Change Management Best Practices for a Successful Pigment Implementation?

Implementing Pigment, a modern business planning platform, is not just a technical project—it’s a people project. Success hinges on user adoption and effective change management. In fact, research shows 70% of business solution failures stem from non-technical issues like low user adoption. To ensure Pigment delivers its full value, organizations must proactively manage the human side of the rollout. Below, we outline five best practices to drive adoption, avoid common pitfalls, and set your Pigment implementation up for maximum ROI.

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1. Establish Executive Sponsorship and Stakeholder Alignment?

Any successful change starts at the top. Secure a strong executive sponsor who champions the Pigment launch and communicates its importance. Leadership backing provides authority and resources to the project, and it signals to the entire organization that this change is a strategic priority. Begin by defining a clear vision and objectives for Pigment—why you’re implementing it and what benefits you expect (e.g. faster planning cycles, better collaboration). Remember, “we change for a reason”. Articulate how Pigment will solve current pain points (like cumbersome spreadsheets or siloed data) and support strategic goals.?

Next, align key stakeholders from all impacted departments (Finance, IT, Sales, etc.) early in the process. Form a cross-functional adoption team with defined roles. For example, a proven approach is to identify: an Executive Sponsor (C-level leader to advocate the vision), Success Owners (managers or power users measured on Pigment’s outcomes), and Operational Stakeholders (end users and admins involved in day-to-day use). Involving these stakeholders from day one creates buy-in and accountability. They can provide input on requirements, help tailor Pigment to business needs, and act as change agents within their teams.?

Common Pitfalls to avoid: Lack of leadership engagement or misalignment between departments can derail adoption. Avoid launching Pigment as an isolated “Finance IT project.” Instead, visibly involve executives and business unit leaders. Also, don’t skip stakeholder analysis—identify who is impacted and get their concerns on the table early. This prevents resistance down the line and ensures everyone is rowing in the same direction.?

2. Communicate the Vision and Benefits Early and Often?

When it comes to change, transparent and frequent communication is vital. Begin with a strong change narrative that answers, “What is Pigment and why are we implementing it?” Craft messages for different audiences (executives, team leads, end users) highlighting the benefits for them. For instance, finance analysts might care that Pigment provides real-time data and eliminates manual consolidation, while department managers might be excited to get self-service reporting. Emphasize how Pigment will make work easier, decisions faster, and the company more agile. As one change management principle states, if individuals don’t understand the purpose and personal benefit of a new tool, they’re unlikely to embrace it.?

Start communication early – well before go-live. Announce the project with enthusiasm and clear rationale. Use multiple channels: emails from leadership, town-hall meetings, team presentations, and an FAQ on your intranet. Share success stories and case studies to build confidence. For example, mention how another company or pilot team benefited (“Last quarter, Team X shortened the budgeting cycle by 30% with Pigment”). Real-world examples provide tangible proof of Pigment’s value. Also be transparent about any changes to processes. If Pigment will alter workflows or roles, acknowledge it and explain the support available.?

Communication should be two-way. Encourage questions and feedback. Create an environment where employees feel heard—perhaps via a dedicated Slack/Teams channel or “office hours” for the Pigment project. Address concerns honestly, including limitations of the new system if any. This honesty helps set realistic expectations and builds trust. By keeping the dialogue open, you can dispel rumors and address misconceptions before they spread.?

Common Pitfalls to avoid: One common mistake is communicating once at launch and then going silent. Employees may forget or feel left in the dark. Avoid information vacuums by maintaining a steady drumbeat of updates (project milestones, success metrics, user tips). Another pitfall is using overly technical jargon. Keep messaging in business terms and focus on outcomes, not just features. Lastly, don’t ignore the “what’s in it for me” factor—if users only hear about benefits to leadership (e.g. better visibility), they might disengage. Always tie Pigment’s capabilities back to making users’ daily work better.?

