Large system implementations are often costly, but their true cost becomes apparent when they fail to address business needs. Why does this happen? A key factor is a lack of understanding of the system’s real-world context. Without end-user involvement, these systems often miss the mark, failing to address the behaviors, motivations, and real-world workflows of the people they’re designed for – leading to wasted time and resources.

Instead of starting in technical functionalities or long-winded investigations, there’s a better way: a human-centered approach to system implementation. We have successfully implemented this approach in several collaborations since the early days of design here at Influence.

By prioritizing user insights, motivations, and on-the-ground realities, we have helped our customers close the gap between desired effects, visions and execution, ensuring that systems work for those who rely on them.

In this article, we will share some common challenges and how a human-centered “better approach” drives adoption and impact.

A Human-centred Approach addresses several common challenges

• Difficulty Prioritizing Resources and Efforts: Organizations struggle to allocate time, money, and talent effectively, often focusing on developing too much functionality rather than excelling at core functions.
• Overemphasis on Technology Over User Context: Too much attention is given to developing technical functionalities while ignoring user behaviors, practical workflows, and the valuable ideas users bring.
• Slow Onboarding and Organizational Resistance: Inefficient rollouts and a lack of early engagement leading to resistance and delays in adoption.
• Neglecting Change Management: Failing to prepare users for transitions, anticipate their learning curves, or adapt systems to their evolving needs.

Our key learnings on how to succeed

Our learnings emphasize that success is not just about delivering a functional system – it’s about creating solutions that users embrace and drive meaningful impact for the organization.

Build a team – with a diverse range of specialists

In system implementation projects, diversity is essential but can be challenging to achieve. We suggest a balanced team of service designers/user researchers, business analysts, architects, and technical experts to create the foundation for success. Early investment in fostering an open, inclusive culture where every perspective is valued ensures alignment of user needs with technical and business goals from the start. And – yes, strong project leadership in the team is a necessity.

Do qualitative research – it is the backbone of impactful solutions

Human stories inspire action. Pairing qualitative research with data allows us to craft impactful, practical solutions by uncovering the ”why” behind user behavior – we gain insights that numbers alone can’t reveal.

Through observing users in their environments, we discover how they work, their challenges, and the barriers they face. For example, we might find employees wasting valuable time navigating outdated systems to locate documents, highlighting opportunities for improvement that surveys or data alone wouldn’t uncover.

We recently helped a company transform its intranet. Employees shared frustrations about outdated systems that turned simple tasks into 30-minute challenges. The inefficiencies, scaled across thousands, made the case for urgent change. Leaders gained a clear understanding of the intranet’s impact, inspiring immediate action.

Qualitative research achieves two essential outcomes. First, it offers decision-makers a human-centered perspective, using real-world examples to clarify inefficiencies and define actionable goals. Second, actively listening to employees creates engagement, reduces resistance, and builds trust. Employees feel heard and valued, creating confidence that the change aligns with their needs and contributions.

Put effort in visualization – It propels co-creation

Involving users, managers, and experts early and consistently is essential to address evolving needs, legislative changes, and technological advancements. In our projects, we prioritize co-creation through focused workshops and efforts in visualizations at every stage – from strategy to execution. It accelerates co-creation and buy-in. Visualizing interconnected systems helps stakeholders gain clarity on the broader context, resulting in more flexible systems and better integration into other workflows and systems.

That said, a systems-thinking mindset is vital to avoid the trap of overloading a single solution, which can overlook the needs of related systems, reducing effectiveness and diminishing the overall impact.

Illustrate an engaging vision – and use it in every meeting
Outline how the system should function, the desired outcomes, and its long-term value at every stage of its lifecycle. This vision not only guides development but also inspires and engages users throughout the process.

An effective tool to bring visions to life is future employee journeys, focusing on the impacts on day-to-day scenarios for different user groups. The visuals guide leaders in crafting effective communication strategies and designing timely interventions, ensuring systems align with employee needs and business objectives for smooth adoption.

Adjust as You Go – keep one eye on the horizon

Stay flexible and don’t neglect what comes up on the way – whether it’s new legislation or unexpected user insights that challenge initial assumptions. Be prepared to pivot as new information emerges, even if it means revisiting earlier decisions. That way you ensure systems remain relevant and maintainable over time.

Achieving this requires clear communication, a willingness to adapt, and bold leadership to navigate through change effectively.

While collaborating with a municipality on a new digital workplace system, we identified a legislative shift that threatened the project. By monitoring external signals and reassessing assumptions, we prompted a scope change, preventing costly data management issues and ensuring alignment with current realities.

Our adaptive process prevented wasted resources on the chosen solutions that we saw as misaligned with current realities.

Empower Users to Succeed – the ultimate criteria for success

Design interventions that help users make the system work for them. Empowered users become advocates for the system, driving its adoption and effectiveness.

Remember, it’s never the user’s fault when systems fail!

Achieving Balance for predictable success – a compass forward

The real value of a human-centered approach lies in harmonizing user needs with overarching business goals and structured planning. Balancing empathy with strategy becomes the guiding compass steering system implementations toward measurable results and long-term resilience.