In 6 months time, the Gemeente/Municipality of Duffel has come quite close to transform into a forceful, digital local government thanks to the help of Synergics

1. DUFFEL (municipality):
Successful Switch to the
Digital Workplace
Inspire.
Change.
Transform.

2. 1. SWITCH: the Duffel case
2. Roadmap to success
3. First challenge: the wheel
4. Second challenge: the change
5. A successful transformation
Agenda

3. Evert D’Hondt
Who’s who?
Master Commercial Sciences
Major Marketing Management, KUL
PROSCI® certified Change Management
Practitioner
Business Productivity Consultant
Microsoft preferred partner solutions expert
P-CSM (P-Customer Success Manager)
Antwerp, Belgium

4. Cloud Change Agent
Inspire Change Transform
CLOUD
CURRENT SITUATION
FUTURE SITUATION
CHANGE AGENT

5. Anne FaesWho’s who?
Master Geography
Major surveying science
Ghent University
Manager internal support
Afdelingshoofd interne ondersteuning
Boechout, Belgium

6. To the cloud and beyond
Country: Belgium
Community: Flemish Community
Area: 22.71 km²
Population 17,385 (2018-01-01)
Duffel
Employees: +/- 340
As is: silo mentality

7. Many different Excels
with contact details
Suboptimal
use of existing
applications
Processes designed
for exceptions
A lot of manual
labour-intensivity
Limited internal
communication
Suboptimal processes
due to a lack
of proper software
Why SWITCH?

8. How SWITCH?
Integral systems:
- Operational stock
management
- HRM
- Notifications
- E-service
- Office 365
Process optimalisation:
• Generic processes
• Generic components
• Connection with authentic
& local sources

9. Switch based on 5 principles 2) Generic processes and functions
3) Direction role for information management
4) Good information position
for clients
5) Political commitment

10. What to Switch? When?

11. Digital business outcomes
Empower
employees
Engage your
customers
Optimise your
operations
Transform your
products

12. Digital outcomes for Duffel

13. Zooming in on how to
empower employees

14. Empower employees
PRODUCTIVE ENGAGED SECURE+ +

15. Source: Gallup: 37 Workplaces That Stand Out From the Rest
70%
of employees are engaged at
best performing companies
21%
more profit in business units
with most engaged employees
Engaged employees are crucial to success
+

16. 15%70%
of employees are engaged at
best performing companies
21%
more profit in business units
with most engaged employees
And currently that is uncommon worldwide
+
Engaged employeesare crucial to success
Source: Gallup: 37 Workplaces That Stand Out From the Rest

17. Create a culture of
open sharing and
learning where people
exchange interests,
expertise, and ideas
Build an ongoing,
two-way connection
between leadership
and employees
Communicate securely
at scale to keep people
informed and involved.
Manage and deliver
training content
Understand your
organization’s
own best practices
and use them
to accelerate change
Let’s explore some opportunities

18. 2 challenges

19. First challenge: shaping the wheel
1

20. Each role has its own desires
Business
EmployeeSecurity officer
Legal IT admin

21. Microsoft Teams
Meet the hub for teamwork in Office 365.
Communicate more effectively
Get your team on the same page with group chat,
online meetings, calling, and web conferencing.
Work better together
Collaborate on files with built-in Office 365 apps
like Word, Excel, PowerPoint, and SharePoint.

22. Where to start the conversation?
Outer LoopInner Loop
Email
SharePoint
Files
Sites, Lists & Pages
News
Team meetings & communications
Event planning
Town hall events
Team & project collaboration
Organizational engagement
Leadership connection
Learning & ideation
Stream
Video

23. Document Lifecycle Management

24. 3 opportunities to increase productivity
Personal
productivity
Team
productivity
Organisational
productivity

25. 3 opportunities to increase productivity
Personal
productivity
Team
productivity
Organisational
productivity
• Less email
• Personal documents
• Personal notes
• Follow up on tasks
• Working anywhere anytime
• Smarter meetings
• Collaborate more easily
• Follow up on team tasks
• Inner loop communication
• Find information & people
• Better internal
communication
• Document (lifecycle)
management

26. Roadmap Empower Employees
GO
Document
Lifecycle
Management
+ online
fileserver
(meta data)
Team
Productivity
Personal
Productivity
Better internal
communication
(intranet)
Other digital outcomes:
• Engage customers
• Optimize operations
• Transform products

27. Second challenge:
Adoption & Change Management
Wow thanks ! So
productive
2

28. Microsoft Teams
Adoption & Change Management

29. Each role has its own desires
Business
EmployeesSecurity officer
Legal IT admin

30. Microsoft Teams
Adoption & Change Management

31. PROSCI® Change Management
Adoption & Change Management
≠ (classical) trainings
≠ communication

32. What is ‘Change Management’?
The process, tools and techniques to assure
the human side to facilitate the change at
our customers to achieve the necessary
goals.

