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Why your digital tools aren't used and how to improve their adoption

Companies invest heavily in digital tools, but a recurring issue is their low utilization. This under-adoption leads to a loss of productivity, disappointing ROI, and growing team frustration.

Why Your Digital Tools (CRM, ERP, HRIS) Are Underutilized
How to Improve Tool Adoption by Your Teams
Concrete Methods to Increase the ROI of Your Digital Tools

This webinar highlights a major paradox in modern businesses: they invest heavily in digital tools... without fully exploiting their potential.

Tool adoption is not an isolated IT or HR issue, but a systemic performance challenge.

Three main gaps explain the loss of value:

  • Deployment Gap : Is the tool correctly installed, configured, and accessible?
  • Proficiency Gap : Do users truly know how to use it in their daily work?
  • Strategic Alignment Gap : Is its use aligned with business objectives?

These dimensions are interdependent: addressing only one is not enough.

The webinar also shows that adoption is a long process, influenced by human and cultural dynamics. Usage evolves over time, users invent new practices, and real value can take several years to emerge.

A Major Hidden Cost

Lack of adoption has a tangible impact:

  • 20 to 30% of employees' time is wasted searching for information
  • For 1,000 users, this represents approximately 55,000 hours lost per year (or 6 FTEs)
  • Less than 50% of tool functionalities are actually used

A human dynamic to understand

Behaviors follow known models such as Rogers' curve:

  • 15% early adopters
  • 35% pragmatic majority
  • 50% laggards

The challenge is therefore to activate the majority, through support, experimentation, and proof of value.

New challenges with AI

The emergence of AI further complicates adoption:

  • High personal use but slower professional adoption
  • Appearance of “shadow AI”
  • Mix of enthusiasm and fear among users

Conclusion

Adoption must be considered a continuous strategic discipline, just like sales performance or quality.

It relies on:

  • clear governance
  • Long-term support
  • Cross-functional collaboration
  • and internal "champions"
David Autissier
Director of Change & Managerial Innovation Chairs - ESSEC Business School
48min

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