Speaking from experience, the size, shape and sector of any organization within our industry hugely impact the issue of software adoption. We see many of the same challenges across our accounts, both new and mature.

A champion gets up and running with a small team, focuses on a few use cases and proves initial value. But the sticking point often comes when it’s time to expand into other departments.

FieldTwin excels across multiple specific and contained use cases, but to realize the most value from the platform, full integration into workflows and SOPs is key.

So, as always, adoption is more about people and organizational understanding than the software itself. Success requires knowing who in the organization can champion the change, which teams to engage, and how.

Establishing superusers

Superusers are one of the most effective ways to embed and expand from small, high-value use cases. If you're looking to implement a new technology, you probably have more potential superusers ready and waiting than you think.

Their personality and soft skills are just as, if not more, important than any digital capability or qualifications.

Curiosity is a core trait. The strongest champions are innately curious and look for ways to expand FieldTwin usage every day, in ways they don’t always plan for.

But curiosity alone is not enough. Effective superusers take a practical, systematic approach to development and deployment. They understand that change needs to be phased, intentional and informed. They focus on building capability step by step, proving value before scaling.

Their ability to manoeuvre within corporate structures varies based on the individual, but it’s these softer, people-based skills that make a superuser, rather than deep technical knowledge alone.

Superuser superpower: seeing the big picture

While a superuser may specialise in a specific area, it’s not necessarily the one you might expect. They’re not always data analysts or subsea engineers.

In the same way we can expect specialist roles to shift as technology supports more work, the best superusers are often found in less technical roles. What matters is that they understand the bigger picture, the strategic imperative behind a new tool, and can translate its benefits across teams and personalities.

With technology, and especially AI, doing more of the specialist thinking, a superuser needs to understand the challenges, risks and trade-offs of a project at a higher level. They need to know enough technically to ask the right questions, but their knowledge of and investment in their own organization are often more important success factors.

Crucially, superusers are strong communicators and active listeners. They take time to understand users, their workflows, issues and constraints, and can communicate how the technology adds value, including what good implementation looks like and how it should be rolled out.

They are often more effective than any external provider at driving adoption, because they are inside the business. They understand the company culture, the systems, and how decisions are really made.

Superuser superpower: providing the value

Successful superusers know how to communicate. They know who to talk to, how to navigate internal networks and how to position a platform in a way that resonates with each group. They know how to prove the value of the tool, and they understand what constitutes value for different internal audiences.

Adoption happens when they can clearly connect theoretical transformation to real-world outcomes: saved time, reduced errors, better visibility and smoother collaboration. A champion helps each group see where the software fits, how it supports their workflow and why it’s worth changing, introducing it in a phased way.

Trust is central to this process. Confidence grows when the platform proves reliable and stable in day-to-day use. It grows further when data coming from integrations or linked databases can be verified and trusted. When users can see that information is consistent and dependable, resistance reduces and adoption becomes more natural.

Superuser superpower: building understanding

The best way to build trust in new technology is to start small. A good superuser knows which dataset, process or workflow will build understanding of the purpose and potential of the tool.

Because once someone sees a use case working, confidence grows. They begin to understand what the software does, how it fits into their workflow, and where it could do more. That’s how adoption grows: gradually, through familiarity and demonstrated value.

Software adoption, especially in an industry as complex as ours, doesn’t happen overnight. Momentum builds as questions get answered and people get reassured.

Right now, we’re very much in that momentum-building phase. Organizations are increasingly viewing software as a strategic advantage, whether that’s to improve internal efficiency or to differentiate themselves in the marketplace.

They want tools that are more visual, intuitive and engaging, helping their teams and customers understand data and offerings more clearly. As this demand grows, we’re also starting to see traditional roles shift, making space for more digitally fluent, software-enabled ways of working.

And it all starts with that first step: helping people understand the value, one simple use case at a time. Piquing curiosity, proving reliability, and then expanding in a deliberate and structured way.