Learning & Development

If you are struggling with your Aprimo solution, you’re not alone. Of the enterprise organizations that engaged LeapPoint to help resolve their work management challenges, many already had a legacy Aprimo solution in place. 


Here are the Top 5 challenges they are experiencing:

  • User Interface: Aprimo’s user interface isn’t intuitive; non-technical resources find it particularly challenging. 
  • Configuration Limitations: Configuration is difficult and often requires process changes which result in longer release durations, negatively impacts time to value and limits user adoption.
  • System Complexity: Complex work often can’t be effectively managed with Aprimo. Our users remark that many workflows are over-engineered and/or too rigid.
  • Information Storage: The data and in-progress documents related to workflows are neither centrally stored nor easily accessible.
  • Reporting: There is an inability to see the big picture from an operational perspective due to a lack of useful insights from Aprimo reports. As a result, reporting efforts are manual and time-consuming.  

Why choose Workfront as your platform for enterprise work management?

As a result of challenges with Aprimo, here is why organizations are switching to Workfront:

  • Intuitive UI: Workfront offers an intuitive user interface and dynamic functionality which benefits both end-users and system administrators (including iPhone and Android apps) and facilitates collaboration.
  • System Flexibility: Workfront’s flexible configuration capabilities enable organizations to adjust the user experience and enable client-specific processes and approvals. 
  • Storage: Workfront serves as a centralized, operational system of record for information and in-progress documents, including real-time proofing capabilities
  • Interoperability: Workfront provides a seamless integration with Adobe AEM, as well as a number of top enterprise tools and systems (marketing, financial, human resources, productivity, and many more).
  • Analytics & Insights: Advanced reporting and dashboard capabilities by persona provide decision-makers with the analytics and insights they need to make timely and accurate business decisions.

I’m interested in transitioning from Aprimo to Workfront. Where do I begin? 

Start by recognizing that this effort is more than just a tool swap. Successfully improving your work management solution involves driving the transformation of people, processes, data, and technology across your enterprise with minimal impact to your current operations and resources. 

LeapPoint understands Workfront, and we provide services to help you realize the full potential of your platform. The following are the 3 key themes we focus on, to facilitate a smooth and successful transition…

Engaging LeapPoint as your experienced and trusted partner is key to a seamless transition. A a certified Workfront partner since 2014, we bring the valuable direction, expertise, insights, best practices and thought leadership that your organization needs in order to achieve sustainable results.

At LeapPoint, we recognize that your ways of working will continue to grow and evolve over time. That’s why we focus on leveraging a proven methodology to deliver scalable work management solutions all while enabling resources to adopt and adapt Workfront.

 

Why wait? 

Talk to us about making the transition from Aprimo to Workfront.

Company X went through a re-org. It wasn’t designed to be personal; it was designed to be good for the business.

 

The change…needed to happen.

A few roles had become irrelevant due to market shifts. Operations were overly complex and overlooked. Two departments existed for good business purposes but were so siloed that work in one department was redundant and at times even counterproductive to work in the other department.

The change…was well-designed.

Irrelevant roles were being eradicated, and individuals who held those roles were being transitioned to newly created positions intended to address modern market demands. One of these roles was specifically designated to resolve operational inefficiencies that had been unmanaged for years.

More advanced technology was being implemented to increase visibility, efficiency, and organization-wide collaboration. Moreover, the technology would make possible the data-driven insights the organization needed to monitor the effectiveness of changes being made and to enable more timely decision-making moving forward.

The change…was well-managed from a project planning standpoint.

A series of agile project plans were created across various departments, and seasoned project managers were charged with delivering them. Milestones were mapped out and aligned with the re-org project objectives. The timeline was realistic, and the budget wasn’t an issue. They were on the lookout for legitimate risks, including business-as-usual demands that tend to distract from project completion if not intentionally managed.

The change…ended up a total flop.

It took two years longer than planned. There were enormous lost costs and an unmeasurable amount of missed business development opportunities. Organizational culture took a nosedive.

Although leadership took great care to re-organize with ample training and without layoffs, there was substantial turnover. Critical communications, engagement, and customized-training were overlooked so employees left out of fear they were going to be left behind. Those who stayed unexpectedly lost their colleagues and friends and, with that, they lost trust.

After so much turnover, most of the workforce was replaced with less seasoned hires, which is great when you need innovation and ambition but creates an imbalanced and skewed environment without diverse perspectives and experiences. To make matters worse, the “long-timers” wanted nothing to do with the newcomers and the technology they seemed to embrace; It became a workforce divided.

 

The project wasn’t designed to be personal, but it should have been.

People take things personally; It’s what we do. People are at the heart of any change initiative, and if their personal experiences aren’t taken to heart, then they won’t take to the change. So how do you design a change initiative around the personal matters?

 

Conduct a stakeholder analysis and empathy mapping.

Who will be impacted? How will it change what they think, feel, and do at the start, middle, and end of the change process?

Communicate with all stakeholders.

This goes way beyond leadership. Talk to everyone who will be impacted; Talk to them early and often. Tell them the vision – including ways it will be hard as much as it will benefit the business and their day-to-day. Get people involved at all levels of the organization. Invite them to take as much ownership of the change as you have. Make it not only the organization’s change but their change, too. Ask them to envision what the change will look like along the way, and empower them to spread the word.

Prepare them for change.

Map out the change and make sure everyone understands the plan. Give stakeholders the time, financial, and support resources they need to understand why and how they need to change the way they work. Give them ample opportunities to practice their changing behaviors.

Encourage them to share feedback.

Make the feedback process easy. Create opportunities for them to talk to leadership and each other about what’s working, what’s not working, and ways they can overcome barriers to change.

Perhaps most important – listen and respond – to their excitement, fear, frustration, and accomplishments. If they point out sources of resistance to the change (e.g., particular people, processes, time/ budget constraints, morale), make a mission out of understanding the resistance and finding ways through it. If they take even the smallest step toward envisioned change, celebrate and reinforce them to carry on.

Don’t try to convince anyone it’s not personal, or that it’s “just business.” Show them that you take personally the change and the impacts on them. Remember that them taking their jobs personally is the very thing that got them to work hard in the old way of doing things; help them find ways to work just as hard at changing.

LeapPoint takes change personally.

Whether it’s digital or organizational transformations, LeapPoint integrates change management into all customer roadmaps. By drawing from the psychology of human and organizational behavior, we ensure customers hone in on the personal impacts of projects that can help or hinder strategic objectives, depending on how they’re addressed. We’re committed to taking change initiatives personally so that we can all take care of the business.

Learn more about our People & Change services today: https://leappoint.com/people-and-change/