More than 60% of SharePoint projects are stalled, struggling, or failing, according to research conducted by the Association for Information and Image Management. If the goal is enterprise collaboration, it matters most how people connect and remain engaged, not simply how products and platforms function.
This session takes off the gloves and delivers an open discussion of why SharePoint and collaboration projects fail - and how to successfully recover. Better yet, you will learn how to set yourself up for success from the start! Join this session if your organization is contemplating a new project leveraging SharePoint, migrating to a new version of SharePoint, or needs to recover from a problematic implementation.
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The 7 Deadly Sins of SharePoint: Planning Successful Implementations and Avoiding Project Failure
1. The 7 Deadly Sins of SharePoint
Planning Successful Implementations and Avoiding Project Failure
LISTEN
KNOW
UNDERSTAND
CONNECT
2. 22
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12. 15
33%
Middle managers that say they
miss important information
because they cannot find it.
Accenture
Organizations that have suffered
at least one project failure in the
prior 12 months.
KPMG
59%
70%
25%
97%
240%
SharePoint projects that have
serious user adoption problems.
AMR Research
Social collaboration boost to
worker productivity.
Harvard Business Review
Number of organizations that
have been able to service more
clients, more efficiently.
ICE3
Boost to performance when an
organization engages customers
and employees.
Gallup
Rewards Risks
15
THERE ARE RISKS
AND REWARDS
15. Seven Deadly Sins That Cause Companies To Miss The Mark
THE 7 DEADLY SINS
16. 1919
How The “Deadly Sins” Came To Be
41% 59%
CPR Projects
Standard Projects
Not long ago, we noticed a trend.
It seemed more of our new clients were looking to revive
a failing project than begin a new one. We became
obsessed with this and realized it’s true – we are in fact
experts in failure.
Today, 59% of our new business
revolves around resuscitation and
rescue.
We’re proud of this. Our experience helps us understand
the obstacles that every organization will face. We use
this experience to ensure your success.
18. 33%
Companies who say
lack of strategic plans
are the biggest on-
going business issue
AIIM
Be Strategic
50%
Measure Progress
Project Managers who say
that their projects fail to
consistently achieve what
they set out to accomplish.
KPMG
75%
Be Specific
Project team members who
think the project will fail due
to “Fuzzy business objectives
and out-of-sync stakeholders.”
Geneca
24. 28
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
This is our third (or more) time
This is our second time
This is the first time
How Many Times Have You Tried to
Implement A Collaboration Tool?
Satisfied Unsatisfied
25. Gartner – Carol Rozwell
http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/
of social and collaboration
business efforts will not
A Focus
On Technology
80%
achieve the intended benefits due to
inadequate leadership and an
OVEREMPHASIS ON TECHNOLOGY
27. 31
Engagement
Forming bonds awakens a
desire to serve each other
1
Information flows easily and
ideas begin to multiply
Relationships
Relationships
become natural and
organic
Connections
Bring people
together in friction-
free ways.
2
34
Innovation
30. Cadence Group, 2011
Rigid at the Core
Flexible at the Edges
Corporate metadata, retention
policies, auditing, Intranet homepage
content, published articles, etc.
My Sites, OneDrive, collaboration,
team, and project sites, check-in/out,
keywords, personal views, etc.
33. 30%
Increase In Project Success
There is a 30% increase in project success when a
collaboration project includes a multi-departmental steering
committee.
AIIM
35. Clearbox – Workplace Manifesto
44%
Employees that say insufficient
training is a barrier to adopting
new workplace technologies
36. • Spread the news and build
excitement
• Create ambassadors and
champions
• Make it easy to provide feedback
Proclaim
• Don’t assume everyone is an
early-adopter
• Deliver just-in-time, bite-sized
help when it comes to training
• Start early and repeat regularly
Prepare
39. 50
1
2
3
4
5
6
7
Unclear Roadmap or Unmeasurable Goals
Unrealistic Expectations
Tool-First Mentality
Forget About People
Too Many Rules
Set It and Forget It Mentality
Improper Training and Communication
ControlPlanning
The 7 Deadly Sins of SharePoint
50
42. Gather and capture
the right information
Analyze and interpret
the relevant information
Develop a plan to
act on the information
Measure the results for
continuous improvement
Listen Understand Connect Know
The LUCK Principle™
43. 54
𝑓 𝑥 = 𝑎0 +
𝑛=1
∞
𝑎 𝑛 cos
𝑛𝜋𝑥
𝐿
+ 𝑏 𝑛 sin
𝑛𝜋𝑥
𝐿
The SharePoint Success Formula
54
44. 5555
No Matter Where You Are, Start With Listening
Pause
• Who says we are struggling?
