Tackling Adoption Like a Service with Office 365
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Richard Harbridge presented on tackling adoption of Office 365 like a service rather than as projects. He recommends taking a service model approach which works better for continual launches and metrics. An organization should plan for adoption at multiple levels - individual, group, and organizational. Key aspects include ensuring the right roles are in place, assessing culture readiness, having policies and guidance, measuring business impact, and planning adoption campaigns. Regularly reviewing success readiness can help track improvements over time.
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Tackling Adoption Like a Service with Office 365
- 1. TACKLING ADOPTION LIKE A SERVICE WITH OFFICE 365 Presented By: Richard Harbridge (@RHarbridge) #SPFestChi
- 2. @RHarbridge #SPSNH RICHARD HARBRIDGE My twitter is @RHarbridge, I’m super friendly & I am proud to work at 2toLead. CTO & MVP | SPEAKER & AUTHOR | SUPER FRIENDLY
- 4. WHY USE A SERVICE MODEL? Let’s discuss a simplified view of why Adoption like a service makes sense in the Microsoft 365 and Office 365 world. Adoption Projects • Typically oriented around a launch. • Typically uses point in time metrics (before & after). • “Tragedy of the commons” risk. Adoption Services • Works better with continual launch. • Works better with continual metrics. • Joint ownership and collaborative nature of a service model makes opposition obvious and public.
- 6. PLAN FOR MULTIPLE LEVELS How do we ensure readiness and success around adoption at an organizational level? Organizational Checklist Individual Group Organizational
- 7. ENSURE YOU HAVE THE RIGHT ROLES Do you have people who own and lead key roles, do you have the resources that support a role? Does the role communicate, coordinate and engage effectively? Role Resources Communication Coordination Engagement Trend Office 365 Project Manager 4 - Managed 5 - Optimizing 5 - Optimizing 5 - Optimizing Business Owner 4.5 – Managed 5 - Optimizing 5 - Optimizing 5 - Optimizing Executive Sponsors 4.5 – Managed 5 - Optimizing 5 - Optimizing 4 - Managed Champions 4 - Managed 4 - Managed 5 - Optimizing 4 - Managed Departmental Leads 3.5 – Defined 4 - Managed 4 - Managed 2 – Opportunistic Education Leads 4 - Managed 4 - Managed 4 - Managed 2.5- Opportunistic IT Leads 4 - Managed 4.5 – Managed 5 - Optimizing 4.5 – Managed HR Manager 3 – Defined 3.5 – Defined 3.5 – Defined 3 – Defined Communication Leads 5 - Optimizing 5 - Optimizing 5 - Optimizing 5 - Optimizing Community
- 8. HOW READY IS YOUR CULTURE? As an example during performance reviews do your key questions connect back to things that benefit and exemplify digital best practices? Provide examples!
- 9. POLICIES AND GUIDANCE Resources can be even more complex. Do you have common and expected policies, guidance, or content available and up to date today? # Need Current State Notes & Recommendations Support 1 Office 365 Champion Coverage & Selection Plan Current State No, Champion coverage and/or selection plan exists which identifies champions per business unit, office, department, team, or floor nor one that outlines how new Champions can/should be identified or nominated to improve Office 365 adoption. Current Champions were selected based on their role within the different units and to get a good cross section of individuals (executives, reception area, field and office workers) Recommendations: Ensure there is an accessible list of these active champions. Ensure you have shared the details of how you select champions, remaining champion gaps/needs, and how users can sign up to be one in your Campion Coverage and Selection Criteria guidance. 2 Champion Commitment Guide Current State No, Champion Commitment Guide exists that articulates the value of champions and the champion’s community while outlining champion commitments and benefits Recommendations: Draft an Office 365 Champion Guide detailing the value of Champions and their community within your organization, the required commitments necessary to be a Champion and the associated benefits. 3 Champion Fact Sheet Current State No, the Champion community does not have a fact sheet that can be provided to a champion’s manager to support or help in attaining buy-in. Recommendations: # Icon Description 1 Does Not Exist: The starting point of usage and guidance. There is no plan being followed. 2 Partially Defined/Started: An approach may have been decided upon and is being opportunistically applied. The approach has not been widely accepted nor adopted. It may be informally defined. 3 Defined: The approach has been reviewed and accepted within the organization. There has been buy-in to the documented approach and the approach is often followed. The way this area is implemented is defined and/or standardized, but not in use across the entire organization. Some governance is defined but may not be widely understood/followed. 4 Defined & Managed: This area is centrally supported, standardized, and implemented across the organization. It is defined and understood/followed. Metrics may be gathered and reported. 5 Optimized & Managed: This area is functioning optimally and continuous improvement occurs based on defined and monitored metrics or feedback. Assets are pro-actively maintained to ensure relevancy and correctness. Leadership in this area is demonstrable.
- 10. Success readiness is something you can evaluate and it spans roles, programs, policies, guidance, even incentives and rewards. http://Office365Resources.com. AT AN ORGANIZATIONAL LEVEL HOW READY ARE YOU?
