The quarterly review had a chart of active users. The number was up. In the same meeting, a director described the same approval chain as last year, plus a new step where someone pasted a draft into the chain. The license was in use. The job was longer.
Activity is easy to count. It is a poor proxy for help.
pick a job and time it
Choose one recurring piece of work before you buy, and write down how long it takes and where it fails. Thirty days after the tool is in that job, measure the same thing. Not logins. The job. If it is not shorter, cleaner, or possible for someone who could not do it before, you do not have a result yet.
Be willing to learn that the tool is unused because it does not fit. That is a finding, not a communications problem.
A seat that nobody would miss on Monday is not an asset. It is a subscription.
report the change
Tell the story in the unit of the work. We used to spend a morning assembling this. We now spend twenty minutes checking it. The errors we still see are these. The owner is this person. A chart of monthly active users can sit in the appendix, for the people who ask.
If you cannot tell that story, do not announce a transformation. Announce a trial, and give it an end date.