34. 3.WHY – Change Management?
Agenda
The
Golden
Circle
-
Simon
Sinek

35. Proactive adoption & change
management is crucial to
obtain the desired result and
thus reach 75% to 80% of
your users that need help.
Innovators
Early
Adopters
Early
Majority
Late
Majority Laggards
Inspired on: Crossing the Chasm by Geoffrey A. Moore.
More than… Early Adopters
The majority of users needs an intervention to bridge the chasm.

36. © 2016 Prosci Inc. All rights reserved.
The Business Case of
PROSCI® Change Management

37. WHY Change management?

38. The Human Factors that Determine the Financial Return or ROI
Speed of Adoption
How quickly are people up and
running on the new systems,
processes and job roles?
Ultimate Utilization
How many employees
(of the total population) are
demonstrating “buy-in” and are using the
new solution?
Proficiency
How well are individuals
performing compared to the level
expected in the design of the
change?
Why Change Management?

39. Change management to reduce costs and risks
WHY
ACM?
The RE costs: Rework REdesign
REdo Rescope
REtrain REtreat

40. 4. HOW – Change Management?
Agenda
The
Golden
Circle
-
Simon
Sinek

41. Change is an individual process
Replace
Current
state
Transition
state
Future
state

42. Change is an individual process
Replace
Current
state
Transition
state
Future
state
ORGANISATION
Current
state
Transition
state
Future
state
INDIVIDUAL

43. Current
state
Transition
state
Future
state
INDIVIDUALS
Change is an individual process
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
Current
state
Transition
state
Future
state
ORGANISATION
Future
state

44. AwarenessA
DesireD
KnowledgeK
AbilityA
Reinforcement®R
Five building blocks of a successful change

45. Leadership/
Sponsorship
Project
Management
Change
Management
Strategy &
scope
Timing &
data
MANAGEMENT
DECISIONS
MANAGEMENT
ACTIONS
Resources Active en visible
sponsorship
Direct
communication
Building
Coalition
Project met
expectations
Project ends on time
& within budget
Return on Investment
(ROI) realised
Prosci ® Project Change Triangle (PCT)

46. Agenda
The
Golden
Circle
-
Simon
Sinek
5. WHAT – Change Management?
+ Case Study+ CASE STUDY

47. Phase1
Preparethe change
Phase2
ManagetheChange
Phase3
Reinforcing®
the change
• Define your ACM Strategy
• Prepare your change
management team
• Develop your
sponsorship model
• develop Change
Management plans
• undertake actions and
implement the ACM plans
• Collect and analyze feedback
• Determine gaps and manage
resistance
• Voer corrigerende acties
uit en vier succes
Prosci®ADKAR® Adoption & Change Management

48. Change
resistance
Ready to
change
Medium risk High risk
Low risk Medium risk
small big
Organizational
Attributes
Change Characteristics
Risk Assessment

49. Risk Assessment+ CASE STUDY

50. The Prosci® Project
Change Triangle (PCT)
Leadership/
Sponsorship
Project
Management
Change
Management
Project met
expectations
Project ends on time
and within budget
Return on Investment
(ROI) realised

51. The Prosci® Project
Change Triangle (PCT)
Leadership/
Sponsorship
Project
Management
Change
Management
Project behaalt
doelstellingen
Project eindigt binnen
tijd en budget
Return on Investment
(ROI) gerealiseerd

52. ACM
Plans
Communicat-
ions Plan
Sponsorship
Plan
Coaching
Plan
Training Plan
Resistance
Management
Plan
Adoption
Measurement
Plan
Change
Network Plan
(Champions)
Rewards and
Recognition
Plan
The 8 ACM Plans

53. Who is the ideal sender? #sponsorship
BAD sponsorship
= number 1
determining factor
for failure in
Change Management

54. Color Code the Sponsor Assessment Diagram
Alphanumeric legend
A supportive of the change
B neutral or opposed
1
High level of
sponsor competency
(score 80 – 100)
2
Moderate level of
sponsor competency
(score 70 – 79)
3
Low level of
sponsor competency
(score < 70)
A1
Green
Supports the change and has
demonstrated a high level of sponsor
competency.
A2
Yellow
Green - supports the change and has
demonstrated a moderate level of sponsor
competency.
B1, B2,
B3, A3
Red
Does not support the change: neutral or
opposed OR has demonstrated a low of
sponsor competency.
Analyse Sponsor Competences

55. A successful transformation = an Infinite Game
“Lerende organisatie”
Duffel makes the SWITCH
• IT or the Modern Workplace is not the goal but it is an enabler
• Not only an IT change, also HR and Business
• Organizational change and the need for change management
• The only constant is change
= BUSINESS TRANSFORMATION

56. www.synergics.be