Driving Office 365 and Microsoft Teams User Adoption
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Microsoft Teams and Office 365 allow you to improve organizational communication, collaboration, and productivity by empowering users through a robust suite of applications. However, no matter how great the tools, adoption is critical to ROI. And whether you have 100 users or 100,000 users, the steps to ensure adoption are the same. Learn how organizational change management supports the successful migration to and adoption of Office 365 and Microsoft Teams. Our webinar covered experience from several large projects to discuss the importance of: - Executive sponsorship and alignment - Defining the vision and the “why” - Change management strategy and tools/deliverables - Measuring successful adoption
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Driving Office 365 and Microsoft Teams User Adoption
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Notes de l'éditeur
- Stress the end results and outcomes. PRFT is driving Proficiency on the platform. Most are driving adoption…
- Office 365 and Teams provide people and their organizations with modern tools to be more productive and better communicate and collaborate. However, what if leaders enable these tools, but people don’t adopt and use the tools? Numerous research studies find that two-thirds (70% percent) of projects fail to meet their business goals – because people do not adopt the change. Don’t expect to hear the voice in the corn fields from Field of Dreams promising you that “if you build it, they will come”. Just because you enable a great tool does not guarantee people will use it. Thus, organizational change management (also called adoption and change management) is an essential element of a successful change initiative.
- Successful change projects are dependent on three factors: When these three factors are active, individual and collective adoption takes place and expected benefits and ROI are achieved. Change management is a structured approach to get people Ready – Willing – and Able to accept and embrace new ways of working. People need time to prepare for a change – more than telling them on Thursday, sending them to training on Friday, and launching the change on Monday.
- We recommend that leaders focus on four key activities during the early planning phase of their change initiative. We will discuss each of these in more detail.
- The first key is to obtain an executive sponsor. The executive sponsor is generally the person giving financial support for the change initiative. This person should have a vested interest in the project’s success and have skin in the game. A strong sponsor is especially important when scope of the change is large and highly disruptive and when the organization is expected to resist the change. When coaching executive sponsors on their role in the change, we teach them the ABCs of executive sponsorship: A – Actively and visibly participate throughout the project – not just show up at the kickoff meeting, but throughout the project. B – Build a coalition of sponsorship with peers and managers – this is essential to listen to and address management concerns. Building a coalition helps build influence and political power for the change. C – Communicate directly with employees. Other key traits of effective sponsors include Strong communication skills, create engagement through passion and enthusiasm, engaged and involved, visible and supportive, approachable and available, recognized leader with sponsorship experience.
- People are more likely to support the change when they are involved in the planning and have input into the change process. Also, leader support and buy-in is one of the top factors in successful change. Thus, the second step after securing an executive sponsor is to identify stakeholders – leaders of groups that will be impacted by the change and others who will be influential in the success of the project. There are five main goals of this stakeholder assessment. By involving leaders early in the process, they can help you identify any areas of resistance or risks that could emerge so plans can be made to mitigate the issues.
- As you meet with executive sponsor and key stakeholders, compile and analyze the data to assess the current levels of readiness, influence, and impact by each stakeholder and their group. Here is an example of a stakeholder analysis we did with a recent client that was launching Office 365 and Teams. This information helped inform our communication and training plans, and helped us identify the need to give special focus to the executive and administrative assistant group, the revenue cycle management, and HR groups – which all had a high degree of impact from the change.
- Before you can meet with stakeholders and assess their readiness for the change, you need to understand the vision from the executive sponsor. This vision is about a world or future state that does not yet exist. As Simon Sinek explains, sponsorship and stakeholders as leaders who will point the direction, articulate the vision of the world that does not yet exist, and then ask others to help realize the vision. Our next key for successful change is defining the change vision.
