Apr 14, 2016 | by Ria Gebert | 0 Comments

Unfortunately, that is reality far too often. The rollout of a new software takes place without integrating those people that should eventual use it effectively– namely the employees. But rollout projects are always change projects because the use of a new application normally is connected with process changes in the functioning of the employees. But why changing well-tried? That is what many users ask themselves and start using the new software with old and familiar processes. It is obvious that this is doomed to failure and the result is rejection and frustration from all sides. The solution: target-group-specific communication starting at an early stage.

A communications strategy that accompanies an employee before, during and after introducing a new software and which considers the elements hand, head and stomach increases the satisfaction and the success of each rollout. But why especially these three elements?

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