Effectively integrating intelligent tools into a company’s internal and/or external operations requires piloting them first through beta teams or a process known as user acceptance testing. Prioritize testing tools that minimize redundancies, such as with client relationship management (CRM), as workplace frustrations are often attributed to having to repeat work and generate input across too many platforms.
Then, create a beta-test team of individuals from different company functions, such as accounting, IT, and sales. This team’s diverse makeup will help test a tool’s ability to be integrated and understood cross-functionally. Align implementation teams on clear outcomes expected from the beta period. They should be aware of the functions they are vetting—plus the advantages that these integrated functions could have on your company’s operations and bottom-line. Itemize the type of inputs needed and the relative value the tool being vetted potentially offers, such as:
> To transition repeat clients into long-term, loyal buyers
> Expedite the pace at which sales contracts close.
The Value of Beta-Testing and Benefits of User Acceptance Testing
In wrapping up the test period, gather clear employee feedback on the tool’s value:
> Was it easy to find misplaced data points?
> Is the tool generating a positive, enjoyable experience for your teams?
> Does its framework for collecting data align with how your teams think and process data?
> Which of it's function might become redundant down the road?
> How much extra programming will be required to tweak a data sort of overall function?
Once a decision to move forward has been reached, begin mapping out the process for integrating the technology into your core operations platform. Utilize the beta testers as champions of implementation. Set an implementation period and track progress until its use becomes transparent.