3. Provide Comprehensive Training and Ongoing Support?

Even the best tool can falter if users don’t know how to use it. Training and enablement are cornerstones of user adoption. Plan a comprehensive training program that caters to different user roles and learning styles. This should include hands-on workshops, live demos, documentation, and self-service resources. It’s often effective to deliver role-based training—finance planners get deep-dive sessions on modeling and reporting in Pigment, while department managers learn how to input forecasts and run their own reports. Tailoring training ensures relevance and keeps users engaged.?

Timing matters: schedule training close to the Pigment go-live so knowledge is fresh when users start using the system. Avoid the pitfall of training too early (people might forget) or too late (after bad habits or frustration have set in). Where possible, use real company data or scenarios in training exercises to make it immediately applicable. Encourage interactive learning—let users practice in a sandbox environment, not just watch slides. Hands-on practice builds confidence and competence.?

Just as critical as initial training is ongoing support. In the early weeks post-launch, set up a responsive help system. This could mean a dedicated helpdesk or chat for Pigment questions, daily office hours with the project team, and on-site “floor walkers” (experts circulating to assist users). Establishing a support network prevents small issues from souring user attitudes. It’s wise to anticipate a spike in support needs and have experts ready; as one guide notes, plan for the load on helpdesk staff and have a support plan in place.?

Another best practice is to utilize Pigment’s vendor resources. Pigment offers an Academy and training modules – leverage these so users can learn at their own pace as well. For example, Pigment’s Academy provides on-demand lessons that helped one company’s team “quickly get up to speed” during implementation. Providing access to such materials reinforces your training program.?

Finally, recognize that learning doesn’t end after formal training sessions. Encourage a culture of continuous learning: offer refresher workshops after a month or two, create quick reference guides, and update users on new Pigment features. Users should feel that the organization is invested in their proficiency. As adoption grows, you can even introduce advanced training for power users who want to build new models or dashboards in Pigment.?

Common Pitfalls to avoid: A very common mistake is underestimating training needs. Don’t assume employees will “pick up” Pigment intuitively without guidance. Skimping on training or rushing it can lead to people reverting to old tools (e.g. reverting back to spreadsheets) or using Pigment incorrectly. Also, avoid one-size-fits-all training; too technical for some, too basic for others – each audience needs the right depth of knowledge. Lastly, failing to provide post-launch support will leave users frustrated. Without help, users might find workarounds or lose trust in the tool. Prevent this by ensuring expert support is readily available in the critical early phase.?

4. Engage Power Users and Champion User Adoption?

In any large software rollout, a small percentage of users will be early enthusiasts—identify these people and turn them into Pigment champions. Champions (or “change agents”) are invaluable for driving grassroots adoption. They can be team members who were involved in the implementation or who quickly became adept at Pigment. Empower these power users to help others. For example, have a champion in each department serve as the go-to person for Pigment questions and best practices. Microsoft’s adoption programs have shown that establishing an internal champions network creates a “groundswell of enthusiasm” and peer-to-peer support that increases adoption rates.?

Start recruiting champions during the project. Involve them in testing and refining the Pigment models and reports. Their early involvement gives them a sense of ownership, and their feedback will improve the solution’s usability. By go-live, your champions will be confident and can evangelize Pigment’s benefits to their peers. Encourage them to share tips, host brown-bag mini trainings, and celebrate wins. This peer influence is powerful—colleagues often learn better from colleagues, and skeptics may be swayed by seeing a teammate succeed with the new tool.?

Project champions introduce the new Pigment tool to their colleagues in an interactive demo session. Leveraging internal champions to lead training and share success stories is a best practice to boost user engagement and confidence.?

Beyond formal champions, actively solicit user feedback and involvement at every stage. Set up a feedback loop where users can report issues, suggest improvements, or request additional Pigment use cases. Showing that feedback is heard (and acted upon) will keep users engaged rather than disengaging silently. Some organizations hold weekly “feedback huddles” or use surveys to gauge user sentiment post-launch. If users see a report format improved or a new feature added because of their input, they’ll feel more invested in Pigment’s success.?

