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One of the most common mistakes in the introduction of innovation is the presumption that the market will buy into it overnight. We see this all the time in bullish pre-launch projections and extravagant sales targets, all built on the belief that a new product is so transformative that customers will convert in a heartbeat. It isn’t so. No matter how groundbreaking or useful an innovation may be, adoption isn’t a formality. A great illustration of this is the introduction of email and personal computers into companies in the 1980s. Today those tools are considered indispensable. However, despite offering considerable advantages at the time, their adoption in the workplace 40 years ago was slower than expected. Behaviour change is not a quick fix.

The introduction of PCs and email transformed everyday business practices… eventually. Prior to their arrival, company admin relied on typing pools, secretaries and hand-written notes, while internal and external communication depended on old-school mail trolleys and the postie. The advent of electronic communications and word processing promised major gains in productivity, efficiency and convenience, so companies (understandably) expected their employees to be chomping at the bit to use the new kit. They were wrong. Adoption was slow.

A 1994 study of managers across 54 US companies identified anxiety as a significant barrier to the adoption of PCs, with many afraid of damaging their machines. This anxiety negatively impacted their enjoyment of using the new technology, a factor considered crucial for initial engagement. However, the perceived usefulness of PCs was found to be a stronger motivator – six times more influential than ‘enjoyment’ in driving adoption. The study concluded that simply giving employees computers was unlikely to result in adoption unless training was provided at the outset. It argued that training could be designed to relieve anxiety and increase enjoyment – in the process, highlighting usefulness and driving adoption. It also advocated allowing workers to play games on their machines as a useful step towards learning how to use them.

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“Behaviour change is not a quick fix. Diffusion of innovation is gradual and requires sustained effort."

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In 1985, Volvo mandated the adoption of PCs and email among white-collar workers at its car plant in Gothenburg. These workers weren’t well-versed in computers, but executives believed the introduction of the new tech would improve internal communication and strengthen the manufacturer’s responsiveness. Although the number of email accounts rose from 18% to 40%, actual usage didn’t increase proportionally due to resistance from workers and the availability of alternative communications methods like internal mail and telephones. However, over time, strong support from business leaders and departmental managers, as well as peer influence, accelerated the adoption process. At the same time, Volvo established local support centres to assist employees. This proved crucial in encouraging the use of new technologies. After five years, most of Volvo’s 7,400 employees were regularly using email.

These examples show that the diffusion of innovation is gradual and requires sustained effort, even with strong organisational support. The spread of innovation – irrespective of category – is a complex, time-intensive process that requires significant training and cultural adaptation within markets or organisations.

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