- 11. Review Success Readiness Twice A Year PLAN FOR MULTIPLE LEVELS Start by ensuring your organization has what it needs to be successful. Do this at least twice a year to ensure you can track your improvement over time. Organizational Checklist Individual Group Organizational
- 12. ALIGN WITH BUSINESS OBJECTIVES Here is an example of the technique we often use when creating objective maps for our customers. See more at http://Office365Metrics.com.
- 13. Review Success Readiness Twice A Year PLAN FOR MULTIPLE LEVELS Define specific and measurable business objectives and align those with what your adoption service provides at a minimum on a yearly basis. Organizational Checklist Individual Group Organizational Align With Business Objectives Yearly
- 14. MEASUREMENT MATTERS It doesn’t need to be really difficult. Start with some business impact statements and the high- level value you expect to achieve.
- 15. http://Office365Metrics.com contains guidance on ways to measure Office 365 & samples of common business impacts it can drive. WHAT ABOUT BUSINESS IMPACT?
- 16. MEASUREMENT MATTERS Break down the impact you are trying to drive into specific and measurable benefits. Define how you intend to measure them and commit to that plan.
- 17. HOW DO YOU PROFILE A BENEFIT? Define benefits in a manner that can be realized with simple analysis and initiatives, helping drive business improvement faster w/ minimized additional investment. Benefit Overview Benefit ID OH-B6 Benefit Title Improved Employee Engagement For Leadership Communication Benefit Owner [Removed From Sample] Benefit Description Yammer and our news engine offer a direct channel for Leadership/Employee interaction. Use this opportunity to help company executives gather insight into employee feedback or to stimulate conversation between them. Related Business Impacts Improved Employee Engagement, Improved Leadership Engagement Solution Tool Yammer Measurement Technique Manual import of analytics data from news provided by the analytics solution and Yammer post/conversation analysis either manually accomplished or based on the yammer analytics solution (based on exported conversations). Metric(s) Per leader metrics would be the preference while an aggregate can provide averages and broader measurement of progress. Number of articles from company leadership correlated with the number of views, employee responses, likes and likes. Number of Yammer posts from company leadership and the number of employee responses per leadership post in Yammer. Baseline Measurement [Removed From Sample] Target [Removed From Sample] Determine trailing baseline then determine company goal… Supporting Activities 1. Provide employee Yammer access – desktop and/or mobile 2. Organize leadership Yammer-driven Question and Answer sessions 3. Encourage employee participation through Adoption Campaigns 4. Assign resources to monitor and facilitate the Question and Answer sessions
- 18. TRACK WITH A REALIZATION PLAN This isn’t a new concept and there are lots of examples of benefits realization across the industry. The important thing is to actually track these! Mark Complete once Evaluation is Complete, Analysis is Complete, and Results are Escalated to Appropriate Channels ID Benefit May 2017 Jun 2017 Jul 2017 Aug 2017 Sep 2017 Oct 2017 Nov 2017 Dec 2017 Jan 2018 Feb 2018 Mar 2018 ID Benefit Benefit Owner(s) Measurement Activities Key Metrics Time Horizon Frequency of Analysis Suggested Inferences Suggested Actions
- 19. Review Success Readiness Twice A Year PLAN FOR MULTIPLE LEVELS Measure and review the business impact your technology and digital excellence investments are having in the business. Organizational Checklist Individual Group Organizational Align With Business Objectives Yearly Measure & Review Impact Quarterly
- 20. DIGITAL CENTER OF EXCELLENCE Ensure you build a meaningful and active digital center of excellence to provide a singular place you funnel users towards for improvement and change.
- 21. Review Success Readiness Twice A Year PLAN FOR MULTIPLE LEVELS Don’t forget to continually share new guidance on “how to best use” your digital technologies. Especially as they continually change and improve over time. Organizational Checklist Individual Group Organizational Align With Business Objectives Yearly Measure & Review Impact Quarterly Improve Digital Center Of Excellence
- 22. PLAN FOR MULTIPLE LEVELS Building off of organizational guidance we can easily tackle the group / leader / champion level and the individual user level. Individual Group Organizational Group/Individual Checklist
- 23. FUNNEL FOR COMMITMENT In order for users to improve their digital skills and technology use we need them to embrace and commit to change. It’s about more than training. 1 3 Drive Interest/Awareness Guide Understanding Realize Value 2
- 24. PLANNING FOR ADOPTION… We need to be more tactical and granular to drive meaningful commitment. Plan and execute adoption campaigns! http://Office365Campaigns.com
- 25. PLANNING FOR ADOPTION Developing a roadmap for adoption where we plan activities before launch, during launch and after launch is important. Plan and execute campaigns!
- 26. PLANNING FOR TIPS When each day’s Yammer/SharePoint News tip is posted by a member of the tip team it ensures that these tips come from different users which gets more people involved.
- 27. PLANNING FOR TIPS Tips drive users to take action, should be themed, should be pre-written before the start of the campaign, and can be easily adapted from existing ones.
