Tips for Reducing the Pain of Transitioning to New Technology
May 17, 2014
Shifting from one technology platform to another can be a painful experience for some organizations. There are, however, ways to reduce the disruption for staff and customers.
When the American Academy of Orthopaedic Surgeons (AAOS) had no choice but to transition from an in-house software solution to a third-party platform for exhibits contracts and financial management, staffers planned ahead for the transition. AAOS’ Exhibits Assistant, Jason Raymond offers some tips on how to reduce the pain of change:
Involve multiple departments in the decision-making process. From the beginning, AAOS’ decision to move to an outside vendor was vetted by all of the departments and individuals who would be affected. Having everyone on board before the installation of the new platform helped the staff prepare.
Involve the vendor in training staff. For example, as the installation was taking place, Raymond arranged for the vendor to address questions from his accounting department on how to integrate the new software into its existing processes and work flow.
Distribute only the information that is relevant to each department. “We received a couple of webinars of instructions from a2z. I listened to all of them and decided what parts would be appropriate for each of the departments. I didn’t want to take up everyone’s time with things they didn’t need to know,” Raymond explains.
Allow plenty of time - more than expected - to complete the transition. “If you believe it will take a month, budget five to six weeks,” Raymond advises.
Provide a variety of support resources to clients. Getting internal staff up to speed is one thing, but it’s doubly challenging when the customers use the new technology improperly or not at all. Raymond advises that providing a variety of resources - FAQs, webinars, online forums, instructions manuals - is helpful to accommodate different learning styles.
Designate a point person. During the installation period, Jason Raymond was the liaison between AAOS staff and a2z. He helped consolidate questions from staff, organize the appropriate training opportunities, and document the process.
Save all staff questions. Raymond collected all of the questions employees asked during training and used the information to create an operations manual that could be used by staff in his absence.
In the end, AAOS’ experience was a positive one. Although there was a small learning curve associated with implementing the new system internally, it couldn’t have been smoother for customers externally. The organization achieved an 80 percent adoption rate in the first year.
Partner Voices
MGM Resorts is committed to fostering an inclusive and diverse culture, not just among employees and guests but also within its supply chain. The company prioritizes procuring goods and services from businesses owned by minorities, women, veterans, people with disabilities, LGBTQ individuals and those facing economic disadvantages. This commitment is integral to MGM Resorts' global procurement strategy.
Through its voluntary supplier diversity program, MGM Resorts actively identifies and connects certified diverse-owned suppliers to opportunities within its supply chain. The company is on track to spend at least 15% of its biddable procurement with diverse-owned businesses by 2025, demonstrating that supplier diversity is not only a social responsibility but also a strategic business imperative.
Supplier diversity isn’t just the right thing to do – it’s good for business. A diverse supply chain allows access to a broader range of perspectives and experience, helping to drive innovation, entrepreneurship and resilience, while strengthening communities. At MGM Resorts, engaging diverse suppliers ensures best-in-class experiences for guests and clients. Supplier diversity ensures a more resilient supply chain while supporting economic development in the communities in which it operates.
The impact of MGM Resorts' supplier diversity initiatives is significant. In 2023, these efforts supported over 3,500 jobs across more than 30 states, contributed over $214 million in income for diverse-owned businesses and generated more than $62 million in tax revenue. The story extends beyond the numbers – it reflects the tangible benefits brought to small and diverse-owned businesses, fostering economic empowerment in their communities.
MGM Resorts also supports the development and business skills of diverse-owned businesses through investment, mentorship and education. Through the MGM Resorts Supplier Diversity Mentorship Program, the company identifies, mentors and develops diverse-owned businesses to fill its future pipeline, while providing businesses with tools and resources to empower and uplift. Since 2017, the program has successfully graduated 105 diverse-owned businesses and is on track to achieve its goal of 150 graduates by 2025.
MGM Resorts’ commitment to supplier diversity not only enhances its business operations but also plays a crucial role in uplifting communities and fostering economic development. This approach reinforces the idea that diversity is a powerful driver of innovation and resilience, benefiting both the company and the wider community.
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