• What are the struggles that we
are facing?
• When did we first notice we
were struggling?
• Where are we now?
• Why have projects failed in the
past?
• How do our people think we’re
doing?
Struggling
Plan
• Who will this impact?
• What would help our people do
their jobs better?
• When would we be ready for
this level of collaboration?
• Where are we going?
• Why are we solving this
problem?
• How can I bring people
together in my organization?
Starting
Prepare
• Who is leading this effort?
• What problem(s) are we trying
to solve?
• When will we have the
resources to start?
• Where do we see risks?
• Why are we doing this
project/initiative?
• How well do we collaborate
today?
Seeking
45. 56
How Many Sound Like Your Organization?
We work regularly with other departments
We trust colleagues completely
Failure is embraced and discussed
IT is an enabler and supports the business
4
3
2
1
0
Very High
Average
Very Low
How Many Sound Like Your Organization?
Our best work is produced by individuals
There is competition for rewards, recognition, promotions, etc.
For someone to succeed someone else might not succeed
Fingers are sometimes pointed when mistakes are made
SharePoint
Success
Likelihood
4
3
2
1
0
46.
47. We can't solve problems by using
the same kind of thinking we used
when we created them.
— Albert Einstein
“
1 MINUTE
QUESTION: How many of you have never failed…you’re perfect?
1 MINUTE
1 MINUTE
In the next couple slides, I’m going to give you 2 overarching themes that we see a lot (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
1 MINUTE
In the next couple slides, I’m going to give you 2 overarching themes that we see a lot (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
1 MINUTE
Obviously we’re going to be talking about SharePoint today, but you should know that over 60% of all SharePoint initiatives fail to meet expectations. This is an AIIM stat, not a C5 stat. In fact, Gartner even has this number as high as 80%.
At least 3:5 of you will struggle with SharePoint, if you aren’t already.
In 2013, this was 61% (so what’s going on)?
Source: AIIM, Gartner
1 MINUTE
In the next couple slides, I’m going to give you 3 universal truths that we see (there are more), and then we’ll dig-into the 7 deadly sins that are most common and most recurring across the organizations we see.
How many of you have never failed? You’re perfect?
So have many others
Walt Disney
Beethoven
Einstein
Edison
And the list goes on and on….
So have many others
Walt Disney
Beethoven
Einstein
Edison
And the list goes on and on….
2 MINUTES
So, let’s just be honest, you guys aren’t really doing a SharePoint project.
You know that right? It’s never been about SharePoint (or at least it shouldn’t have been).
Forgot why we were doing these projects
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We get a majority of our information - our knowledge - from other people
Then if this is the case, it only makes sense that we spend a little time better understanding how people – you and I – affect collaboration in our organizations.
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1 MINUTE
Lastly, I want to share something else that’s going on with our people…
Can you believe that 70% of employees are disengaged?!
That's pretty shocking to me, not just because I’m a business owner, but because those are just staggering numbers.
Hopefully, I don’t have to tell you how this would impact a company, but it’s something that successful collaboration initiatives and intranets can improve.
- CLICK
2 MINUTES
Before you start doing anything, it’s always a good idea to understand both the risks and the rewards.
STAT: In fact, 60% of all SharePoint and Collaboration projects are struggling or flat-out failed
I won’t read all of these aloud to you, but in addition to great increases in productivity and serving clients…
The two greatest priorities continue to be lack of executive support and “other bigger priorities”:
22% cite lack of executive support as the primary barrier to implementation.
