Second implementation attempt — this time adoption at 94%.

A distribution company from Split with 60 employees — distributing food products to the HoReCa sector (hotels, restaurants, catering). A year earlier they had invested significant funds in a new CRM that was meant to replace the Excel sheets and email that order processing had traditionally relied on.

After 6 months the situation was disappointing — only 47% of the team was using the system. The rest had reverted to the old way. The head of sales spent every week reminding colleagues about the importance of the system, but people kept going back to Excel.

The problem wasn't the system — it was well chosen, and half the team actually liked using it. The problem was how it had been introduced. During the first implementation cycle, training was the typical "demo + slides" format. On top of that: the team leads weren't involved in choosing the system — leadership made the decision and presented it to the team as a fait accompli.

We led with Training & Adaptation as the primary service, and Business Process Improvement as the secondary — combining two disciplines that usually run in parallel.

Pre-investment conversations — we started with one-on-one conversations with all 60 employees (run by a small team, focused conversations). Questions: what matters to you in your daily work, where do you lose the most time, what would upset you most if it changed. From those conversations we identified the real pain points and fears — without that, "training" is up in the air.

Training through real situations — instead of a system demo, we ran workshops around concrete clients from the HoReCa sector. "Here's a hotel ordering on Wednesday for the weekend — how does that flow through the system?" People learned through their real clients, not hypothetical scenarios.

Phased rollout — we didn't switch everything at once. We started with the 3 key order types that account for 70% of volume. Those went into the system in week one, the rest stayed in the old format. Only after 4 weeks, once people had mastered the basics, did we add the other types.

Local "ambassadors" — we identified 4 people who picked the system up faster and were happy to help colleagues. We reinforced them with extra training — they became the first point of contact for questions inside the team, faster than formal support.