Ownership & Buy-in: Lessons From An 18 Month Internal Launch

Launching a new software platform is never easy. Add to that one for a 100% virtual company. Yes it makes a cloud-based solution a great option but it comes with its challenges. I learned some valuable lessons during the implementation of a new expense reporting platform.

It took 18 months to work through all the planning, mapping, tweaking until we said - let's just roll this out and work from there. Overall, it was a successful launch of a really good product. But what made the launch successful? Was it all the planning? Was it months of mapping and re-mapping?

No. No matter how much front-end work goes into any project, it's ownership and buy-in that matters more than anything.

Lesson #1: Buy-in from top and middle down

Across-all-management-levels buy-in will make or break a project. Buy-in from the middle-down, not just the executive suite is key. Rolling out to execs and middle management first brings many smaller issues to light that can be easily resolved before turning over to the general population. Having managers across all departments involved in solutions not only provides valuable input but gets that needed push forward.

Lesson #2: Involvement

Multiple departments' involvement along the way can eliminate or at least mitigate negativity as those involved have a vested interest in the end product. Soliciting solutions early on from a more diverse group creates a sense of ownership and desire to associate with something positive.

Lesson #3: Best solution vs. only solution

Never be afraid to say - we think this is the best out there and we are behind it 100%, but if it doesn't work and if it doesn't make your life easier, let's think about it again. People respond far better to honesty than they do to staunchly supporting something that is just not working - solely for the purpose of not wanting to admit defeat.

Involvement from all levels and ownership are what separate a mediocre project from a successful one.