- So what do we mean when we talk about the need to define the change vision? Vision refers to a picture of the future with some implicit or explicit commentary on why people should strive to create that future. In a change process, a good vision serves three important purposes. Clarifies the general direction for change (we are here today – and we need to be there in a few years). An effective vision says: This is how our world is changing, and here are compelling reasons why we should set these goals and pursue these new products/acquisitions, etc. to accomplish the goals. Motivates people to take action in the right direction – knowing that the initial steps will likely be personally painful. The action that needs to take place may not be in people’s short-term self-interests. Changes called for in a vision almost always involve some pain – and move out of our comfort zones. An effective vision helps to overcome the natural reluctance to do what is necessary and often painful – by being hopeful and motivating. An effective vision acknowledges that sacrifices will be necessary – but that sacrifices will yield particular benefits superior to those available today. Helps to coordinate the actions of different people – large numbers of people – in a remarkably fast and efficient way. With a shared vision, people can work together with some degree of autonomy and yet not trip over each other. When people hear about the change they will have many questions. One of their first questions is “why are we changing” and “why change now?” Their secondary questions will be to understand what is changing, when will the change take place, and how will the change impact and benefit me. 1. Focus on the why Communicate the inspiration behind the change to ensure everyone is on the same page about why it's necessary and the ultimate goal. Explain how the transformation will benefit the business, why it's critical for future viability, and how it impacts employees. Help them to understand how their contribution is vital to success and why the transformation is important, not just for the organization, but for them on an individual level. When you create a common purpose among the entire team, employees are much more inclined to get onboard. 2. Create personalized communication journeys Any change is a journey, and personalizing communication for where employees are in that journey is critical. In marketing, this means meeting the customer where they are in the buying process. In digital transformation, your employees are the customer you need to convince to buy into the change. One-size-fits-all doesn't work, and communication is not an event; it's a process. Personalize the message to address each employee's point of view, to inspire, inform and reinforce it appropriately throughout the journey. What are their concerns and questions? What challenges are they facing? They're likely already very busy and constantly bombarded with information in their personal and professional lives. You must meet them where they are right now with a tailored message that resonates and cuts through the clutter. For transformational change and behavioral change – beyond transitional change - the vision to change cannot be an authoritarian decree or micromanagement of telling how every detail of the change and monitoring compliance.
- After the “why” questions are answered, people need other questions answered including what is changing, when will the change take place, and how will the change impact and benefit me.
- Here is an example from a recent project. This client has a three year vision to create a modern workplace to all 6,000 employees across their corporate and field employees. This graphic was created to help leaders and employees see the big picture and see the progress they have made, where they are today, and what changes area ahead.
- As discussed a few minutes ago, the vision for change describes the current and future state. The vision communicates the business case for change. When possible, we work with clients to incorporate graphics to help leaders communicate and employee visualize the change and benefits. In this example, the change will impact employees at two levels. At the personal productivity level, they need to move from storing personal work related files on a hard drive or network drive to cloud-based servers. At a team collaboration level, employees had multiple places where they stored and shared files. Going forward, employees would use Teams for collaboration and file storage and sharing. Benefits of these changes will allow leaders and employees to access files and collaborate from any device, at any time, from any where. This graphic became the common image for people to understand the vision.
- Office 365 and Teams require leaders and employees to unlearn old paradigms and behaviors and embrace new ways of working. These shifts come through a combination of learning methods and support from leaders. Communication: High-level and Persona Specific Training: Classroom, Virtual, Web-based, and On-demand Playback Recordings Office 365 Learning Support Sites (Learning Pathways) Gamification to engage with leaders and employees and make learning fun Use Teams to Implement Teams Early Adopters and Change Champion Networks Pilot Teams with Select Regions or Stakeholder Groups to Gain Buy In and Quick Wins Office Hours: Walk-up Kiosk or Open Bridge Line to Get Answers to Non-technical Questions
- Communication plays an important role in helping people become Ready and Willing to change. These messages are coordinated at both a high-level and role or persona specific level so that people will often hear similar messages from different communication channels to help the message about change stick. We recommend clients start with high-level messages from the executive sponsor and other senior leaders that speak to the vision and case for change. These messages are most effective when they are delivered live or recorded so people hear it directly from their leaders in their own words. Next, we recommend that leaders provide email communication that provides more details on the change like the date that Office 365 and Teams will go live and how and when people will receive classroom and/or web-based training. Posters, digital signage, and articles on company intranet portal help reinforce key messages and keep information about the change top of mind with leaders and employees.
