In a recent LinkedIn post, Shannon Smith, J.D., M.S. discusses a common yet often overlooked challenge faced by new technology companies: the gap between initial interest and actual customer adoption. Smith, J.D., M.S. highlights that impressive technology and successful demos do not automatically translate into sales, pointing to a critical “adoption friction” that hinders growth.
According to Smith, J.D., M.S., the initial stages of engagement can be misleading. Companies often see positive reactions, such as meetings, pilot programs, and encouraging feedback like “This is really interesting.” However, these early signs of interest can mask underlying issues that prevent deals from closing.
“The pilot drags. The champion gets quiet. The user team avoids the tool. The buyer asks for another review. The deal keeps slipping into next quarter.”
The Psychology of “Too Much New”
Smith, J.D., M.S. argues that the root cause of this stalled momentum is often the buyer’s inherent resistance to excessive novelty. When a new technology requires significant changes in behavior, introduces new internal stories, or carries perceived new risks, it can overwhelm potential customers.
“And the buyer’s brain hates too much new all at once,” Smith, J.D., M.S. explains. This psychological barrier means that technology is not adopted simply because it is technically superior. Instead, adoption hinges on whether the solution feels clear, safe, useful, easy to explain, easy to defend, and simple to integrate into existing workflows.
Reducing Risk is Key to Market Adoption
The core of Smith, J.D., M.S.’s analysis centers on risk reduction. When a new product introduces uncertainty, hinders internal communication, threatens users, or disrupts established workflows, the adoption process inevitably slows down. Smith, J.D., M.S. emphasizes that the failure isn’t typically with the product itself, but with the go-to-market strategy’s inability to adequately mitigate these perceived risks.
“That’s why so much new tech gets stuck between interest and revenue. Not because the product is bad. Because the go-to-market motion doesn’t reduce enough risk.”
Smith, J.D., M.S. elaborates that successful market entry requires more than just showcasing technical prowess. It involves helping the market understand the necessary changes, building trust in that transition, and ultimately enabling decisive action.
From Pilot to Revenue
The solution, as outlined by Smith, J.D., M.S., lies in a go-to-market approach that actively addresses adoption friction. This includes developing clearer positioning, crafting a more compelling buyer narrative, minimizing perceived risks for stakeholders, providing tools to empower internal champions, and defining a rollout path that users and buyers can confidently accept.
“Because GTM for new tech’s about helping the market understand the change. Trust the change. And move on the change.”
When these elements are effectively addressed, Smith, J.D., M.S. notes, pilot programs can mature into revenue streams, initial excitement can transform into sustained usage, and nascent technology can begin to function as a stable, revenue-generating business.
For founders struggling with this common hurdle, Smith, J.D., M.S. offers a free audit to help turn technical proof into actual adoption, emphasizing that the journey from interest to revenue is paved with effective change management and risk mitigation.
📝 About This Content
This article is based on insights shared by Shannon Smith, J.D., M.S. on LinkedIn.
📅 Originally posted on July 5, 2026 | View original post on LinkedIn →