Digital adoption that actually keeps pace with the rollout.
Tesfa Rodway, Adoption Strategist & Architect
New software rarely fails because of the technology. It fails because people weren’t ready for it, whether the rollout reaches 30 people or 3,000. Brii closes that gap, turning deployment into a working part of daily operations rather than a project that ends the day it goes live.
Rigour That Scales to You
Most software rollouts treat go-live as the finish line, then leave people to work out the rest for themselves. Larger consultancies often solve this by embedding a permanent team of trainers, keeping clients dependent on the retainer. Brii takes a different approach, whether the client is a large organisation managing a complex rollout or a growing business that needs this done properly without the overhead.
The Brii Adoption Method was shaped over years working inside national infrastructure, including a regulator that, despite the title, operates its systems and its pace like a commercial enterprise rather than a government office: complex, fast-moving, and unforgiving of confusion. On Southern Water’s asset management programme, this meant tracking adoption risk in parallel to the delivery team’s own systems work, surfacing friction before it reached the frontline, and converting technical decisions into workflows the people doing the job could actually use. The result was a rollout that landed with its users, not just with the people who built the system.
The commitment throughout is complete self-sufficiency: no stack of manuals left behind, no ongoing support bill, and no need for Brii once the work is done.
How It Works
Process Mapping & Impact Analysis
Every engagement starts with mapping how a change will actually land on people’s day-to-day work, not just how it appears on paper, catching friction points well before they become launch-day problems. This extends to the adoption communications plan itself: messaging is shaped and validated with Business Leads and SMEs, then handed to the client’s internal team to send, so that it sits inside how the organisation already communicates rather than arriving as something bolted on.
Hands-On Training Design
The full training toolkit, curricula, scenarios, classroom sessions, quick-reference guides, mobile-friendly material, is built to fit each audience, not from a single template. Planning and scheduling are shaped personally, then handed to an internal administrator for booking. Delivery draws on the client’s own subject matter experts alongside a trainer, with super-users trained up to run future sessions independently; personal delivery remains part of the offer, both to set the standard and as extra capacity. At Southern Water, this meant a genuinely separate approach per audience, not just separate sessions, but separate materials, exercises, and format. Maximo Mobile training for field technicians ran classroom-only, given the resistance to change expected there and the value of an in-person trainer on hand for issues; Maximo Desktop training for office-based coordinators ran flexibly, in person or virtually.
Hypercare, Designed for Your Team to Run
Rather than a physical support room burning through budget, the approach is a structured way to triage questions through tools the client already uses, built so that their own people can run it from day one. Field questions are resolved quickly at the peer level, developers stay clear of repetitive queries, and every resolved question builds a record the team can draw on long after the engagement ends.
Turning Support Content into an AI-Ready Knowledge base
The same material that powers hypercare also feeds AI agents built on the organisation’s own knowledge, support history, training content, process documentation, so that first-line questions get answered without adding headcount. Part of this work is validating that source material for accuracy, and structuring triage so that genuine development issues are kept separate from training and adoption queries, with the latter refined into FAQ sets the agent can draw on reliably.
Where the Regulatory Depth Comes From
This isn’t borrowed credibility, and it isn’t only relevant at national scale. Tesfa represented the UK at European level on medical device and medicines regulatory systems, including EUDAMED and Marketing Authorisations, and has worked with case management, signal detection and intelligence systems at both the MHRA and the Metropolitan Police, environments where the accuracy of a record carries real legal and safety weight. That same instinct for what a regulated environment genuinely requires applies just as directly to a smaller business handling its first regulated rollout, where getting it right matters just as much, even if the scale is different.
It’s also worth being direct about one thing: bodies like the MHRA are not slow-moving civil service departments. They operate with the pace, structure, and industry alignment of a major commercial organisation, because the sectors they regulate move that fast themselves, which is exactly the pace a growing business needs too.
Systems Brii Works With
User readiness has been built across systems ranging from large enterprise platforms to leaner setups, including:
- Asset management & geospatial: IBM Maximo, Esri ArcGIS
- ERP & finance: Oracle eBusiness Suite, Oracle Finance, Oracle Fusion
- CRM & customer operations
- Supply chain & logistics tracking
- HCM & Workforce Enablement: Taleo.
- BI & reporting: Power BI, Business Objects
Frequently Asked Questions
Ideally while the solution is still being defined. But if the development team is already sprinting toward launch and no one has mapped how the workforce will actually use the new system day to day, targeted impact analysis can still get ahead of the worst of it before go-live.
No, deliberately so. The aim is never to keep a client dependent. The engagement is built to leave people genuinely capable, with things continuing to run smoothly once Brii is no longer involved.
By not trying to solve it with headcount. Strategy, process mapping, and training are led personally, applying the same care used on national infrastructure projects. Internal super-users are built up to run delivery and support directly. Where a piece of work genuinely calls for extra hands, trusted specialists are brought in from a personal network for that specific piece, rather than carrying a standing bench the client pays for whether it’s needed or not.
Most adoption metrics amount to a vanity exercise, particularly on a brand-new system where no meaningful baseline exists. Two measures actually hold up: the drop in support tickets, and how confident people genuinely feel using the system. Manufactured numbers aren’t the answer, but Programme Directors and sponsors do need something concrete to report against, which is why benefits realisation is worked through directly with programme managers, pinning down what the real adoption benefits are for that specific rollout rather than applying a generic template. In regulated environments, a further layer applies: working within regulatory confines isn’t optional, so that part of the expertise lies in identifying precisely which fields and processes need to be mandated and validated, built into training and workflows from the outset rather than added after the fact.
No, if anything it fits better. A lot of what larger consultancies sell, big teams, long retainers, standing infrastructure, is overhead a 200-300 person business neither needs nor wants. The same rigour that works on a national programme applies at your scale without the weight: proper process mapping, training built for your people, and support your own team can run once the engagement ends. You get the depth without paying for a structure sized for someone else’s organisation.
Yes, though the shape of the engagement changes at that scale. A transformation across a workforce that size typically needs its own dedicated training and enablement team rather than one person delivering everything. The greatest value here comes from earlier involvement than most organisations think to arrange: advising on what that team should look like, what skills and roles it needs, and how to recruit and structure it properly, so that it’s built around how people will actually use the new systems rather than assembled after the fact. This depends on early involvement, while the programme is still being shaped, rather than being brought in once the team is already hired and the approach is set.
Want your rollout to actually stick?
Let’s make sure that your people are as ready for this as your systems are.
Brii Consulting specialises in digital adoption through hands-on process mapping, training design, and impact analysis, bridging the gap between existing IT systems and the people who use them every day. From regulated environments to fast-moving commercial rollouts, the focus stays on practical user enablement and AI integration that turns complex technology into daily operational success.