcher — a regional manager. He simply wanted to make his own daily work easier. As the conversations developed, the solution ended up covering the whole company.

The director and the manager prepared a specific plan. The premise was to work within a single city served by three technicians. A classic pilot on a limited area.

We ran the training on real, everyday jobs, so the team saw the practical value straight away. Within a month the technicians had completed several hundred jobs in the new system.

We then repeated the process in the next city, and then the one after that. That is how we rolled the system out across the whole service department without upheaval.

What is more, the company went a step further and improved the way its installation crews worked as well. That shows how a successful pilot drives further change.

Takeaway: start with one area and a committed manager. When a team understands why the change is needed, the rollout goes smoothly. In practice this model minimises the risk of delay.

Model 3: a rapid rollout at full speed

This example is a special one for us. We have used it both at large corporations and at two-person service businesses. Importantly, the size of the company makes no difference here.

What counts is a handful of other factors:

• a genuine wish to optimise processes — the team really wants to change something,
• digital fluency — everyone is comfortable with mobile devices,
• good communication — information travels fast and undistorted,
• a trusted manager — the leader has the team’s respect.

Some of our customers feel so much pain in their current way of working that they act immediately. They understand how change unfolds and consciously push through the difficulties, which is why they opt for a fast pace.

In one case the purchasing decision took a few hours. The implementation itself took only two weeks. It was, of course, an extraordinarily intense period.

We gave the customer several developers backed by trainers. Even so, working this way is enormously satisfying. When everyone is engaged, the results appear almost immediately.

How to prepare a team for change

Technology is only half the battle. The other half is people. So it is worth taking care of a few things before you even start.

First, explain to the team why you are making the change. Someone who knows the goal accepts it more easily. Second, point out the specific benefits for them, not only for the company.

Third, appoint an implementation lead. That person owns the pace and resolves problems as they arise. They also collect feedback from the team and pass it to the supplier.

Finally, plan the training around real jobs. Abstract exercises evaporate quickly. Working on your own tasks, on the other hand, embeds the habits from day one.

The most common mistakes when rolling out change

Many implementations fail because of the same handful of errors. It is worth knowing them so you can avoid them.

• No one responsible — the process loses pace and stalls.
• Forcing the whole company across at once — chaos and resistance grow.
• Training divorced from practice — the knowledge does not stick.
• Ignoring the change curve — the team gives up at the difficult moment.
• Not discussing implementation before buying — the most common mistake of all.

That last point is critical. If you only talk to a supplier about features, you are leaving out the most important part. So ask about the implementation plan while you are still choosing.

At fieldworker.pl we treat implementation as an integral part of working together. We try to get to know the customer and match the model to their reality, so the system does not become an expensive, unused purchase.

Summary

“What is the best way to roll out your solution?” We are asked this very often. As you can see, there is no single golden answer.

Every organisation is different, so implementation calls for an individual approach. You can roll out gradually, as a pilot, or at full speed.

Whichever model you choose, the same rules apply. Appoint a lead, train on real jobs and communicate the purpose of the change. The result, instead of chaos, is calm and higher productivity.

FAQ

How long does it take to implement a service management system?

It depends on the model and on how engaged the team is. Rapid rollouts take around two weeks. A gradual approach may take several weeks or months.

Is it better to roll the system out across the whole company at once?

Usually not. In practice it is safer to start with one area or one team. That way you test the solution and limit the risk before extending it to the rest of the company.

Who should be responsible for the change?

Ideally a manager the team trusts. They keep up the pace, resolve problems and stay in contact with the supplier. Without such a person the process usually stalls.

How do you convince employees to use a new system?

Above all, show them concrete benefits. Someone who saves time on paperwork accepts the change faster. On top of that, train them on their own everyday jobs.

When should you discuss implementation with a supplier?

Ideally while you are still choosing the system. That way you avoid unpleasant surprises. What is more, a good partner will help you plan a rollout suited to your company.