Change is Hard
But it's worth it...
It’s a tale as old as time in retail and commerce: a shiny new system is implemented, the project team pats themselves on the back, and… the users immediately find ways to sidestep it. Excel makes its triumphant return, workflows remain unchanged, and the ROI for that expensive software starts to look questionable.
The hard truth? It’s rarely the technology or even the implementation that fails. More often, it’s the change management that doesn’t deliver. Without the right approach to bringing teams along for the journey, even the best systems will end up collecting dust—or worse, actively frustrating the very people they’re meant to help.
Here’s the good news: there’s a way to do this better. By focusing on discovery, trust-building, and realistic expectations, you can ensure your teams don’t just tolerate new systems—they adopt and embrace them. Here’s how…
Start with Discovery, Not Deployment
Far too often, projects start with a top-down decision: "We’ve chosen this system; now let’s make it work." The result? A system that might be brilliant on paper but utterly mismatched to the needs of its users.
Instead, start with discovery. Focus on uncovering the frustrations your team faces in their current workflows and processes. What’s slowing them down? What’s causing errors? By building the case for change around solving real problems, you give the team a stake in the solution.
Case in point: A brand we work with started their PLM implementation by digging into why the buying team relied so heavily on Excel. They weren’t trying to make life harder; they just didn’t trust any other tool to handle complex data inputs consistently. By addressing these frustrations upfront, the rollout became less about "new tech" and more about "solving your headaches."
Engage Through Incremental Exposure, Then Go All-In
Dropping a fully configured system on your team without involving them during the build is a guaranteed way to create resistance. People don’t trust what they don’t understand, and disengaged teams are far less likely to adopt new tools effectively.
Instead, encourage incremental exposure during the build and discovery phase. Get users hands-on with the system early, even if it’s just for testing specific tasks. This helps teams feel involved in shaping the final product while also building familiarity with the tool.
However, when it comes time for the actual implementation, an all-in approach is the way to go. Switching systems fully and decisively creates clarity and avoids the confusion of running parallel processes. As outlined in Why You Should Go All-In on ERP, this approach ensures a smoother transition and eliminates the risks of duplication or inconsistency.
Train the Team, Empower the Champions
One of the quickest ways to derail adoption is to skimp on training. A lack of understanding leads to frustration, and frustration leads straight back to old habits.
Good training goes beyond the basics. Invest in creating subject matter experts—your "system champions"—who deeply understand how the system works and can answer questions from their peers. These champions act as both cheerleaders and troubleshooters, bridging the gap between users and the tech team.
With one client we work with, they ensured each department had a go-to expert who could guide the team and resolve issues quickly. This approach meant no one felt left behind, and the system’s adoption grew organically.
Align Leadership to Reinforce Change
Teams look to leadership for cues about what’s important. If your CEO is still asking for reports in Excel "because that’s how we’ve always done it," don’t expect the team to let go of old habits anytime soon.
Leaders need to champion the change, not undermine it. This doesn’t just mean mandating the use of the new system—it means actively demonstrating its value. Show how it aligns with the company’s goals, and make a point of using it yourself.
For example, if the new system provides better forecasting tools, leaders should highlight how it’s improving decisions at a strategic level. When the benefits are visible across the organisation, teams are far more likely to stay engaged.
Be Honest About Trade-Offs
Change almost always involves compromise. Teams may lose some of the flexibility they had with their old tools, and that can be a hard pill to swallow. Pretending otherwise only breeds resentment.
Instead, be transparent about the trade-offs. Frame them in terms of the bigger picture: what’s gained in consistency, scalability, or efficiency often outweighs the loss of customisation or familiarity. When teams understand the "why" behind these decisions, they’re more willing to adapt.
A recurring issue with Excel-heavy workflows is the distrust users have in automated systems. They assume the new system can’t replicate their manual processes. The key here is to build confidence through transparency—show users how the new system ensures data reliability and eliminates errors.
Change is Hard, But It’s Worth It
Technology alone won’t solve your problems. The success of any project ultimately depends on your people: how they’re supported, trained, and empowered to embrace the tools you’re providing.
To recap:
Start with discovery to uncover real pain points.
Build trust through phased, user-driven reviews.
Invest in training and empower champions within your team.
Ensure leadership aligns with and reinforces the change.
Be honest about trade-offs and frame them in terms of benefits.
Change is never easy, but it doesn’t have to be painful. When teams are brought along for the journey, they’ll not only adopt new systems—they’ll help you unlock their full potential.
At Commerce Thinking, we’ve worked with some of the fastest-growing retail brands to navigate complex system changes and unlock their full potential. From managing the human side of ERP rollouts to breaking down operational silos, we help brands implement change that actually works.
Let’s build something that sticks. Get in touch with us today.