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Designing Change
Triggering Cultural Metamorphosis
Michelle Caldwell – MVP, CSM, PMP,SSGB
Avanade
DIRECTOR &
REGIONAL
LEAD
Michelle Caldwell
Mary.m.caldwell@avanade.com @shellecaldwell shellecaldwell.com
The New England Patriots
– champions (again!) of
the whole entire (NFL)
world!!!
On February 1, 2015, The New England
Patriots defeated the defending Super
Bowl Champion Seattle Seahawks 28-24
in Super Bowl. Meaning:
• The Patriots are the greatest football
team of the century, possible all time
• Tom Brady ties Joe Montana for
Super Bowl Rings and MVP crowns
• Bill Belichick wins his sixth Super
Bowl in eight trips – putting him in
the top rank of cauches in all spiorts,
not just the NFL.
• Dynasty baby!!!!
2 3
4 5
1
Introduction Success
Requirem
ents
Cultural
Change
Types of
Adopter
Motivation
Considerati
6
Adoption
Techniq
Introducti
on
Failed Adoption “Strategies”
8
143%
35%
0%
20%
40%
60%
80%
100%
120%
140%
160%
With Excellent Change
Enablement Program
With Poor Change Enablement
Program
Projects’ ROI with Change Enablement
Change Enablement Increases Project Success
*Source: Change Management That Pays, McKinsey Quarterly, Number 4, 2012.
According to McKinsey, an effective Change Enablement program in place
increases a project’s ROI.*
Every dollar
spent on the
project gains
$0.43
Every dollar spent
on the project
loses $0.65
* Source: Accenture; examples based on interviews conducted with clients at large process & system integration programs.
$10
Million
Additional program costs and 6 month delay because the business stopped a
process and system implementation due to lack of understanding of the value and
ownership/buy-in.
20-30%
Rework rate on normal daily tasks and poor quality due to insufficiently skilled
employees.
80%
Unplanned increase in resources for post go-live support to compensate lack of
adequate go-live preparation and resources.
$4 Million
Additional costs spent on recreating training materials since initial training was
poor and there is poor post-training support.
300%
Increase in helpdesk call-volume after go-live due to poor enablement, requiring
additional FTEs for ticket handling.
Case study analysis indicates that when change is not managed well, there are impacts to key metrics
9
Why do we need Change Enablement?
Where do you Start?
Who Should be
Involved?
How do you see it
through to the end?
Develop a Need to Change
14
What do I communicate?
When?
Who?
Requirem
entsfor
16
Investment
Time
Resources
Money
17
Seek Champions
18
Think about what
strategies fit
Compatibility
20
Baby Steps
21
Promote the
Solution
22
Training as Needed
23
Collect Feedback
24
Keeping things on
track
25
Cultural Challenges
Factors that
Hinder
Adoptio
Fear Factors
•Loss of Control
•Loss of Personal
Value
•Confusion of new
tools
•Anxiety about
changing existing
work processes
Factors that
Support
Adoptio
Share the Plan
30
Good
Fit?
Resist the sink
32
Support In Place
Types of
Adopter
34
Innovators
35
Early
Adopters
36
Early Majority
37
Late Majority
© 2013, Information Control Corporation 38
Hanger Backs
Phases of
Adoptio
Awarenes
s
Deployme
nt
Usage & Availability
Ongoing Adoption
Adoptio
n
•Add value
•Desire to contribute
•Enjoy new things
•Desire to do a
better job
Make the undesirable desirable
43
Harness Peer Pressure
•Celebrate success
•Power of the
community
• I Don’t want to
stick out
• Role Models for
Change
• Fear of Criticism
44
Design Rewards
45
Motivation
•Personal
•Social
•Organization
• Executive Blog
• Entry Communication
• Promotion Video
• 1st Touch Event
• Podcasts
• Posters
• Teaser Communication
• Employee Productivity
Home
•Teaser
Communications
•Online/on-demand
Training
•New Employee
Orientation
•Tips & Tricks
•Virtual Coach
•SharePoint Sandbox
Personal
Social
•Early Adopter
•Webcasts
•Viral Marketing
•Roadshow
•Executive Sponsorship
•Super-User
Community
•Classroom Training
•Lunch & Learn
Training
•Brown Bag Sessions
•Auditorium Training
•“Dear John” Letter
Organizational
•Awards Incentive
•Super-user Community
•New Employee
Orientation
•Newsletter
• Podcasts
• SharePoint Sandbox
• Employee Productivity
Home
User Adoption
Change Management
Governance
Adoption
Techniq
Promotional Video
52
Brown Bag
Teaser Communication
On line – On Demand Training
Podcasts and Success Story
56
Super-user
Community
Best Buy: The rise of the ninjas-a SharePoint 2013 user adoption story:
http://channel9.msdn.com/Events/SharePoint-Conference/2014/SPC296
Virtual Coach
58
SharePoint Sandbox
DIRECTOR &
REGIONAL
LEAD
Michelle Caldwell
Mary.m.caldwell@avanade.com @shellecaldwell shellecaldwell.com
2 3
4 5
1
Introduction Success
Requirem
ents
Cultural
Change
Types of
Adopter
Motivation
Considerati
6
Adoption
Techniq
SharePoint TechCon Triggering Cultural Metamorphisis - Austin 2015
Thank
You
References
• Essential SharePoint 2013 Book
• User Adoption Strategies Book
• Roadmap for Collaboration Book
• Shepherd's Guide for Users Book
• 42 Rules for Successful Collaboration Book
• Microsoft User Adoption Guide for 2013
