🧩 Adoption Planning – Getting the Adoption Requirements Agreed
Strong adoption does not start with training or tools. It starts with alignment.
This stage of adoption planning focuses on bringing stakeholders together to clearly agree what success looks like and what adoption actually requires.
Key areas covered: ☑️ Stages of the adoption planning process ☑️ The CSM as subject matter expert and facilitator ☑️ End-to-end thinking, not isolated activities ☑️ Defining a clear, shared planning process
This is where the Customer Success Manager plays a critical role as a neutral guide - helping cross-functional teams reach consensus and move forward with confidence.
Customer Success Management is not a one-sided investment. When done well, it creates value for both the customer and the supplier.
For customers, the benefits are direct and practical: ☑️ Better onboarding and adoption of complex solutions ☑️ Clearer focus on outcomes, not just features ☑️ Faster realization of value ☑️ Ongoing guidance through change and growth
For suppliers, the benefits are indirect but powerful: ☑️ Stronger customer relationships ☑️ Deeper understanding of customer needs ☑️ Higher renewal and expansion rates ☑️ Increased advocacy and long-term revenue
This is where Customer Success becomes more than a post-sales function. It becomes a sales and marketing differentiator.
In complex buying decisions, customers no longer ask only: “Is this the right product for us?”
They also ask: “Is this the right partner for us?”
Customer Success shifts the relationship: ☑️ From selling products to delivering outcomes ☑️ From vendor-customer to partner-partner ☑️ From transactional value to shared success
This is the shared risk, shared reward model. Both sides invest effort. Both sides benefit when value is achieved.
Adoption planning only succeeds if it is approved, owned, and clearly communicated.
The final two steps turn planning into commitment and action.
Step 8 focuses on creating an adoption proposal and gaining acceptance:
☑️ Summarizes objectives, activities, costs, and timelines
☑️ Gives sponsors what they need to approve the plan
☑️ Highlights key risks and how they will be managed
☑️ Keeps decision-making clear, fast, and business-focused
Not every initiative needs a formal proposal.
But when it does, clarity beats detail.
Step 9 is about completing the full adoption plan and publishing the adoption roadmap:
☑️ Turns the outline plan into a detailed execution plan
☑️ Confirms ownership with the customer, not the CSM
☑️ Coordinates people, resources, and schedules
☑️ Produces a clear roadmap for stakeholders and teams
The adoption roadmap plays a dual role:
☑️ Sets expectations across the organization
☑️ Prepares teams for upcoming change
☑️ Reinforces why the change matters
☑️ Acts as internal change marketing
At this stage, success depends on visibility, alignment, and confidence.
Adoption planning is not complete until risks are surfaced and a clear plan takes shape.
This stage focuses on moving from analysis into controlled execution.
Step 6 is about identifying what could block or derail adoption: ☑️ Lack of executive or workforce support ☑️ Budget and resourcing constraints ☑️ Unclear outcomes or process changes ☑️ Missing authority, assets, or expertise ☑️ Cultural and organizational constraints
It also distinguishes between: ☑️ Adoption barriers - known obstacles that must be addressed ☑️ Adoption risks - unknown but possible events that must be planned for
Step 7 turns insight into action by creating an outline adoption plan: ☑️ Built jointly with the customer, owned by them ☑️ Structured around impacted groups and priorities ☑️ Aligned to time, budget, dependencies, and availability ☑️ Designed to address barriers and mitigate risks
At this stage, the goal is not detail. The goal is clarity, order, and confidence.
A strong outline plan ensures: ☑️ Everyone understands what happens first and why ☑️ Risks are visible and managed ☑️ Adoption stays outcome-focused, not activity-driven
🎓 Planning for Product Adoption: Step 5 (Training and Support)
Product adoption does not end with go-live. That is where the real work often begins.
This final part of Step 5 focuses on how training and support are designed to actually work for users, not just look good on paper.
When planning training, there is an important balance to strike: ☑️ Formal training for consistency, compliance, and certification ☑️ Informal training to respect individual needs and learning styles ☑️ Using existing training assets before building new ones ☑️ Customizing only where it genuinely adds value
Training delivery itself also matters: ☑️ One-off intensive sessions vs phased delivery ☑️ Foundation training followed by advanced training ☑️ Task-based learning vs full functionality training
But training alone is never enough.
Strong adoption plans always include post-change support, such as: ☑️ Helpdesk and ticket-based support ☑️ Self-service resources and FAQs ☑️ Just-in-time video guidance ☑️ Coaching and mentoring ☑️ Emotional and change-related support
A key principle runs through all of this: The CSM should advise, design, and coordinate, not become the trainer or support agent.
That consultative role is what allows the CSM to stay focused on outcomes, trust, and long-term value.
In the final part of this series, we move from theory into practical execution.
