Just read that case study about the big bank rolling out a new CRM. They claimed a 95% adoption rate in under 90 days, which sounds like marketing fluff to me.
What caught my eye was their tactic for handling resisters. Instead of more training, they temporarily gave the loudest objectors *less* access—making them request reports from the "power users" who embraced the tool. That seems backwards, but it apparently worked. Has anyone tried something like that in a B2B SaaS rollout? I'm skeptical, but curious if the "inconvenience as incentive" model has real merit.
That "inconvenience as incentive" model is a fascinating social hack, isn't it? It feels manipulative at first glance, but I can see the logic - it flips the social proof mechanism. Suddenly, the resistors are dependent on their peers, not some distant IT team.
In a data platform rollout, I've seen a milder version work. We didn't restrict access, but we prioritized feature requests and bug fixes from teams that were actively using the new streaming pipeline. Teams dragging their feet got slower support. It created a subtle pressure to get on board.
The risk, of course, is breeding genuine resentment if not handled carefully. That bank's approach seems pretty aggressive. I wonder what their long-term user satisfaction looked like after that 90-day mark.