Elliott Tucker, B2B e-commerce lead at HP, offers his thoughts on how to leverage digital adoption tools to intentionally define and measure success and link it to business results.

As Tucker points out, “One thing about digital adoption that I’ve come to find is that with all the management of change, new tools, and information that we are able to provide our customers and employees through the digital adoption tools, we usually fail to define and measure success, find ROI, and correlate business outcomes to the definition of success while using these digital adoption tools.

Elaborating on his statement, Elliott Tucker shares a case study on a transformational project at HP, where new customers were migrated from the aging platform to a new platform that can deliver a better customer experience.

HP Case Study: Determining Success in Digital Adoption

HP started a multi-year endeavor to better serve its customers and preserve their capacity to develop and meet changing needs.

High levels of cooperation were required to make sure that systems and processes were linked and controlled to make the new platform possible. After the platform was set up, the focus switched to making it possible for all parties to utilize the platform effectively. Now, a workstream devoted to controlling the risk has been created in order to help the stakeholders (customers, partners, and staff).

The Problem Statement: 

The problem statement: A digital adoption platform was employed to better assist them and simplify the transition. Different workstreams were devoted to making it easier for a customer to use a new storefront or for workers to make updates for customers.

The HP team was unable to calculate their return on investment despite using the digital adoption platform for one and a half years. The absence of success measurements, in this case, was an issue. Metrics had to be established and tracked in order to gauge the value.

Goal: 

The objective was to create and put into action a plan that would track progress, the ROI of adopting digital technology, and customer and employee engagement. Afterward, compare the tool’s effectiveness to the pre-established measures and report the results.

“We have been delivering self-help for staff and customers utilizing a digital adoption platform, assisting them in navigating the new storefront, making changes to their profiles, requesting quotes, etc. Through this, we gathered the data and examined them, but since we did not establish what success looked like, we were unable to determine what to look for in the numbers or what level was appropriate. As a result, we developed a number of unique use cases distinct from what we were already doing with the digital adoption tool, Tucker continued.

Development of Funnel – New user walk-through use case

The concept for these use cases originated with the creation of adoption funnels for digital technologies in order to gauge success, calculate ROI, and link those figures to financial results.

Prior to the idea of developing funnels, here’s how the team defined the success metrics: 

• Recognize the proportion of new users who have logged in (over time)
• See how often users interact with the pop-up that introduces them to the home page, their profile, their orders, etc., and takes them through using the new platform
• After running the flow, count the number of times it is finished
• Keep tabs on user adoption
• Correlate engaged versus disengaged user behavior through analysis

Now, these levels or definitions of success were to be related to the business outcomes:

• Bringing together data points to tell the user adoption story
• Ability to view macro trends and course correct 
• Providing the best possible experience to set the employees and customers up for success

And the resulting funnel basically had 3 different aspects to look at: 

• Users switching to the new platform in number.
• How many users are visiting and viewing the material (not necessarily engaging, but logging in and having a chance to see it)?
• Users who actively engage with the content.

Although this funnel can be further elaborated, it gives the basic idea of how to develop a funnel while being intentional with the digital adoption tools. 

Even though this funnel can be further developed, it provides the fundamental framework for creating one while being deliberate with the digital adoption tools.

• Formulating calculations
• Examining the error’s range.
• Establishing a cadence or dashboard.

Finally, it’s about sharing the conclusions drawn from this data, namely

• Sharing results with the Stakeholders.
• Revisiting and tweaking the input according to any gaps. 

“And so by piecing and stitching together these different data sources, we were able to have a more complete picture. And to be doing this, it all starts from being intentional in the digital adoption workstream, at the management of change workstream or, using data to build that workstream and make sure that people understand that this is important”, said Elliott. 

Summarizing the key takeaways:  

It’s crucial to be deliberate while using technologies for digital adoption and managing change, which entails:

• Should concentrate on what constitutes digital adoption success and the resulting economic effects
• Should consider innovative ways to interact with customers and enhance the experience. Keep an eye out for any gaps or issues with the company or a particular account that can be targeted and solved utilizing digital adoption
• To include more workstreams in the area of digital adoption

The intended consequences of your technology installation are likely to suffer if success indicators for digital adoption are not defined and tracked. To maximize the return on investment, it’s crucial to understand the goals underlying the use of digital adoption tools.

These are some key points to remember while using digital adoption tools. They include how to define success, use them purposefully, and drive user success while uncovering value and calculating return on investment.