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    Avoid These Mistakes When Implementing Collaboration Software

    on 2 August 2016


    Posted by Andreas Dahlgren
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    Perhaps the greatest challenge for any organisation is change. People have a tendency to get set in their ways, and when something new enters the playing field it’s often met with resistance.

    Getting staff to adapt to a new software, and to actually use it, is one of the challenges that you have to face as a leader. When choosing to replace an old system, or opening up a new area of functionality, it’s important to get everyone on board.

    When implementing a big-impact system such as team collaboration software, there are many ways to smooth the transition from old too new. Let’s jump straight into some of the mistakes to avoid, and some tips to help make implementation as smooth as possible.


    Overselling the software

    One tactic I’ve seen used often is to pitch too high, overselling a new tool or suite of tools to employees. While it may actually be the best thing since sliced bread, setting the expectation that it will automatically solve all current issues will lead to cynicism and reticence from negative staff.

    Instead, set realistic expectations, and stick to tangible facts. What metrics will this new software improve, which departments will be affected and how will this impact individuals and small teams? Don’t sell it as the one and only thing that will suddenly make your business into a worldwide market leader. Focus on the smaller picture, its everyday advantages, and people will find it much easier to envisage and accept – even if they are unable to see its larger benefits.


    Not measuring

    Before investing in a new system it’s very useful to have a baseline of metrics to follow up on. Track everything from time to revenue to employee and customer satisfaction. If the new software is not aimed at improving one or all of these metrics, then why use it? And if you don’t have a baseline, how can you assess to what degree the investment was worth it?

    The exception to this rule may be if you are finding a new niche and do not have any previous data to measure against. But this is rarely the case; there is almost always some useful data to be had in any operation.


    Trying to get everyone on board at the same time

    Having everyone making the switch to the new system at the same time can be harmful to productivity and morale. Try to bring a few people on board at first, as having training sessions in smaller groups also makes things easier. These employees can then act as trainers for remaining staff, as teaching someone how to use a system often brings flaws in processes to light. When someone asks a question that cannot be answered, this is a good indication that something needs to be looked into.

    There is value to this even if the new system doesn’t require training. Glasscubes is so user-friendly that people can start using it immediately – nevertheless, having a small team able to report positively back to others will ensure that there is fast, widespread uptake, and that all team members are quick to be equally invested in the new, improved way of doing things.


    Not taking advantage of provider support

    Trying to solve everything by yourself if issues with the implementation crops up – instead of relying of your provider’s support – is one of the mistakes that can make or break a successful implementation. We at Glasscubes pride ourselves on excellent and readily available support, as we want you to succeed, and will help you reach your goals.


    Glasscubes is user-friendly collaboration software for businesses. Connect everyone that you work with in an online workspace that improves the way you share files, manage projects and communicate with each other.

    For more information, contact us by calling +44 (0)20 3274 2310 or email us at