If you’re responsible for quality management, processes, or executive leadership in a mid-sized company and are considering implementing an interactive management system, this article is for you. We'll walk you through common pitfalls and show you what to keep in mind during implementation. Because one thing is clear: new software alone doesn’t make a system interactive. So how do you increase your chances of success?
Create a foundation for change
You’ve recognized the need for action and see the value in improving how your organization communicates processes—great! You might already have a clear vision of where you want to go. The next questions are likely:
Below are 7 proven recommendations to help guide your journey. They’re not exhaustive but offer a practical starting point:
1. Acknowledge that this change affects everyone
Even if the system makes perfect sense to you, it will mean change—and change is never easy. Unlike the old way, an interactive management system requires broad participation in process documentation and communication. That means new habits and behaviors across the organization. Clear change management will help build the momentum needed.
2. Create urgency by surfacing current pain points
Do people even recognize that the current approach isn’t working? To foster openness to change, examine the status quo from different roles and perspectives. Identify recurring frustrations, especially around how process changes are currently communicated. Articulate these issues clearly—and don’t shy away from the emotional impact.
3. Develop a shared vision
Define together how you want to document and communicate processes going forward. What level of participation do you want? What should stay the same—and what must change? Prioritize these elements and get clear buy-in on the vision. Be sure to involve top leadership from the start.
4. Plan your path forward
A rough timeline and clearly defined milestones help ensure a smooth transition. If deadlines are missing or too vague, projects tend to stall. Communicate dates and expectations clearly and early.
5. Align expectations around project roles
Who’s involved—and to what extent? Successful projects have motivated teams with diverse perspectives and strong executive backing. Your internal project team should also act as change agents, helping colleagues understand when and how their participation is needed—especially when it’s time to model their own processes.
6. Communicate with intention
Consistent, transparent communication is key to changing behavior. Reinforce key messages often. Keep project meetings open and share results widely. Use tools like a public project FAQ in your management system to field feedback and answer questions.
7. Track change and reinforce new habits
What happens after go-live? How do you ensure that new behaviors stick? Turn off old systems to prevent fallback. Lead by example and encourage ownership of processes. Track adoption through regular conversations and usage metrics—like logins, edits, or approvals—to gauge progress.
External support: how much is necessary?
Many teams ask: should we bring in outside help? There’s no universal answer—but in my experience as a consultant at Modell Aachen, external guidance often makes a measurable difference.
It frees up internal capacity, adds structure and accountability, and introduces fresh perspective and credibility to the change effort. The key is finding the right balance between theoretical input and practical enablement. Our approach, for example, uses “train-the-trainer” methods to build long-term internal capability.
When deciding on external support, consider:
A strategic initiative that requires careful planning
Introducing an interactive management system is a significant strategic move. These seven steps can help you navigate the process.
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