- 28. PLANNING FOR ADOPTION Developing a roadmap for adoption where we plan activities before launch, during launch and after launch is important. Plan and execute campaigns!
- 29. PLANNING FOR CONTESTS Starter List Of Sample Contests can be found in the “Contests, Challenges & Ideas For Office 365” document in the Office 365 Resource Kit (http://Office365Resources.com)
- 30. PLANNING FOR ADOPTION Developing a roadmap for adoption where we plan activities before launch, during launch and after launch is important. Plan and execute campaigns!
- 31. PLANNING FOR TRAINING Provide targeted training sessions that are hands on and participatory. Even if you are performing training remotely if the group is small enough you can create exercises and track completion. Avoid trying to do too much in one session!
- 32. EXAMPLE TRAINING EXERCISE Having everyone in the training session get interactive doesn’t need to be difficult even with remote audiences. OneNote is one of many options.
- 33. EXAMPLE TRAINING EXERCISE There is no upper limit in OneNote co-authors. You can invite the training audience or explain permissions and the importance of where you store it.
- 34. PLANNING FOR ADOPTION Developing a roadmap for adoption where we plan activities before launch, during launch and after launch is important. Plan and execute campaigns!
- 35. PLANNING FOR COMMUNICATION Define a comprehensive communication plan along with the messaging for key Email, Intranet posts, Yammer posts or communication for the campaign.
- 36. PLANNING FOR ADOPTION Having a campaign over a duration of days enables greater measurement, clearer accountability, and simplifies the coordination and commitment needed. Baseline Measure Impact Measure Continued Impact
- 37. PLANNING FOR MEASUREMENT Example: We can see that most sharing is happening in SharePoint and not OneDrive. Great insight is available now in the adoption pack.
- 38. PLANNING FOR ADOPTION If executing effective adoption campaigns leads to effective commitment is there anything else we should keep in mind?
- 39. CAMPAIGNS ENRICH COE CONTENT The campaign generates new resources, training, tips, tricks, success stories, and much more that adds continual value to your digital center of excellence.
- 40. PLAN FOR MULTIPLE LEVELS Building off of organizational guidance we should leverage campaigns to improve adoption and continually support our digital center of excellence. Individual Group Organizational Group/Individual Checklist Define An Adoption Plan & Campaigns Execute Campaigns & Add To CoE Update Adoption Plan (Repeat) Plan & Execute Campaigns (Repeat)
- 42. Adoption Services Review Governance Readiness Align With Business Objectives Measure & Review Plan & Execute Adoption Campaigns Improve Digital Center Of Excellence Start implementing some of these practices in your organization today and shift from tackling adoption as projects to tackling adoption like a service. GET STARTED ON TACKLING ADOPTION LIKE A SERVICE…
- 43. Thank You! SPFest,Sponsors, &YouForMakingThisPossible… 200+AwesomePresentationsAt.. Slideshare.Net/RHarbridge 600+PagesOfWhitepapersAt.. 2toLead.com/Whitepapers WhenToUseWhat.com Office365Intranets.com Office365Metrics.com Office365Campaigns.com Office365Extranets.com Office365Resources.com Message Me On LinkedIn or Email Richard@2toLead.com CTO & MVP | SPEAKER & AUTHOR | SUPER FRIENDLY Let’s connect and find ways to do more and work together.
- 44. Thank You! SPFest,Sponsors, &YouForMakingThisPossible… 200+AwesomePresentationsAt.. Slideshare.Net/RHarbridge 600+PagesOfWhitepapersAt.. 2toLead.com/Whitepapers WhenToUseWhat.com Office365Intranets.com Office365Metrics.com Office365Campaigns.com Office365Extranets.com Office365Resources.com Message Me On LinkedIn or Email Richard@2toLead.com CTO & MVP | SPEAKER & AUTHOR | SUPER FRIENDLY Let’s connect and find ways to do more and work together.
Editor's Notes
- Richard Harbridge is the Chief Technology Officer and an owner at 2toLead. Richard works as a trusted advisor with hundreds of organizations, helping them understand their current needs, their future needs, and what actions they should take in order to grow and achieve their bold ambitions. Richard remains hands on in his work and has led, architected, and implemented hundreds of business and technology solutions that have helped organizations transform both digitally and organizationally. Richard has a passion for helping organizations achieve more; whether it is helping an organization build beautiful websites to support great content and social strategy, or helping an organization leverage emerging cloud and mobile technology to better service their members or the communities that they serve. Richard is an author and an internationally recognized expert in Microsoft technology, marketing and professional services. As a sought-after speaker, Richard has often had the opportunity to share his insights, experiences, and advice around branding, partner management, social networking, collaboration, ROI, technology/process adoption, and business development at numerous industry events in around the globe. When not speaking at industry events, Richard works with Microsoft, partners, and customers as an advisor around business and technology, and serves on multiple committees, leads user groups, and is a Board Member of the Microsoft Community Leadership Board.