There are two common types of resistance: first, "the current way is inconvenient, but I'm used to it—I'm not sure the new system will be better"; second, "I'm already busy enough, I don't have time to learn something new." The key to reducing resistance isn't forced implementation, but letting employees feel concrete improvements in the first week—for example, not having to search through emails for old quotations, or being able to check order status in the system instead of asking colleagues. Also, involving actual users in tool selection before implementation rather than having managers decide for employees significantly increases acceptance. Training methods matter too: instead of holding a large training session, practice with each department using their real document workflows. Having sales, procurement, and shipping teams each go through their own processes is much easier to remember than lectures. This approach makes the change feel practical and relevant to daily work.