What Happens After Go Live: Three Steps For Ensuring Tech

What Happens After Go Live Three Steps For Ensuringtechnology Is Avai

What Happens After Go-Live? Three Steps for Ensuring Technology is available to enable every facet of the procurement process today. As a result, all of the organization’s energy often gets spent on technology deployment as the goal, and the go-live date as the objective. However, technology is only a means to an end result, and the go-live date is only a point in time. Whether you are pushing out an upgrade, adding new features, or rolling out an entirely new platform, looking beyond go-live to overall organizational goals will get you on the path to long term success.

Go-live is really just phase one. The system is up; the enhancement is deployed. Now comes the hard part. We have to ensure that the support function is ready; we have to maximize adoption; we have to support the system while rolling out the next phase; and then we have to be ready for the next level of support. We have experienced first-hand issues where even mature procurement organizations have adopted new technology and processes and fallen into the trap of not planning for or thinking through the back office support structure.

How is the world going to change in the new state? How are the roles changing? Have we adequately trained our ‘seasoned’ back office support personnel so they can adapt to new processes? Most organizations have one shot to put the right foundation in place with defined goals, solid planning, and a focused support structure. Without these foundational components, as a colleague of mine so aptly put it, “users have bad experiences, adoption halts, and momentum is ruined.” Having the right planning and approach, along with the right post go-live foundation, can smooth the pathway, drive success, and maintain the momentum to execute your strategic vision.

Paper For Above instruction

Ensuring successful post-go-live operations is critical in the lifecycle of technological implementations within procurement and other organizational functions. Once the initial deployment is completed, organizations often mistakenly believe that their work is finished. Yet, this phase—commonly referred to as the post-go-live period—is where long-term success is shaped. This paper discusses three essential steps to ensure continuous availability of technology and sustained organizational performance after the initial go-live stage.

Step 1: Set Clear Goals for Post-Implementation Success

The foundation for effective post-go-live management begins with setting well-defined goals. These objectives should be established before starting the project or during its initial phases, encompassing measurable success metrics for different timeframes—one month, three months, and one year post-implementation. Examples of these metrics include the percentage of spend under management, the volume of electronic transactions processed, user adoption rates across departments and regions, number of sourcing events completed, and savings achieved.

Operational goals should also be articulated clearly. For example, organizations may aim to centralize procurement functions, improve spend visibility for strategic decision-making, or shift tactical procurement resources toward strategic initiatives. The importance of establishing these goals early on cannot be overstated—they provide focus and a means for evaluating progress, ensuring that post-go-live efforts align with broader organizational objectives.

Step 2: Strategic Planning for Support and Transition Phases

After the goals are set, teams must develop a comprehensive plan for supporting the new system's ongoing operation. This involves preparing for two primary pathways: the immediate support period following go-live (hypercare) and the sustained steady-state operations.

The hypercare phase is characterized by intensive support, troubleshooting, and user assistance. It involves training support staff, increasing staffing levels if necessary, and implementing system health monitoring tools. During this period, organizations focus on resolving issues promptly to prevent user frustration and ensure system stability.

Following hypercare, the focus shifts toward steady-state activities, which include routine maintenance, system updates, ongoing user training, and continuous improvement initiatives. Planning must also account for potential future phases of deployment—such as additional features or expanded user groups—to ensure seamless integration and minimal disruption.

Step 3: Continuous Monitoring, Evaluation, and Improvement

Once the system is operational, organizations must rigorously monitor its performance against pre-established success metrics. This involves collecting data on usage patterns, support requests, and operational efficiency, then analyzing whether these align with the set goals.

Key questions include: How effectively are support teams adapting to the new environment? Are users adopting the system as intended? Is the support model effective? Organizations should also evaluate whether routine maintenance and system optimization are occurring regularly. Feedback mechanisms, such as user surveys and support ticket analysis, can provide insights into areas needing improvement.

Employing a proactive approach to evaluation enables organizations to detect issues early and implement corrective measures. Additionally, fostering a culture of continuous improvement ensures that technology remains aligned with organizational strategies and evolving procurement needs.

Conclusion

The success of technology deployment extends far beyond the moment of go-live. By setting clear goals, engaging in strategic planning for support phases, and establishing ongoing monitoring and evaluation, organizations can ensure that their technology investments realize their full potential. The post-go-live period is an opportunity to embed best practices, adapt to changing needs, and sustain organizational momentum toward achieving strategic procurement goals.

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