There are two things you can do. You can build a tool and then have your team adapt to it, though that often means forcing toothpaste back into the tube. Or you can look at how your team works and build something that fits them.
You could be using traditional, off-the-shelf tools or custom tools, you can still create an environment that works around your team rather than chasing an ideal moment where you assume you know what’s best. If you create something, bring everyone on board, and they respond that it doesn’t work and they don’t want it.
Both approaches have pros and cons. If you’re working with a group that isn’t really interested in how the tool looks, then sure, do anything. They’re ready to adjust and adapt. But it also depends on the countries or regions your team is in. Some regions are more adaptable to the tools you decide to use, while others are not. In some places, no matter what you say, no matter how many incentives you offer, and no matter how many people help them through it, they still won’t use it. So you have to build for them. Create something that works for them, talk to them, and find out what their major issues are. This is a big part of the work I do with clients. We look at how their people are working and what the business is trying to achieve, then make the needed changes.
You don’t have to talk to everyone, though. If you take everyone’s advice, you’re doing everything, and when you’re doing everything, you’re doing nothing. Instead, talk to two or three people who have been around the problems, who understand what’s going on, and who have a good idea of what should be done. Talk to them and see how you can relieve whatever pressure they’re facing.
You shouldn’t go looking for problems if there are no problems. If people haven’t explicitly told you there are problems, or if you can’t clearly see that there are problems, then you shouldn’t go fishing, because when you go fishing, you’ll always find something.