18% cite “other, bigger priorities” preventing them from implementation.
http://www.prescientdigital.com/downloads/2012%20Social%20Intranet%20Study_Summary_Prescient%20Digital%20Media.pdf
Talk about CPR session tomorrow
2 MINUTES
When most organizations hear “planning” they think requirements, what do we need to do, etc.
So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here.
But what we’ve found is this is not entirely true and actually contributes to the failures.
-----------------------------------
On average, 2 decisions per $1,000 in LABOR costs.
Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc.
EXAMPLE:
$100,000 = 200 individual decisions
So what was maybe 15-30 individual tasks is now 200+ decisions.
2 MINUTES
When most organizations hear “planning” they think requirements, what do we need to do, etc.
So they quickly move from an idea to what needs to be built, and finally develop a project plan with some tasks on it that looks like the Gantt chart here.
But what we’ve found is this is not entirely true and actually contributes to the failures.
-----------------------------------
On average, 2 decisions per $1,000 in LABOR costs.
Of course, this is not a definitive law, and also depends on the status of the organization, structure, etc.
EXAMPLE:
$100,000 = 200 individual decisions
So what was maybe 15-30 individual tasks is now 200+ decisions.
Over the next few minutes, I’m going to share with you 6 areas where we see this disconnect manifesting itself in today’s organizations.
When companies are trying to build a collaborative intranet, what are they missing and why are they failing?
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1 MINUTE
QUESTION: How many of you have ever been on a road trip?
What does done look like?
Are your goals actually measurable?
How do you know when you’re done and have met the goals?
What do you do if you had no goals and you’re trying to recover; how do you know if you are off track?
If you guys were going on vacation, maybe traveling cross-country by car, wouldn't you have a map?
You’d probably also have the roads you were taking, where you’d stop along the way, and probably even check the weather for the journey.
So why don’t we do this with our projects? Especially SharePoint.
That’s what this is about – know where you’re going, what obstacles lie in your way, how will you know when you are done, etc.
Example: “We need an new Intranet” Why? What does “Intranet” mean to your organization?
1 MINUTE
Just to further illustrate this point, here are some stats on just how important it is to have proper planning and to know where you are going
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1 MINUTE
QUESTION: Anyone ever been let down?
Wrong expectations always leads to disappointments
We hear things like:
“This will make us so much more productive right away.”
“We don’t seem to be collaborating like they are. Why is it working so well for them?”
“We have smart people, very technical people, a day of training should be plenty.” (or, there's no way we'll get them for that long)
“The old way was more comfortable for me.”
“I developed the old way and I know how it works – I can’t get my head around this new way of doing things.”
- CLICK
2 MINUTES
Most organizations grow processes over a long period of time
They were made to deal with the realities of the landscape and the limitations of a small or growing company that had to get a process in place quickly
But as they grew, they found that the processes didn’t scale – and they were slowing them down
So they start to envision automating them so they that narrow and curvy path becomes a superhighway
And they look for shortcuts. Something that they can just install and quickly configure that will solve their problem. It’s easy to get caught up in the promise of something that can do this without realizing that there’s really nothing new under the sun. The laws of successful projects change about as fast as the laws of economics.
So when they try to quickly pave over those old well worn paths,
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they end up with something like this!
The reality is that it takes a lot of careful planning to go from the footpath to the superhighway, and with the right planning approach in place,
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you’ll have something that looks like this for a while
Just like a highway project – it’ll be important that you manage it in phases so work can still get done, but you gradually introduce the processes across everyone in the organization
Possibly a good place to say…
What we often see is an expectation that you’ll go from a footpath to a superhighway
But instead you end up with a permanent traffic jam
Another way to think of this is like building a house
If you don’t know where you’re going, you may not have the right plumbing, the right foundation … and you may be enabling your workers to build on top of a foundation that will collapse under them.
1 MINUTE
QUESTION: Anyone ever been let down?
Wrong expectations always leads to disappointments
We hear things like:
“This will make us so much more productive right away.”
“We don’t seem to be collaborating like they are. Why is it working so well for them?”
“We have smart people, very technical people, a day of training should be plenty.” (or, there's no way we'll get them for that long)
“The old way was more comfortable for me.”