• Additional Promotional Video - http://sco.lt/5iS5k9
• SPOT Promo Video - http://sco.lt/8fFlVh
• Productivity Hub - http://www.microsoft.com/en-us/download/details.aspx?id=7122
• Discover SharePoint - http://www.discoversharepoint.com/
• Office 365 Customer Success Center - http://success.office.com/en-us

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SharePoint TechCon Triggering Cultural Metamorphisis - Austin 2015

Notes de l'éditeur

  1. Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
  2. With Change Enablement: Senior and middle managers and frontline employees were all involved Everyone’s responsibilities were clear Reasons for the project were understood and accepted throughout the organization Without Change Enablement: Lack of commitment and follow through by senior executives; Defective project management skills among middle managers; Lack of training of and confusion among frontline employees.
  3. You know that change needs to happen Where do you start
  4. Who should be involved?
  5. How do you see it through to the end?
  6. Develop a sense of urgency around the need to change
  7. Ensure that solutions are aligned with business and employee objectives Secure executive sponsorship and drive regular communication Develop a training strategy and supporting materials Gather continual feedback and evolve as required
  8. Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
  9. Seek champions across the organization to help with initial roll-out and subsequent changes / improvements.
  10. Think about what adoption strategies you will use early on – you can choose from those mentioned later in this presentation that best supports the way your organization operates.
  11. Make sure the solutions are compatible with existing systems. Understand the purposes of each of the disparate systems have within the organization to reduce the amount of confusion and frustration within the organization.
  12. Start gradually with small deployments/numbers – follow the Roadmap as a guide, but be prepared to change it as needed.
  13. Promote the solution
  14. Provide Training as needed
  15. Collect continual feedback and feed it back into your process and strategies Encourage feedback and ideas; implement improvements based on the end user feedback.
  16. Manage Expectations – not all the goals can be achieved at once – communicate the plan and the rationale for that plan
  17. Lastly, be cognizant of the cultural challenges that will hinder the Adoption
  18. Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
  19. Fully develop, publish, and communicate this plan to the entire workforce. This will help everyone understand that the system being implemented isn’t being “thrown at them”, but instead, it is a system that encourages involvement across the organization to make it even more useful and successful.
  20. Adoption is jeopardized if the system is not a good fit within pillars / departments. This does not mean that the tool should seamlessly meld into current operations of pillars / departments. Introduction of any tool brings change with it; allowing and encouraging teams to take time to modify any pertinent processes and procedures to adapt to the tool introduction will go a long way in final adoption. In other words, the organization can / should review and revise their current processes before just blindly implementing current processes into the new system.
  21. resist the temptation to introduce all of the capabilities of SharePoint early on. Instead, it’s critical to show users the tool’s value and how the tool is going to assist them in their job in a methodical, well-planned manner. When new functionality is introduced, it should be introduced as a tool that helps produce value / achieve business goals. By linking it to specific problems or business goals, they will see that the tool is just an enabler to achieving value or goals.
  22. Learning any new tool has a steep learning curve, depending on the complexity of the system. Users will run into issues applying the tool to their work and frustrations can run high if they cannot get rapid assistance in resolving their issues. It is imperative to have learned support staff ready. This does not mean that all support staff must have deep knowledge of the tool, but a tiered support structure can be implemented. Remember that a defined escalation policy should be developed to ensure users are getting the quick assistance they need, and management can identify training opportunities if support staff is not exhibiting the necessary knowledge level for their tier. Another option is to train a point person in each pillar / department. This is creating an on-site champion / power-user among the teams that users can go to for assistance. These champions will also have an understanding of how users are utilizing the tool for their particular job function. This layer of support staff will often prove efficient in resolving issues for users, especially basic issues that may be a training related issue for the user.
