Adoption, support and continuous improvement
Make go-live the beginning of value. We help your people learn the system and your organization support it, then keep improving it as needs change.
Delivered from Vancouver for teams in Canada and the United States · records can be stored in Canada
Updated
What you get
- Change management across IT, managers and end users
- Training and documentation built around real tasks
- Agreed support responsibilities and review points
- An improvement backlog prioritized against the original baseline
Where this sits in the work
- Discovery
- Design
- Develop
- Deploy
- Continuous improvement
In our experience, implementations fail on adoption more often than on technology. We treat the people work as delivery work rather than as a communications afterthought, and it is the single biggest reason our implementations stay in use.
Before go-live. The people whose job changes are involved from Discovery, not informed at launch. Training is built around the tasks they do, and documentation is written for the person doing the work rather than for the person who configured it.
At go-live. Data validated, users trained, ownership confirmed, and a support route that exists on day one. Releases are staged where staging them reduces risk.
After go-live. Two kinds of work, and both are ours. Everyday delivery: the fixes, small changes and new requests a live system generates, handled as they come rather than saved up for a project. And regular review: adoption, reliability and cost measured against the baseline agreed in Discovery — not against how the launch felt. The review produces a prioritized backlog rather than a report, and the next round of work comes out of it.
Support responsibilities, review points and the approach to future changes are agreed on before launch rather than negotiated after it. This is the least glamorous part of what we do, and the part that decides whether the rest of it counted.
Clients on this specific work
Kewl Consulting was highly recommended from the Vendor to help the company transition from a 15-year-old custom built legacy system to a new CRM. Garett and his team did an amazing job providing guidance and leadership through the scoping, development and implementation.
VP of SalesManufacturing Prior to Kewl joining the team, the development phase of the project was critical. Thanks to their hard work and dedication to the success of the project, we were able to quickly assess the remaining effort and get the timeline back on-track. Without him, I do not believe we would have been able to complete the implementation of our system.
Program ManagerFinancial services
- What the client reported · Design and manufacturing
Three companies
consolidated onto one platform
- Transparency for standard operating procedures across every department
- Redundant data entry removed
- Telephony, finance, project management and web services integrated
- Real-time, actionable KPIs for management
Outcomes as the client reported them, not as we measured them. Sector named, client not, at their request.
What buyers ask us
Usually because the system was designed for the report and not for the person’s ordinary day, so the spreadsheet stays faster and nobody watches. We design from the person’s work first, give every process a business-side owner, close the parallel system on purpose, and train on real accounts in the first week of use.
Then we measure use rather than logins — is the work happening in the system — and treat a miss as a design fault before we call it a training one. The long version: adoption is a design problem.
Two kinds of work, side by side: everyday delivery (fixes, small changes, new requests) and a regular review that measures adoption, reliability and cost against the Discovery baseline and turns the result into a prioritized backlog. The people who built the system are the people who support it, and the responsibilities are agreed on in writing before go-live — the longer answer is on the Services page.
Not answered here? Ask us directly — we reply by the end of the next business day.
Bring us the part that isn’t working
A thirty-minute call with a principal consultant — not a sales qualification script. If we’re not the right fit, we’ll tell you.