The hidden side of digital transformation
A high-performing piece of software is worth nothing if people don't know how to use it. Agathe Guy — 25 years in the field, TOOGO rollouts from Brazil to India — shares her tips to make software adoption succeed, and last.
I'm Agathe Guy.
My generation is the one that got its first mobile phone at 18 and its first email address right after the Internet landed in our lives… all while listening to CDs on a portable player. Yes, I know, it dates me a bit, but it explains my obsession with everything digital!
My career began at African Eagle. There, I discovered a super-fast in-house software… at a time when the Internet wasn't yet a reflex: you had to connect to the server just to get your emails. Magical, right? Then, off to Terra. And there… Word and Excel to build programmes and prices. Shock. Horrible. I nearly gave up on computing on the spot.
Luckily, Fabrice was there, shaping TOOGO. In the office, he explained how this software would revolutionise our daily work. Some looked on with scepticism or confusion… but me, at the ripe age of 20, I knew he was right.
From that day on, I've been pro-software. But I quickly understood one thing: a high-performing piece of software is worth nothing if people don't know how to use it. It's all in the setup, the support given to teams and the boss's command of the tool.
Today, with 25 years of experience in tourism, I've implemented TOOGO across the globe: from Brazil to India, by way of California. And believe it or not, my biggest challenge is still the same as it was 25 years ago: convincing users that Word and Excel aren't always the best solution.
In this article, I share my tips to anticipate resistance, support your teams and make sure rolling out a piece of software is not only effective… but lasting.
Today, companies know they have to bring in new technological tools to stay competitive. We talk about CRM, ERP, generative AI, process automation… But the success of these projects doesn't depend only on the chosen tool, nor even on how fast it's deployed.
The real differentiator? The quality of the implementation and the internal management that goes with it. In other words: there's no such thing as "good tech" without a solid organisational culture to welcome it.
1. What is a "good implementation"?
A good implementation isn't just a successful technical deployment. It's a complete process that combines:
- Clear objectives: why are we adopting this tool? What are we trying to improve (productivity, customer satisfaction, cost reduction, innovation)?
- Fit with needs: the tool must be designed for its users, not the other way around.
- Smooth integration: avoid multiplying technical "silos" — the tool must work with what already exists.
- Human adoption: the solution must be understood, accepted and used day to day by the teams.
A good implementation is therefore less about speed than about relevance and durability. A gradual but controlled rollout beats a fast launch followed by user rejection.
2. The importance of management in a successful implementation
Even the best tool on the market can fail if management doesn't support the project. The most common mistakes come less from technology than from governance:
- No clear sponsor: if leadership doesn't embody the project, teams see the tool as a gadget.
- Lack of communication: "we've installed a new tool, figure it out" is the recipe for failure.
- Underestimating training: staff can't make the most of a solution they haven't mastered.
- Short-term culture: too many companies think buying the licence = instant success.
Good management means anticipating these pitfalls and turning the implementation into a collective project rather than a mere technical operation.
3. The 3 management pillars for a successful implementation
A shared vision
Management must clearly articulate the why. Not just "because it's innovative," but:
- "This tool will reduce your repetitive tasks."
- "It will let us respond to clients faster."
- "It will free up time for higher-value work."
A well-communicated vision turns a constraint into an opportunity.
Human support
Train, explain, listen to the resistance, adjust. Change management is a discipline in its own right. Managers must become facilitators rather than mere relays of leadership.
Example: offer hands-on workshops, champion the "early adopters," create a continuous feedback loop.
A culture of continuous improvement
An implementation is never "finished." The tool must evolve with needs, and management must encourage teams to suggest improvements. This is the shift from a project mindset to a product mindset.
4. Practical tips for managers
- Appoint a cross-functional project lead with both a business and a technical vision.
- Set up a user committee to represent the real needs of the field.
- Set clear KPIs (adoption rate, time saved, user satisfaction).
- Plan dedicated time: implementation shouldn't be an "extra" task but part of the daily routine.
- Celebrate wins: recognise teams when milestones are reached.
5. The illusion of the magic tool
It's tempting to believe a tool is enough to transform the organisation. But without good governance, even the most advanced AI becomes a source of frustration.
Bad management leads to:
- hidden costs (unused licences, extra consultants),
- demotivated teams,
- sometimes even a return to the old methods (Excel, internal emails…).
True transformation is therefore cultural before it is technological.
Conclusion: tech is nothing without people
Implementing a solution should never be thought of as a mere IT project, but as a collective dynamic.
A good implementation is:
- a tool suited to the needs,
- management that carries the project,
- a culture of support and continuous improvement.
In short: no good use of a tool without good internal management. Technology is a lever, but it's management that truly determines its impact.
A "little" piece of advice
Some clients do consider leaving TOOGO to migrate to other software. That's normal: the market now offers several solid solutions, each with its own corporate culture. But deep down, we're all chasing the same goal: saving you time so you can focus on what matters, your work as a travel agency.
Keep in mind that all this software rests on a database, whose performance depends above all on how well it's filled in. Beware too of the brakes on change: the fear of the new or the technophobia of some team members. You often hear: "With Excel it's simpler, we calculate by hand and at least we don't make mistakes like a machine!" But in reality, it's very often the opposite.
Switching systems is a substantial investment — sometimes tens of thousands of euros — whereas an audit carried out by TOOGO gives you an expert, professional perspective, and above all one rooted in the travel world.
Don't hesitate to reach out to us: we're here to support you and help you get the most out of your tool.