“I developed the old way and I know how it works – I can’t get my head around this new way of doing things.”
- CLICK
HALFWAY
1 MINUTE
I love new tools. Just want to find a use for it.
One thing we have found to be certain is that focusing on technology always leads to disappointments.
Throwing tools at it – most organizations are really looking for a technology “quick fix” - it just doesn’t work like that
Garage analogy
Silver Bullet – hammer and nail
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2 MINUTES
One thing we have found to be certain is that focusing on technology always leads to disappointments.
Garage analogy
This includes being “owned” by IT (or the business) – it should be a collaboration between them.
Focus on connecting people, bringing people together
As you approach the 2nd and 3rd times, people really begin to lose faith/trust in the next solution and become more resistant
Failure not only costs money, it costs satisfaction (which lowers productivity), and ultimately could cost jobs
Avoid the Silver Bullet
Technology is a wonderful thing, but it’s not the only thing
One size never fits all
Understand what it is you are building and for whom
http://blogs.gartner.com/carol_rozwell/2013/08/20/outputs-are-important-but-behaviors-are-better/
http://www.mycustomer.com/topic/social-crm/gartner-80-social-business-efforts-will-not-succeed-through-2015/161754
http://www.gartner.com/newsroom/id/2319215
More detailed analysis is available in the report "Predicts 2013: Social and Collaboration Go Deeper and Wider." The report is available on Gartner's website at http://www.gartner.com/resId=2254316.
However, whilst adoption is set to escalate, Gartner estimates that through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology.
Carol Rozwell, VP and distinguished analyst at Gartner, explained: “Businesses need to realize that social initiatives are different from previous technology deployments. Traditional technology rollouts, such as ERP or CRM, followed a ‘push’ paradigm.
Rozwell added: “There is too much focus on content and technology, and not enough focus on leadership and relationships. Leaders need to develop a social business strategy that makes sense for the organization and tackle the tough organizational change work head on and early on. Successful social business initiatives require leadership and behavioral changes. Just sponsoring a social project is not enough — managers need to demonstrate their commitment to a more open, transparent work style by their actions.”
2 MINUTES
No immediate value
Sometimes no value at all
User-centered = User-supported
Making it hard – friction, barriers
Make sure that your first phase has very clear and very real value for the users/audience.
One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while.
WIIFM – Not integrating it with the normal “workflow” of the users
Get them involved in the process – People support what they help create
Focus on value vs ROI – ROI comes from use, not implementation.
Failure to Provide Immediate Value
Make sure that your first phase has very clear and very real value for the users/audience.
One of the “easiest” things you can do to aide in user adoption is to give your users something that makes it worth their while.
Failure to Involve Users in the Discovery and Design
How many people who have to use your SharePoint system REALLY like it? I mean TRULY like what it does for them? Why/why not?
If you were architecting a house, would you expect the architect to simply go off, form a committee of architects (or other home owners) and then build your house? NO – you would be involved, as should your audience.
2 MINUTES
Since without people, none of us would
have any reason to implement SharePoint and
have anyone to actually implement SharePoint
The culmination of all of this hard work to bring people together, form relationships, and achieve engagement, ultimately bears the fruit of innovation and ideas
Or put another way: new products, better customer service, more efficient processes, more customers
This is the collaboration nirvana that every organization wants, but as you can see, technology is nowhere to be found in this lifecycle. It can help – as a tool – but it’s not the core driver for this.
66% of CIOs from top-performing enterprises consider collaboration as key to driving innovation.
McKinsey & Company, 2012. “The social economy: Unlocking value and productivity through social technologies.”
http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
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1 MINUTE
1 MINUTE
1 MINUTE
2 MINUTES
I like the color blue. What if I told you, you can pick any color you want, as long as it’s blue?
We’ve gone to the extreme when it comes to compliance
We have to find the balance
Implementing collaborative intranets with rules so restrictive people can't collaborate is a recipe for disaster.
Rules of the road = yes (governance)
Straight jacket = no
Don’t tell your employees you want them to collaborate more, but they can only do it on Tuesday and Thursday, etc…
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1 MINUTE
You don’t have to implement every one…I promise!
