Three key factors for success

Your iManage Success Depends on Three Key Factors

When implementing a mission-critical technology such as the iManage knowledge management platform, its success — as measured by the breadth and speed of adoption and utilization — depends on three key factors. You must have visible top-down executive leadership support, choose the right business stakeholders for your implementation team, and have a good change management strategy and plan.

Together these building blocks form the foundation not only for your iManage launch but also for long-term adoption and utilization. After all, the impact of an enterprise-wide system such as iManage goes beyond initial implementation. As an ongoing part of your change strategy, you’ll want to align new features and capabilities with new workflows to increase your return on investment over time.

Success factor #1

Visible top-down executive leadership support

It’s imperative to have a C-suite member act as a highly visible executive sponsor. This person will serve as the leadership team’s spokesperson and face of the project to your wider organization. But this role is even more important than that because your iManage path to success requires someone with the position and authority to:

  1. Connect the project’s vision with your firm’s broader strategy in all levels of communications.
  2. Build a coalition of support across the executive team that spans those who lead practice areas or lines of business.
  3. Ensure sufficient budget and people resources to achieve operational and transformational goals.
  4. Serve as a source of guidance and an escalation path if prioritization trade-offs require arbitration.
  5. Provide ultimate governance and accountability for the project’s success.

Success factor #2

Choosing the right business stakeholders for your implementation team

In parallel with getting executive leadership’s support and a designated executive sponsor, you have to build a cross-functional implementation team composed of different stakeholders from across your business. Not only can they assist you with various project tasks (e.g., your IT and HR representatives), but come launch time, they can also become champions willing to evangelize the adoption and use of iManage within their groups.

Another important reason is that different members of your team will help in the design stage of your iManage implementation, including its configurations, security, and workflow structures. Team members can also participate in the design focus group, user pilot group, and user acceptance testing. Incorporating their different perspectives will make your iManage platform design better serve the needs of each of their respective groups. In turn, this will improve the chances of its fast adoption and utilization after launch.

Engaging stakeholders for a smooth and successful rollout

The combination of these three factors — having visible top-down executive leadership support, the right business stakeholders for your implementation team, and a good change management strategy and plan — gives you powerful leverage in changing your organization’s behavior. Ongoing communications from the start of the project to after the launch are critical to success, too.

Another angle to consider is identifying and engaging the leaders among individual contributors in two-way conversations about what’s in it for them — personal productivity, more ways to collaborate, and better business outcomes. This way, when launch time approaches, they’ll be ready to participate in user acceptance testing, jump into training, and support iManage adoption and utilization during launch and thereafter.

Engaging stakeholders from across your organization can smooth your path to a successful iManage rollout. Ultimately, making knowledge work with our platform is not just about our technology; it’s also about your people’s adoption and utilization of it in the work they do.