How to avoid setting your IBM Maximo adoption up for failure

Software integration programmes have earned themselves the unenviable reputation for being cumbersome to deliver – often running over time and budget. It’s precisely because they are viewed as an IT project rather than through the lens of organisational change that they so frequently fail to deliver their promised returns.

If done right, IBM Maximo adoption has been shown to achieve returns on investment for asset management within the first 2 years. There are three key steps needed to make sure your project succeeds.

Start the preparation early

The earlier you begin to prepare your teams for the transition to IBM Maximo the greater the chance of a smooth adoption. Sharing a clear vision of why the solution is being introduced, the problems it will solve and setting the expectations for their role in adoption should be the first steps. A continuous training programme provides users with the reassurance they need to avoid apathy and resistance creeping in.

Last minute scrambles to fast-track training or taking a learn-as-you-go approach will lead to fewer people fully adopting the system. It also risks increasing the number of people choosing to flout the correct processes leading to incomplete and inaccurate data being inputted and failing to deliver the performance transformation promised.

Be prepared to invest in training

Investing in training now delivers significant savings in the future. Companies need to be prepared to invest 25% of their overall budget in training their people to make the most of the system. Technology is only ever as good as the people using it. Ensuring your teams have the necessary guidance and opportunity to fully familiarise themselves with the system before go-live will ensure every part of the platform can be optimized from day one – from initial data entry through to maintenance planning and audits.

Place people and processes at the centre

Introducing IBM Maximo to your organisation is much more than an IT roll-out. It is a change programme that needs to have people, processes, and data at its heart. Connecting those three aspects through a continuous training programme that gives users the necessary skills and confidence is what will determine whether the project succeeds or fails.

The digital transformation of asset management goes further than streamlining how data is collated and managed. An effective adoption will identify better ways of working, more impactful processes and encourage positive behaviours that optimise maintenance performance.

Electra’s tailored, in-person and digital training is focused on people. Our approach increases end-user adoption and maximises return on investment.

Read our case study on how we supported Repsol Sinopec to deliver a full IBM Maximo change management project here.

Enabling Change Through Learning