Three things that you're gonna learn in this episode. Number one, why good evidence still doesn't equal adoption. Adoption is a system problem, not a product problem, I assure you. Number two, how to spot the real who behind adoption, including the people you forgot even exist. Number three, how to move from barriers to action. Picking strategies that match the barrier, not defaulting to just training everybody and then praying that that works. Welcome to Clinician to CEO, the podcast helping clinicians simplify your go-to-market strategy so that you can stop guessing and turn your working prototypes into international med tech businesses. I'm your host, Hakeem Aade. Let's get started. So these are my key takeaways from my episode with Julia Moore on why clinically sound medical devices. Still fail to get adopted, take away. Number one, stop treating agreement. Like that's adoption. A clinician saying that they love it is not adoption. Adoption is a behavior change across multiple people and multiple roles, not just one person saying they like it. So the action I want you to take here is, right one sentence that describes your behavior chain that you're looking for after X happens. Who must do what differently, when and where? Because you need to be able to explain what the behavior change is, and you need to understand what it is if you're trying to explain it to others. And if you can't write that in plain English, you don't have an adoption plan, you have hope. So takeaway number two. Build your who list, then assume it's wrong because you may well miss critical who's, and the one you miss might be the person who speaks to the patient last, or controls the workflow or blocks procurement quietly. So what I want you to do as an action point for this takeaway is to do a 30 minute workflow, walk IE go to one site and map every single touch point from start to finish, and then ask who touches this process. Even for 30 seconds. So you then know every point within that process, add the hidden roles, the admin, schedulers, the ward class, the it, the procurement, data governance, clinical educators, finance pathway leads. You want to make sure that you know everybody's in there and you don't miss them out, because it could just be one of those that actually puts the kibosh on the whole process and then take away number three. Don't ask, what are your barriers? Ask what are your colleague barriers? Because people don't often like to admit their own barriers, but they'll happily diagnose everyone else's a um, asking for a friend. Now, that's where the truth starts to leak out when you ask that sort of question. So, action point here. Run five short calls with customers and ask these two questions. Only number one. What would stop people like you adopting this? People like you, not you, of course. And then what would your colleagues say if the biggest reasons this fails here? Then record the answers word for word, and then group them into themes so that you've got confidence, time, workload, role clarity, incentive integration, identity, politics, and then you can start really seeing what the barriers are and then having a strategy for that, which is takeaway number four. Match your strategy to the actual barrier. Because training, for example, only works when knowledge is the barrier. If the barrier is something else, for example, emotional identity, workflow, incentives, or overload, then training is obviously not the thing that's going to remove that barrier. So action point, take your top three barriers and then assign one strategy. For each one. For example, if the barrier is overwhelm or too much data, then you want to be having a strategy like simplifying the dashboard that you're using, reducing the decisions that are required, uh, or maybe just actually looking at exceptions rather than mapping the whole process, for example. And then if it's the barriers, something that. It's not my job. Then you wanna start looking at what, who's got the workflow ownership, you know, agree some SOPs. Make sure you get leadership backing to actually be able to push those changes through. And if your third barrier is something like confidence or fear of looking stupid, then you're gonna start looking at, well, how do you get scripts or reminders? How do you have an escalation route? You know, how do you put in So micro learning. Via video and not 90 minute sessions. You want to make it nice and succinct and easy for people to take on board. And then moving on to the last takeaway that I took, way number five, lead with the evidence that your audience actually uses because some audiences. Do want randomized controlled trials. Others want a story that just fits their mission, their values, and their pressure points evident in certain circumstances. Just becomes a footnote, not the headline. So the action I want you to take today. Is create three versions of your evidence story. So take a clinician, for example, patient safety, outcomes, time, cognitive load, potentially leaders in the organization, capacity flow, risk, reputation, strategic goals, and then the economic system payer, for example, budget, impact, pathway relief, workflow efficiency. And remember, it's the same products, it's the same truth. It's just a different hook for the different audience. And a little bonus tip resistance isn't a problem. It's unaddressed barriers, and your job is to find them and then design around them. And if you're struggling to get your product adopted, even though the evidence looks strong, head to the show notes and take the adoption risk quiz. It's a short diagnostic that shows where adoption is breaking, not whether the market is ready it pinpoints which decision, which role, and which behavior is blocking uptake so you know exactly what to fix next. Keep listening and keep growing.