The implementation of new software technology can be challenging on multiple fronts. We both want to get it over with and get it done right—those are often conflicting priorities. We often say this phrase: go slow to move fast later with print software implementation.

Go slow in the beginning to make sure people are comfortable and that you’ve getting the feedback to the vendor in a pace that they can digest. For example, you want to get a few CSRs comfortable with the software, then spread it out to a larger group. The adoption of software is already stressful for most people; don’t make it more stressful than necessary by asking people to hurry or adding an unnecessary layer of chaos. The first interactions with software are valuable because each person sees it from their unique angle. It can provide the best possible feedback. If you hurry through this process, you’ll miss many of those first impressions.

Once a software shows proven value the general reaction is “open the flood gates.” This can work if you’ve thought through all the upstream and downstream impacts of the software, which—candidly—rarely happens. You discover all the impacts through using the solution. I think this is the biggest expectation killer in print software. The assumption is that once you start using the print software, it should work perfectly and there should be no issues. This is not the case.