Organizational change management is one of the most overlooked and under-planned parts of many SharePoint implementations. You simply cannot afford to ignore the importance of this topic. Successful organizational change management is a critical component to ensuring the success of any SharePoint initiative.
In this session, we will discuss field-proven tactics to help your users make sense of the change that your SharePoint solution will inevitably bring into their daily work lives. You will learn a user adoption framework and some factors you should consider when planning your next SharePoint initiative. We will challenge the mindset that adoption can be driven, and embrace the concept of designing change for long-term sustainable cultural acceptance. By attending this session, you will be able to:
Design your own organizational change-management strategy
Understand how to foster user adoption
Understand how to engage and build solution champions
Build a communication plan
Apply field-tested strategies in your organization
6. 6
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
7. * 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
7
Why do we need Change Enablement?
26. Resist the sink
Link new functionality to specific problems or business goals, end users will see that
the tool is just an enabler to achieving value or goals.
27. 27
Support In Place
Remember that a defined escalation policy should be developed to ensure users are
getting quick assistance.
44. Silent Storm Activity
• For the next 3 minutes write down your favorite user adoption techniques
on a post-it (1 technique/idea per post-it)
• Once time has expired (3 minutes) please post the techniques you have
written down on the post-its in the phase area in which it would be most
helpful in supporting adoption
• Once you have posted your ideas up on the whiteboards please take a
seat so we can analyze our results
45. • Executive Blog
• Entry Communication
• Promotion Video
• 1st Touch Event
• Podcasts
• Posters
• Teaser Communication
• Employee Productivity
Home
• Early Adopter
• Webcasts
• Viral Marketing
• Roadshow
• Executive Sponsorship
• Teaser Communications
• Online/on-demand Training
• New Employee Orientation
• Tips & Tricks
• Virtual Coach
• SharePoint Sandbox
• FAQ
• Classroom Training
• Lunch & learn Training
• Brown Bag Sessions
• Auditorium Training
• Awards Incentive
• Newsletter
• Employee Productivity Home
• Dear John Letter
• Biggest Loser Contest
Sample List
51. 51
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
52. Dear John Letter
• Write a “Dear John” letter saying goodbye to
your old solution (ie. Intranet for example)
• Share those letters company wide
• Create a “Dear John” wall
• Publish them on your current intranet
• Run a contest and let others vote and pick their
favorite
• Share via social media (ie. Yammer/Sitrion)
• Pay attention to what people say this will
give you insight into what their hopes are for
the future solution
54. Biggest Loser Content Contest
• Challenge your site owners
premigration/upgrade to a “Biggest Loser
Contest”
• Track the starting “weight” of each site and
“ending” weight
• Focus is on getting rid of old content/sites prior
to upgrade/migration
• Publish the results on your current intranet
• You can have “weigh ins” if desired
• Share via social media (ie. Yammer/Sitrion)
• At the end have a “Biggest Loser” celebration
and name the winner(s) and celebrate the
success with entire group of site owners
60. 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
• IT Unity – http://www.itunity.com
• Microsoft Virtual Academy - http://www.microsoftvirtualacademy.com/
• TeckDog Training - http://tekdoginc.com/
• Pluralsight Training - http://www.pluralsight.com/
Notas do Editor
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
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.
You know that change needs to happen
Where do you start
Who should be involved?
Develop a sense of urgency around the need to change
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
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
Seek champions across the organization to help with initial roll-out and subsequent changes / improvements.
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.
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.
Start gradually with small deployments/numbers – follow the Roadmap as a guide, but be prepared to change it as needed.
Collect continual feedback and feed it back into your process and strategies
Encourage feedback and ideas; implement improvements based on the end user feedback.
Manage Expectations – not all the goals can be achieved at once – communicate the plan and the rationale for that plan
Lastly, be cognizant of the cultural challenges that will hinder the Adoption
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
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.
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.
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.
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
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.
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.
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.
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
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
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
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
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
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
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.
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.