After exploring the challenges of scale, supplier-centric segmentation, and customer-centric alternatives, this part focuses on how CS teams actually deliver scalable services in the real world.
The core idea is a blended approach to Customer Success delivery: ☑️ Combining human CSMs with automation ☑️ Adjusting service levels based on customer need, not just revenue ☑️ Avoiding one-size-fits-all high-touch or tech-touch models
This article introduces three practical scaling models: ☑️ The A/B model - simple blends of human and automated CS ☑️ The A/B+ model - adding flexibility with more service options ☑️ The A–Z model - fully modular, multi-track CS delivery for mature teams
The key takeaway is clear: Scaling Customer Success is not about choosing between people or technology. It’s about mixing the right levels of each without losing control of cost or experience.
🧭 Planning for Product Adoption: Step 4 and Step 5 (Part A)
Successful product adoption is rarely about the tool itself. It’s about how change is planned, communicated, and supported.
In this part of the adoption planning series, the focus shifts from analysis to practical execution.
Step 4 looks at the real-world constraints that can make or break adoption: ☑️ User availability and scheduling ☑️ Phased vs big-bang rollouts ☑️ Internal and external dependencies ☑️ Budget, timelines, milestones, and KPIs ☑️ Regulatory or industry standards
Step 5 then moves into how change is enabled, starting with communication and training: ☑️ Communication to inform, align, and prepare users ☑️ Communication to address resistance and attitude ☑️ Training to close knowledge and skills gaps ☑️ Choosing task-based vs functionality-based training
A key takeaway: adoption plans fail when they ignore human reality. Great adoption plans balance structure, flexibility, and empathy.
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Practical CSM
🧩 Adoption Planning – Getting the Adoption Requirements Agreed
Strong adoption does not start with training or tools.
It starts with alignment.
This stage of adoption planning focuses on bringing stakeholders together to clearly agree what success looks like and what adoption actually requires.
Key areas covered:
☑️ Stages of the adoption planning process
☑️ The CSM as subject matter expert and facilitator
☑️ End-to-end thinking, not isolated activities
☑️ Defining a clear, shared planning process
This is where the Customer Success Manager plays a critical role as a neutral guide - helping cross-functional teams reach consensus and move forward with confidence.
👉 Read the article:
practicalcsm.com/adoption-planning-getting-the-ado…
Do you see adoption planning more as facilitation - or execution?
4 days ago | [YT] | 0
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Practical CSM
🤝 Who Benefits from Customer Success Management?
Customer Success Management is not a one-sided investment.
When done well, it creates value for both the customer and the supplier.
For customers, the benefits are direct and practical:
☑️ Better onboarding and adoption of complex solutions
☑️ Clearer focus on outcomes, not just features
☑️ Faster realization of value
☑️ Ongoing guidance through change and growth
For suppliers, the benefits are indirect but powerful:
☑️ Stronger customer relationships
☑️ Deeper understanding of customer needs
☑️ Higher renewal and expansion rates
☑️ Increased advocacy and long-term revenue
This is where Customer Success becomes more than a post-sales function.
It becomes a sales and marketing differentiator.
In complex buying decisions, customers no longer ask only:
“Is this the right product for us?”
They also ask:
“Is this the right partner for us?”
Customer Success shifts the relationship:
☑️ From selling products to delivering outcomes
☑️ From vendor-customer to partner-partner
☑️ From transactional value to shared success
This is the shared risk, shared reward model.
Both sides invest effort. Both sides benefit when value is achieved.
👉 Read the full article:
practicalcsm.com/benefits/
Do you see Customer Success more as a cost center - or as a growth driver?
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🧭 Planning for Product Adoption: Steps 8 and 9
Adoption planning only succeeds if it is approved, owned, and clearly communicated.
The final two steps turn planning into commitment and action.
Step 8 focuses on creating an adoption proposal and gaining acceptance:
☑️ Summarizes objectives, activities, costs, and timelines
☑️ Gives sponsors what they need to approve the plan
☑️ Highlights key risks and how they will be managed
☑️ Keeps decision-making clear, fast, and business-focused
Not every initiative needs a formal proposal.
But when it does, clarity beats detail.
Step 9 is about completing the full adoption plan and publishing the adoption roadmap:
☑️ Turns the outline plan into a detailed execution plan
☑️ Confirms ownership with the customer, not the CSM
☑️ Coordinates people, resources, and schedules
☑️ Produces a clear roadmap for stakeholders and teams
The adoption roadmap plays a dual role:
☑️ Sets expectations across the organization
☑️ Prepares teams for upcoming change
☑️ Reinforces why the change matters
☑️ Acts as internal change marketing
At this stage, success depends on visibility, alignment, and confidence.
👉 Read the full article: practicalcsm.com/adoption7/
What makes adoption plans fail more often in your experience - lack of approval, or lack of communication after approval?