We have to find the balance
Generational changes (25 year olds and 65 year olds working together)
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Examples:
Rigid Core: Retention of 7 years
Flexible Edges: Check in/out policy
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2 MINUTES
Doesn’t mean you can’t set the cruise control, automate some processes, make the trip a little better, but you still have to steer and always make sure you are pointing toward your destination.
QUESTION: Run out of projects at home?
SharePoint (and collab) is one initiative that should never be “finished”
Planning is not enough.
Projects often take wrong turns, or initial solutions prove unfounded. The project manager who does not prepare to re-plan, or has not considered and planned fall-back positions when initial plans fail, will often find that the project first stalls, and then fails.
Training new employees
Project management is not a straight-line process, but an iterative process that requires agile rethinking as the known environment changes before your eyes.
There has to be a process for continuous improvement
Changing, adapting, new employees, new generations, new ways of communicating
Do you have a strategy and process for ensuring you continue to improve?
This is a sophisticated platform, but it needs maintenance like everything else in life.
Forget to change with the times
You’re never really finished (training, adoption, improvements, leveraging new technologies/processes)
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2 MINUTES
Projects typically stall before they fall
Even the worst projects can start strong
The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
2 MINUTES
Projects typically stall before they fall
Even the worst projects can start strong
The key – as we saw before with the construction slide – is to quickly move through this because at his point, because should you get stalled in a construction mode, the next phase is project failure
1 MINUTE
- One final stat I want to share is this one that speaks directly to the point of not just having a steering committee, but having one that spans multiple departments.
2 MINUTES
As a consulting firm, as you would expect, clients want to keep project costs low.
Training is not an event
What happens when you hire new people, people leave/join a role, etc.
Lack of communication – it goes a long way Let people know what’s going on and why.
People use and will support what they help create
1 MINUTE
- So it goes without saying that compliance is a hot topic today and something impacting collaboration and our Intranets
2 MINUTES
If people are at the heart of collaboration, then along with planning, it only makes sense that you spend time helping them understand the value of what you are doing
One way we do this is by what we call Prepare and Proclaim
Prepare
Training
Understanding of not only the what, and how but the WHY (adoption, change mgmt)
On-going
Project team (core, extended, etc)
Proclaim
Communication plan (banners in breakroom, email blasts, videos, contests, etc.)
Get people excited
Get people involved (project team)
Make it easy to provide feedback (I’ll talk about that )
People support what they help create
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Top 5 change drivers:
Sense of 'Why' - purpose/connection
Campaigns and communication
Behavior of Colleagues
Behavior of senior leaders
Behavior of managers
Lowest ranked – classroom training
The Organization in the Digital Age: 10 Findings for Digital LeadersJane McConnell
This 9th annual global survey included 373 people from 26 countries representing 280 organizations. Participants responded to an in-depth online survey of 140 questions. The data was collected between October 2014 and early January 2015.
- 3 Don’ts and 3 Dos
5 MINUTES
Who: A large manufacturer of hotel guest supplies
What: A well-planned, small scope, pilot SharePoint deployment
Situation Assessment: Shortly after deploying the pilot project to a single department, good news traveled fast and other departments and users began leveraging SharePoint, creating sites, customizing pages, adding users, etc.
The CPR: The first step was to understand exactly who was using SharePoint throughout the organization. SharePoint web analytics and interviews/conversations with the departments helped determine this. Next, an audit was performed to determine the functionality being used by these departments. Once it was understood what users were doing with SharePoint, a Governance Committee was formed to develop and implement the “rules of the road” for this organization. Lastly, the committee members worked with each department to get their sites in alignment with the overall rules and trained each department on the rules and SharePoint functionality.
How Are They Recovering: Users feel empowered and are able to be self-sufficient, but within the boundaries set by the organization – there are simply things you can and can’t do. Users also better understand how to use certain functionality, which makes them more productive and satisfied with their work.