Finally, recognize and reward adoption to reinforce positive behavior. Publicly acknowledge teams or individuals who embrace Pigment and achieve good results. For instance, highlight a department that completed its forecast faster thanks to Pigment, or an analyst who built a great new dashboard. Consider small rewards or simply give kudos in company communications. Recognizing and rewarding those who use the new tool effectively “motivates others to follow suit” and reinforces the value of Pigment. Some companies even create a friendly competition or gamification around new tool adoption (for example, a leaderboard for Pigment usage or a prize for the first team to hit a usage milestone). Healthy competition can spur interest—as long as the focus is on learning and improving, not just numbers.?

Common Pitfalls to avoid: One pitfall is relying solely on the core project team to drive adoption. If you don’t cultivate champions, you miss out on extended support and advocacy within the business. Another mistake is failing to acknowledge users’ efforts. If early adopters feel their extra work learning the system goes unnoticed, enthusiasm can fade. Conversely, overloading champions without proper support or recognition can burn them out; make sure to give them time and incentives to perform their role. Finally, ignoring user feedback is dangerous—it can breed resentment and hinder continuous improvement. Avoid defensiveness; instead, treat feedback as a gift to make Pigment better for everyone.?

5. Phase Your Pigment Rollout and Embrace Continuous Improvement?

A “big bang” launch of a new platform can overwhelm users and project teams alike. It’s often smarter to roll out Pigment in phases. Start with a pilot group or a specific use case (e.g. planning for one department or a quarterly forecast) before extending to the entire organization. This phased approach delivers quick wins and allows you to learn what works and what doesn’t on a smaller scale. In fact, running a pilot program before a full rollout is a proven best practice. The pilot group becomes a reference point – their success stories can be shared, and any kinks can be ironed out before broader deployment. Phasing also reduces risk; it’s easier to manage change in chunks than all at once.?

Define clear metrics for success in each phase (such as % of users logging in, accuracy of Pigment-generated reports vs old process, time saved in planning cycle). Track these adoption metrics closely. Pigment’s usage statistics or simple surveys can tell you how well the tool is being embraced. Monitor adoption and usage trends continually to spot areas that need reinforcement. For example, if one department’s usage is lagging, you might target additional training or address any specific barriers they face.?

Importantly, treat the Pigment implementation as an iterative journey, not a one-time event. Solicit feedback after each phase and iterate. Perhaps after Phase 1 (e.g. budgeting module rollout), you discover that users struggle with a particular input template – you can simplify it for Phase 2. Or maybe users request a new report or integration; you can plan to add those. This agile mindset of continuous improvement ensures the system stays aligned to business needs. It also signals to users that the tool is evolving based on their input, further encouraging adoption.?

Don’t forget to also plan for the post-launch governance and long-term ownership of Pigment. Identify who will maintain the models, manage user access, and champion ongoing improvements (often a Center of Excellence or the FP&A team in collaboration with IT). Schedule regular check-ins (e.g. quarterly) to review Pigment’s impact and any new requirements as the business grows. As one guide reminds, “adoption doesn’t end once the technology is in place” – continuous evaluation and management are essential for sustained success. In other words, avoid a “set it and forget it” mentality. Keep revisiting your change strategy over time: refresh training for new hires, update documentation for Pigment’s new features, and celebrate new milestones (like one year post-implementation with X process improvements achieved).?

Finally, be open to seeking external expertise if needed. If challenges arise, consider engaging your Pigment customer success manager or a partner consulting firm for advice. Many organizations find that partnering with change management specialists can accelerate adoption and increase success. As Pigment experts, B EYE can support you through these phases, helping navigate complexities and driving higher user engagement (leveraging lessons from other SaaS rollouts). The goal is to ensure Pigment remains a living, breathing asset that continuously delivers value.?

Common Pitfalls to avoid: A major pitfall is treating go-live as the finish line. Companies that declare victory at launch and move on often see usage drop off. Avoid this by budgeting time and resources for post-launch follow-up. Another mistake is refusing to adjust course—if something isn’t working (e.g. a particular workflow in Pigment), be willing to change it rather than forcing old habits into a new tool. Also, beware of scope creep early on; trying to solve every planning process with Pigment in the first release can overcomplicate the system and confuse users. It’s better to nail the basics and expand later. Phasing the rollout mitigates this risk. In short, stay flexible and responsive: implement, gather feedback, refine, and repeat.?