  23. Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
  24. These are ‘SharePoint’ adventurers, they don’t mind taking risks, they like to play, and they don’t mind failures; some call them mavericks. These are not the kind of people that you want to act as stewards to get others to use the product, so try not to immediately involve them; rather, they should be identified very quickly. They should be given access to a sandbox environment that allows them to get a flavor for SharePoint features and where there is no risk of downtime to a production environment. You should try to involve them in the design stages, and spend time in training best practice in terms of using SharePoint. When doing this, try to evangelize to them the key areas of what the solution is intending to solve, and encourage them to try out features relating directly to those. Note these are not the key adopters, many times they are classified as ‘geeks’, and their end-goals may not be yours in terms of trying to get all users productively using and learning to use the intended solution.
  25. These are people who need to have a business requirement solved by the use of SharePoint. They command respect from their peers, and as such should be involved as early as possible. So, like innovators, involve these people early, but ensure that their requirements are captured in the solution being provided. It is important to try to get the SharePoint project sponsor and key stakeholders as “members” of this group. You should also ensure that they are able to trial the solution in the UAT (User Acceptance Test) environment and that you capture, in detail, those requirements.
  26. Early Adopters become part of the Early Majority Adopters. These are respected users of the solution and, like Early Adopters are critical to the success of the solution. You should immediately identify SharePoint Champions from these and ensure that training includes labs, and that you continually meet to identify any pain points and success stories. Communicate these to Early Adopters to get them on-board more quickly.
  27. These are people who have not been part of the solutions implementation. They may have been introduced by ‘attrition’; told “Drop whatever you was using … You will use SharePoint from now on”; or through some other reason such as “I have just joined the company and been told to use SharePoint and have no idea what it is”. Connections must be made with Early Adopters, and using the materials gained through the creation of policies and the creation of SharePoint Champions so that these Late Majority Adopters can get aid and comfort
  28. With any SharePoint solution you will have those users who will resist having to use the product. These ‘Hanger Backs’ are people who hate change and strive for the traditional. They fear the use of the replacement solution or new solution because either (a) they have not been involved and/or (b) they do not want to be trained due to political reasons, etc. Do not attempt to force the solution upon these users. Communicate to these users the success stories that you have gathered from the Early Majority adopters. Use the SharePoint Champions to aid that communication. Do not take any resistance from the Hanger Backs as a message that the solution has failed
  29. Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
  30. There are four phases Awareness – Goal is knowing and understanding Focus – demonstrate value, build anticipation and minimize surprises Deployment – Goal is acceptance and wanting Focus – Accelerate demand and minimize disruption Usage & Availability – Goal is Mastering and self-belief in the capabilities Focus – Gain productivity, reinforce key concepts and introduce new scenarios Ongoing Adoption – Goal is do and keep doing Focus – enhance productivity, continued followership
  31. Harness peer pressure • My Managers and peers are role models for the change • I don‘t want to stick out and will participate • If I don‘t participate I will be criticized • We want to be a role model as a team • Success gets celebrated and published • The importance of finding, thanking and engaging influential / mavens / experts / advocates / enthusiasts • The power of communities
  32. Design rewards and demand accountability • Positive behavior is rewarded materially or ideally • Negative behavior or ignorance are reprimanded • I see that the same values count on all levels
  33. Specific User Adoption Activities can be used in various ways to address each of these perspectives. Depending on whom the person is and what perspective(s) is of most interest to him/her, there will be varying degrees of benefit for the different activities. As User Adoption Activities take place, and it appears some people might not be reacting to them as hoped, Consider using a different activity from a different perspective to see if the reaction is improved.
  34. As SharePoint evolves and matures, so will your Change Management needs that govern how SharePoint features and solutions are implemented. The SharePoint Governance Plan should be used as the guide in determining the types of controls that should be in place for different types of changes being considered. The Governance Plan, in conjunction with Change Management policies should be periodically reviewed and updated throughout the organization. You will find that some changes in SharePoint will need little, if any, change management controls. Others, however, will need a great deal. These decisions on how much control is necessary will directly affect User Adoption. For example, if you have no controls over deactivating certain features of a Site Collection, there will come a time in which a group of users that were using those features will become very disgruntled since they were depending on those features in their day-to-day duties. Similarly, activating a feature that consumes many resources (e.g., CPU, storage, etc.) could potentially negatively affect other corporate systems and the people managing those systems. Lastly, User Adoption among the workforce will be severely impacted if the environment is over-controlled. In these cases, the end users will become disgruntled when they believe there is too much red-tape / bureaucracy when trying to make what they view as something very simplistic. For example, putting too many controls over access requests, document library settings, etc. will negatively affect User Adoption.
  35. I hope you found this to be interesting and useful. Thanks for coming. Wait for the applause to build…. Let me just tell you how you can contact me, and then I’ll take questions.