This information came from a session during the 2024 ELEVATE conference and expo. Don’t miss ELEVATE in Phoenix, Arizona, on Nov. 2-5, 2025.
With the rapid pace of new technology being introduced, it can be easy to get caught up in the desire to be at the cutting edge of everything.
However, before you begin investing in new technologies, you need to invest the time to understand it. You also need to understand your own organization and what you want it to become.
Ask questions like why you need the new technology. Who is going to choose the program? Who is going to implement it and when is the best timing to implement a new technology?
As you research technology solutions, create a list of features that would be ‘nice to have’ versus elements you ‘have to have.’ Also consider the organizational processes at your landscape company that would need to change with this new system.
Another critical aspect of properly integrating technology is understanding the implementation timeline. Most technology cannot be adopted at the flip of a switch. Work with the vendor to understand the average implementation duration and the commitment required. Depending on the type of technology being added, it could be months before your entire team is using a new tool.
It’s also a good idea to roll out new technology in phases with specific teams instead of trying to swap your entire team over to a new platform all at once. As your beta testers familiarize themselves with the new tech, you can create troubleshooting guides for the rest of the company as it is rolled out at a larger scale.
You should also consider having a dedicated implementation team. This can be a collection of process leaders and higher-ups in your company. Look for those who have a ‘We got this!’ attitude, as they need to be the strongest supporters of the technology to increase employee buy-in.
At least two individuals on your implementation team should be ‘masters’ of the new technology so there isn’t a case of the blinding leading the blind when communicating to the larger team how to use the new system.
There should also be a project lead who decides when the new technology requires critical process changes. If you plan to invest significant funds into new software or hardware, make sure you are willing to adjust how you complete certain tasks. Trying to mold the tech to your current way of doing business will make it hard to use it to its full potential.
The only way to ensure your investment pays off is to generate buy-in from your team. Explain the reason behind the change first. Then create SOPs that are specific to each individual’s roles that explain the what, who and how.
Adapting to new technology takes time, but you also need to note those who refuse to accept change or are reluctant to use the new system. In these cases, get to the heart of their skepticism or hesitation to follow the new processes. In some cases, it could be a general lack of understanding that simply calls for more training. Other times, it may result in that employee no longer aligning with your culture of innovation.
Identify trainers who can champion the new technology and lessen employees’ wariness of the changes. From the top down, communicate the value of the innovation and how it will directly benefit your team.
For more content like this, register for next year’s ELEVATE in Phoenix, Arizona, on Nov. 2-5.