- In today’s fast paced world, people need training that is available to them in a just-in-time and just-enough format. To meet those needs, we give people options such as instructor-led and self-paced training. Instructor-led training can be face-to-face or virtual depending on the location of the trainer and the employees. Self-paced training includes accessing web-based training videos, job aids, and other reference materials from a learning portal. We recommend Learning Pathways, Brainstorm, or Clip Training as three options to our clients. Brainstorm and Clip Training are third-party partners that provide high-quality How To videos on Microsoft Office applications in short 1 to 2 minute clips available from desktop or mobile devices. You will see some screenshots of Learning Pathways and Brainstorm in the following slides.
- Learning Pathways is an Office 365 learning portal that provides access to How To videos, step-by-step procedures, and other reference materials directly from Microsoft. The top left screen shot shows an example of a home page and people can select to learn about Teams or OneDrive. The Learning Pathway is configurable for any and all Office 365 applications and available via mobile devices. The second screen shot is an example of playlist for Teams with short How To videos and the third screen shot gives step-by-step procedures. These videos and procedures are automatically updated by Microsoft as functionality changes and improves. From the tool bar at the top of the screen, you can access information about and register for instructor-led training and contact information for technical and non-technical questions within your organization.
- Brainstorm, one of our third-party partners provides QuickHelp – snack size videos organized into a playlist by specific application or curriculum. In this example, you see a group of 7 training videos on Teams and a group of training videos by Phases 1 that are assigned to employees before and after the Office 365 go-live events. One of the great benefits of these web-based and self-paced learning tools is that they are available on-demand from any desktop or mobile device.
- While communication and training are important activities to help prepare people for adopt Office 365 and Teams, people often need practice and support using these new tools after they go-live. To help support our clients in the post go-live period, we recommend using Teams to learn and reinforce the benefits of Teams. This screen shot is from a Teams site of a client that I worked with earlier this year. We had several key groups including 200 early adopters – people from each department across the organization who received Office 365 and Teams a few weeks before the rest of their group. Also, we worked with about 30 executive administrative assistants because this group played a key role in helping to support their executives and their work groups. After these groups attended training and received Office 365, we used Teams to communicate with them to get feedback on their experiences, answer questions, and let people share tips on how they were using Teams and Office 365. We also used Teams to help the project team communicate and collaborate with the IT Help Desk – which often allowed them to resolve tickets faster than their regular Help Desk tool. This learn-by-doing approach helped build experience and confidence in using the Teams and helped these groups better champion the change across the organization.
- Collaboration Strategy Create a collaboration strategy and roadmap through education workshops, proof of concepts, key findings, recommendations, and governance strategies. You’ll learn what to use when and how to get the most out of Microsoft 365 collaboration workloads such as Teams, SharePoint OneDrive, Yammer, and others. Technology Enablement Enable your organization to do more with Microsoft Teams faster through an enablement methodology for building solutions for your business stakeholders. Our Team will work with the client to build out MS Teams-based solutions for their business units/partners. Content Migration Develop the right strategy for mapping and migrating content from your content repositories into Microsoft Teams. Change Management Strategy Create enterprise stakeholder management, communication and training plans for the wider roll-out of Microsoft Teams. Bot Development Ensure adoption and make MS Teams “Sticky” with the organization by offering more information and services through the Teams platform. Create an Azure Bot for MS Teams to help integrate with other systems such as ServiceNow, Salesforce, or an HRIS. Direct Routing Pilot Complete the analysis and execute a Microsoft Teams Direct Routing phone system pilot according to best practices to achieve the optimal user experience. Skype to Teams Migration Plan and execute your transition from Skype for Business Online to Microsoft Teams and begin using the power of the cloud for telephony and conferencing PBX Assessment The PBX Assessment evaluates the configuration of third-party phone systems such as Cisco, Avaya, Mitel, Siemens, etc. and generates an executive summary and detailed feature parity analysis with Microsoft Teams. Network Assessment Understand voice, video, and application sharing network performance.