Chapter 8 provides tips for successfully implementing new virtual interactive environments (VIEs) in an organization. It recommends making the VIE attractive by demonstrating advantages and case studies. Pilot the VIE with a small, diverse group including legal and IT to get early feedback. Overcome obstacles by articulating goals, establishing rules, and marketing the VIE. Lessons from other implementations found improved productivity, innovation, revenue and cost savings with pilots costing under $25k. However, the chapter provides only general change management advice and lacks specifics for 3D environments.

1. Learning in 3D Summary of Chapter 8

2. Chapter 8 Summary Steps to Successful Enterprise Adoption or… How to Diffuse VIEs into the Organization

3. Chapter Topics

4. Make Your VIE “Attractive”

5. Technology Adoption Continuum Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics Early Adopters Slow Adopters / Potential Opposers Show the coolness & “Wowness” of the VIE Stress the advantages to the organization Demonstrate successful case studies Don’t try to convert. Wait until it is the Norm “Let them vent”

6. Tips for Implementation – Pilot Group The “Right” pilot group: High Technology Comfort Level Mix in Some Not so Comfortable Relatively Small Group Include Legal and Regulatory Personnel Involve IT from start Choose “Visionaries” Easy to Track issues and feedback

7. Tips for Implementation – Obstacles Overcoming Obstacles Articulate Intended Outcome Establish Ground Rules Marketing Campaign Long Haul Investment

8. Lessons form Front Line - ThinkBalm Data insufficient to determine Success Positive Results include: Improved Productivity Increased Innovation Increased Revenue Cost Savings

9. Lessons form Front Line - ThinkBalm Interesting Facts: $0-$25K cost for 50% of respondents Pilot – may be less than 160 person hours Interesting Lessons learned: Prepare for Technology Hurdles Declare your mission Hands-on for Management Consider your user base

10. My Criticism of Ch. 8 Concepts and tips in this chapter are not specific to 3DLE’s – they are true to all new system introductions and change management Other change management frameworks (e.g. Kotter), highlight important considerations which are lacking in Chapter 8