Introducing new software is not simply a matter of providing access. The organization must understand what the product can do, determine how it fits existing processes, prepare the relevant information, and help people adopt the workflows that are intended to improve their work.
The effort required depends on the product's actual capabilities, the organization's systems, the complexity of its processes, and the number of people involved.
This page explains the implementation considerations prospective Runner customers should review. It must not imply that a formal onboarding service is available unless that service has been established.
Begin with the current process
Before introducing a new system, document how the relevant marketing work is performed today.
Identify where research is stored, how strategy is documented, how creative work is reviewed, how campaigns are coordinated, and how results are reported.
Pay particular attention to repeated manual tasks, unclear ownership, duplicated information, and handoffs that regularly cause delays.
This initial assessment helps distinguish problems that software may address from problems that require changes to responsibilities, decision-making, or working practices.
Define the implementation scope
Identify the priority workflows
Select a limited set of important workflows to evaluate first. A focused starting point makes it easier to assess whether the platform is suitable before introducing additional complexity.
Confirm required capabilities
Compare the desired process with Runner's implemented functionality. Identify what can be performed within the platform, what requires an external tool, and what remains manual.
Review data and access requirements
Determine what information is required, where it currently resides, who should be permitted to access it, and which privacy or security obligations apply.
Do not transfer sensitive or confidential information until the relevant access controls and handling requirements have been verified.
Assign responsibilities
Identify who will oversee the evaluation, configure the relevant process where supported, review outputs, and gather feedback from the people using the system.
Define success criteria
Choose measurable indicators that reflect the problem being addressed. Establish the baseline and determine when the organization will review progress.
A practical implementation sequence
Stage 1 — Evaluation
Review Runner's current capabilities, availability, limitations, and requirements against the organization's intended use.
The purpose is to establish whether the product is suitable before committing to a broader implementation.
Stage 2 — Workflow selection
Choose the process that should be evaluated first. Document the inputs, responsibilities, expected outputs, and any external systems involved.
Stage 3 — Preparation
Prepare the required information, confirm access arrangements, and identify any configuration or integration work that must be completed.
The specific tasks depend on the functionality that is available.
Stage 4 — Controlled use
Where the product supports it, begin with a limited workflow or group of users. Observe how the process performs in practice and record issues that affect usability, quality, or reliability.
Stage 5 — Review and adjustment
Compare the observed experience with the initial objectives. Identify which parts of the workflow are useful, which require adjustment, and which expectations were not met.
Stage 6 — Broader adoption
Expand use only when the relevant capabilities, responsibilities, and operating requirements are understood. Establish a process for continued feedback and review.
These stages describe a recommended implementation approach. They should not be presented as a formal Runner onboarding program unless that program actually exists.
Preparing your team
Successful adoption depends on more than product functionality.
Users need to understand why the process is changing, which responsibilities remain with them, how outputs should be reviewed, and where limitations must be considered.
AI-assisted outputs in particular require appropriate verification. Users should understand that generated material can contain errors, omit important context, or make unsupported assumptions.
Security, permissions, and data handling
Before implementation, confirm how the product handles authentication, permissions, storage, retention, integrations, and confidential information.
Security statements must reflect verified technical and operational practices. Do not promise particular certifications, data residency arrangements, encryption standards, or compliance guarantees unless they have been confirmed.
Support and implementation services
If implementation assistance, migration, training, or ongoing support is offered, describe the actual scope, eligibility, and commercial terms.
If these services are not yet available or have not been defined, explain that customers should confirm the available support before making implementation commitments.
Dependencies to confirm before rollout
- Which integrations are required for your workflow and whether they are implemented.
- Who owns data quality for audience, product, and performance inputs.
- Approval paths for external-facing creative and campaigns.
- Training time for strategists, creatives, and operators who will use Runner alongside existing tools.
Related reading
Use cases · FAQ · Developer documentation (for site and API scope where published)