Avoid These Common Pitfalls?

Even with the best plans, it’s important to be mindful of classic change management pitfalls. Here are some common pitfalls when launching Pigment (or any major SaaS tool), and how to avoid them:?

• Insufficient Change Story: Rolling out a new tool without explaining “why” invites resistance. Avoid this by clearly communicating the vision and urgency for Pigment from the start, tying it to business outcomes and user benefits (Best Practice #2). Users are more likely to adopt when they understand the purpose.?

• Lack of User Involvement: Implementing Pigment in a vacuum and then handing it to users as a finished product can backfire. If people feel a change is being “done to them” without their input, they may resist. Involve end users early through workshops or beta tests. This builds buy-in and results in a solution that’s user-friendly. As noted, having department heads and some end users on board early is crucial.?

• Poor Training and Knowledge Transfer: A “train once and done” approach is a pitfall that leaves users underprepared. Avoid rushing training or relying only on generic videos. Instead, invest in comprehensive, role-specific training and reinforce it with ongoing support and refresher sessions (Best Practice #3). Don’t assume tech-savvy employees won’t need help—Pigment introduces new processes that everyone must learn.?

• Reverting to Old Habits: Users might slip back to using spreadsheets or old tools if Pigment doesn’t immediately feel comfortable. This often happens if training was inadequate or if the new process has hiccups. Combat this by monitoring usage and checking in with teams. If you notice workarounds, address the root cause (perhaps the Pigment model needs tweaking to cover a missing use case, or the user needs a bit more coaching). Having champions embedded in teams helps catch and correct reversion behavior early.?

• Ignoring Cultural Change: Implementing a tool like Pigment often requires a culture shift towards more collaboration and data-driven planning. A pitfall is focusing only on the software and not on encouraging the mindset change. Avoid this by promoting the values Pigment enables (transparency, one source of truth, accountability for numbers). Encourage leaders to model the desired behavior (e.g. insist plans be in Pigment, not offline Excel). Celebrate those who embrace the new way (Best Practice #4’s recognition aspect). Over time, these cultural reinforcements will help make Pigment adoption “stick”.?

By anticipating these pitfalls, you can proactively address them in your change management plan. Remember that forewarned is forearmed—being aware of what could go wrong is the first step to making things go right.?

Driving a High-ROI Pigment Implementation: Next Steps?

Launching Pigment is a significant step toward more agile and integrated business planning. By following these change management best practices, you position your organization to realize the full benefits of Pigment quickly and sustainably. Strong executive sponsorship sets the tone, while clear communication ensures everyone understands the vision. Thorough training and support give users confidence, and a network of champions creates momentum from within. Phased deployment and continuous improvement mean the solution will mature in tandem with your organization’s needs.?

Pigment provides a powerful platform to connect your people, data, and plans — but it’s effective change management that will connect Pigment to your people. When users are engaged and empowered, you’ll not only see high adoption, but also sparks of innovation (new use cases, improvements) coming from the business. The result is a planning process that is truly embraced organization-wide, driving better decisions and ROI.?

With these best practices, your Pigment implementation can become a showcase of positive change. Change management isn’t just a box to check; it’s the vehicle that delivers your investment to its destination. By making adoption a priority, you ensure Pigment doesn’t just get launched, but lands successfully in the organization, becoming an indispensable tool for your teams. And as your company navigates future challenges and opportunities, the foundation of user adoption you’ve built will pay dividends over and over, keeping everyone aligned and ready to execute the plan.?

Next Steps: Assemble your change management action plan alongside the technical implementation plan. Engage B EYE or your Pigment success team for guidance drawn from best-in-class SaaS implementations (we’ve seen what works across many projects). With a thoughtful, people-centric approach, you’ll transform the way your business plans and make Pigment a true catalyst for performance improvement. Here’s to a successful Pigment journey powered by your people!?

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