5 MINUTES
Who: An international university with a globally dispersed alumni population
What: A social alumni portal on SharePoint that would keep alumni profiles in sync with the alumnus’ primary record in CRM
Situation Assessment: After two failed implementations over 2 months, and very little accomplished, the client came to C5 Insight with an extremely short timeframe remaining (6 weeks) and a project that never got off the ground.
The CPR: First, we had to stop the bleeding and the pain. We knew we had to play catch-up, so we moved quickly to get a team in place to tackle this project. Next, we quickly prioritized the needs, eliminating scope and functionality that was not “mission critical” for the deployment. Lastly, we started training and testing from day 1, rather than waiting until the end of the short project phase.
How Are They Recovering: Shortly after the successful launch for graduation, we conducted a three-day Scoping Assessment to recast the vision and direction for SharePoint. We were then asked to rescue another CRM project for this same client that we wrapped-up last year.
5 MINUTES
Who: A large manufacturing company
What: A global SharePoint deployment, primarily used for document management
Situation Assessment: Two top employees in IT have experience with SharePoint and would like to implement it within the organization. They “know” exactly what is missing at the company and how SharePoint can solve these problems. Unfortunately, after a very large deployment, users literally hate the very word “SharePoint” and think it was one of the largest failures at the company.
The CPR: We first collected anonymous surveys from all users to determine their greatest challenges and pains. We formed a governance committee with various department members in addition to IT. We “turned off” functionality that was not immediately needed and created “noise” for the new users; tested the remaining functionality to ensure it fully met the needs; developed tip-sheets for the users; held a one day boot-camp on the use of the system; and re-launched to the organization.
How Are They Recovering: Today, SharePoint is thriving and users see the value in the new platform and have increased productivity.
- 3 Don’ts and 3 Dos
50
2 MINUTES
Sounds great Curtis…So…practically speaking, how do we do it?
I’m so glad you asked
1 MINUTES
Don’t believe me?
What I’m going to share with you over the next few minutes will provide you with an easy way to remember how to spend 80% of your time on planning and control.
Relax – it’s not that kind of LUCK
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In fact, we believe in this so much that we:
1) trademarked the luck principle and
2) are writing a book that will be out this year.
1 MINUTES
Don’t believe me?
What I’m going to share with you over the next few minutes will provide you with an easy way to remember how to spend 80% of your time on planning and control.
Relax – it’s not that kind of LUCK
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In fact, we believe in this so much that we:
1) trademarked the luck principle and
2) are writing a book that will be out this year.
FOURIER SERIES
The Equation – it’s not rocket science (it ain’t even algebra). It’s also not perfect, but will minimize your rick of failure and increase the likelihood of success
If you are in the midst of a project that’s not going well, go into self-diagnosis mode. Check-in with the end users, review the original goals and objectives, the budget, the duration, the risks.
Beginning the CPR process:
Don’t assign blame, accept responsibility and look for solutions
Think the Oz Principle
Be honest, if someone needs to be fired, do it
Create a new plan that is honest and in balance
5 MINUTES
And depending on which stage you are in, the questions to ask and the “formula” is different
So it’s not THE SharePoint Success Formula – It’s YOUR SharePoint Success Formula
So in other words – PREPARE – PLAN – PAUSE
As I close, if I could give you guys one piece of advice for improved success, it would be to spend extra time on people
LISTENING
UNDERSTANDING
CONNECTING
KNOWING
2 MINUTES
Answering those questions is a great start, but one trend we’re starting to notice now is a mismatch between the company culture and project goals.
So I came up with this quick, 60-second collaboration readiness assessment that is not scientific, but will give you a “quick and dirty” gauge of how likely you are to succeed with SharePoint.
The truth is, if you don't have a culture of sharing, collaborating and working together, then no tool in and of itself is going to magically fix that.
Here’s how it works:
In the first section, check how many sound like your org?
In the second section, check how many sound like your org?
Draw a line between the 2 numbers
This is a quick and dirty assessment of how likely your org is to succeed at collaboration
Again – not a mention of tools…see a trend here?
1 MINUTE
At the end of the day, this Einstein quote sums it up best….
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So as we move from disconnect and struggles to getting more out of SharePoint, I think Einstein says it best…
We have to think differently – and that’s what we try to do.
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