Collaboration is key. Having the right team around you to draw on each other skills is very important. Define your VR team, appoint your super users, agree your value adds and make your move as a group. Virtual Reality has a strong foothold in the consumer market, so find colleagues with a personal interest in the immersive world to help supercharge your team.
VR involves hardware and software, so make sure your technical resources can guide you from the headsets to the software specs; technology teams are your key enablers to making this a safe and secure setup.
And shout it from the rooftops. You, after all, are taking your company another step towards being more digital. Be accountable for the time you spend, but be proud of the success stories and get these replicated. And don’t forget to pay it forward. Your use cases will grow quickly, so make sure to bring people on the journey with you.
New technology needs acceptance. Realising the value of the new way of working has to come from data taken from live projects. Select a project where you can implement the technology in a simple way. Start small and grow the use case over an agreed time – diving in head first will set you up for a fall.
Being clever in finding entry points to a project for software, as your knowledge increases, will make the change manageable. Why not start with a 10 minute VR session in your ICE Meeting? Or a simple 1-1 design review in the same location with a colleague? As your knowledge increases, start pushing the level higher and include external partners. Using this step-by-step approach will make the transition a natural progression to a better way of working.
Technology companies grow and build products fast. Successful change comes from successful planning, not only for now but for where the industry will be in 6 or 12 months. In the procurement phase, define your use cases early and create a criteria with the vendor to test against these. The Virtual Reality community work closely on hardware and software, so make sure to build a strong network of vendors who can all apply their knowledge to your company.
Think about your ideal approach for a 12 month period. Many pilots fail not because the technology isn’t strong enough, but because the evaluation period doesn’t give enough time for the correct decisions to be made. Don’t be afraid to go long on testing, rather than falling short and missing an opportunity.
People create habits for a reason. Being comfortable with a process means you understand what needs to be done and when. Changes to this can be a scary thought for some people. Taking a proactive stance as a technology enabler means understanding different work patterns, but also not being afraid to get people to try new ways, and reinforcing the reasoning behind it.
Why not setup a new technology day to engage with people outside of the frontier team? You can use it as an opportunity to show the possibilities and benefits the technology will bring to new users, whilst getting the C Suite on board with WHY you are doing this.
Some of the most successful VR implementations we have worked on, started with a Friday afternoon office session of the possibilities and grew into a truly valuable workflow enabler.
A starting point, not the end game
Following these principles isn’t a guaranteed slam dunk for a successful transition into using Virtual Reality. Nevertheless, it will give your team the building blocks for the best possible chance at true adoption of a new technology.
Don’t hesitate to reach out if you’re wondering how your company too can make the shift to the 3rd Computing Platform.
Good luck on your VR journey!
Read more: How VR can combat construction mistakes.