2 weeks ago | [YT] | 0
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Practical CSM
🚧 Planning for Product Adoption: Steps 6 and 7
Adoption planning is not complete until risks are surfaced and a clear plan takes shape.
This stage focuses on moving from analysis into controlled execution.
Step 6 is about identifying what could block or derail adoption:
☑️ Lack of executive or workforce support
☑️ Budget and resourcing constraints
☑️ Unclear outcomes or process changes
☑️ Missing authority, assets, or expertise
☑️ Cultural and organizational constraints
It also distinguishes between:
☑️ Adoption barriers - known obstacles that must be addressed
☑️ Adoption risks - unknown but possible events that must be planned for
Step 7 turns insight into action by creating an outline adoption plan:
☑️ Built jointly with the customer, owned by them
☑️ Structured around impacted groups and priorities
☑️ Aligned to time, budget, dependencies, and availability
☑️ Designed to address barriers and mitigate risks
At this stage, the goal is not detail.
The goal is clarity, order, and confidence.
A strong outline plan ensures:
☑️ Everyone understands what happens first and why
☑️ Risks are visible and managed
☑️ Adoption stays outcome-focused, not activity-driven
👉 Read the full article:
practicalcsm.com/adoption6/
In your experience, what is harder to manage during adoption - known barriers or unexpected risks?
3 weeks ago | [YT] | 0
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Practical CSM
🎓 Planning for Product Adoption: Step 5 (Training and Support)
Product adoption does not end with go-live.
That is where the real work often begins.
This final part of Step 5 focuses on how training and support are designed to actually work for users, not just look good on paper.
When planning training, there is an important balance to strike:
☑️ Formal training for consistency, compliance, and certification
☑️ Informal training to respect individual needs and learning styles
☑️ Using existing training assets before building new ones
☑️ Customizing only where it genuinely adds value
Training delivery itself also matters:
☑️ One-off intensive sessions vs phased delivery
☑️ Foundation training followed by advanced training
☑️ Task-based learning vs full functionality training
But training alone is never enough.
Strong adoption plans always include post-change support, such as:
☑️ Helpdesk and ticket-based support
☑️ Self-service resources and FAQs
☑️ Just-in-time video guidance
☑️ Coaching and mentoring
☑️ Emotional and change-related support
A key principle runs through all of this:
The CSM should advise, design, and coordinate, not become the trainer or support agent.
That consultative role is what allows the CSM to stay focused on outcomes, trust, and long-term value.
👉 Read the full article:
practicalcsm.com/adoption5b/
In your experience, what is harder to get right during adoption - training delivery or ongoing support after go-live?
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🎛️ Scaling Customer Success: Part 4 of 4
In the final part of this series, we move from theory into practical execution.
After exploring the challenges of scale, supplier-centric segmentation, and customer-centric alternatives, this part focuses on how CS teams actually deliver scalable services in the real world.
The core idea is a blended approach to Customer Success delivery:
☑️ Combining human CSMs with automation
☑️ Adjusting service levels based on customer need, not just revenue
☑️ Avoiding one-size-fits-all high-touch or tech-touch models
This article introduces three practical scaling models:
☑️ The A/B model - simple blends of human and automated CS
☑️ The A/B+ model - adding flexibility with more service options
☑️ The A–Z model - fully modular, multi-track CS delivery for mature teams
The key takeaway is clear:
Scaling Customer Success is not about choosing between people or technology.
It’s about mixing the right levels of each without losing control of cost or experience.
👉 Read the full article:
practicalcsm.com/scaling-customer-success-part-4-o…
📺 Watch the video version:
https://youtu.be/4Rg_s0KNUhg
Do you see your CS team closer to A/B today - or already moving toward an A–Z model?
1 month ago | [YT] | 0
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Practical CSM
🧭 Planning for Product Adoption: Step 4 and Step 5 (Part A)
Successful product adoption is rarely about the tool itself. It’s about how change is planned, communicated, and supported.
In this part of the adoption planning series, the focus shifts from analysis to practical execution.
Step 4 looks at the real-world constraints that can make or break adoption:
☑️ User availability and scheduling
☑️ Phased vs big-bang rollouts
☑️ Internal and external dependencies
☑️ Budget, timelines, milestones, and KPIs
☑️ Regulatory or industry standards
Step 5 then moves into how change is enabled, starting with communication and training:
☑️ Communication to inform, align, and prepare users
☑️ Communication to address resistance and attitude
☑️ Training to close knowledge and skills gaps
☑️ Choosing task-based vs functionality-based training
A key takeaway: adoption plans fail when they ignore human reality.
Great adoption plans balance structure, flexibility, and empathy.
👉 Read the full article:
practicalcsm.com/adoption3/
When planning adoption, what causes more problems in your experience - lack of training, or lack of communication?
1 month ago | [YT] | 1
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