Taking a Strategic Approach to Office 365
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The document provides guidance on taking a strategic approach to using Office 365. It discusses understanding the business opportunity with Office 365, making the right decision for an organization, creating the proper organizational context to achieve value, and driving effective use to realize benefits. A strategic approach requires analyzing scenarios, decisions, organizational constructs like culture and governance, and developing an adoption framework with elements like training and champions.
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Taking a Strategic Approach to Office 365
- 1. Taking a Strategic Approach to the Use of Office 365 Michael Sampson Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Drive Effective Use to Reap the Benefits of Office 365
- 2. Michael Sampson Facilitating Impact forTeams and Organisations from New Approaches toWork Consultant Author Workshop Leader
- 3. 1 2 3 What does a strategic approach look like? Why is this important? How do I get started?
- 4. Why is this important? 1
- 5. D M A PR O A A problem here … May have to be solved here … Or here … Or even here …
- 7. CONCLUSION You have to think differently about Office 365 if you want to achieve business impact.
- 8. IMPLICATION How you buy Office 365 is more important to your success than how it is sold.
- 9. What does a strategic approach look like? 2
- 10. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Drive Effective Use to Reap the Benefits of Office 365
- 11. Understand the Business Opportunity with Office 365 Scenarios
- 12. A set of online services provided by Microsoft A set of complementary Microsoft software applications to install on computing devices
- 13. A set of online services provided by Microsoft Exchange, SharePoint, Skype for Business, etc. Provided by Microsoft; dedicated data centres Subscription payment model; different market segments New advanced services (e.g., machine intelligence)
- 14. A set of complementary Microsoft software applications to install on computing devices Word, Excel, PowerPoint, OneNote, Outlook Multi-device plans (desktop, laptop, tablet) Cross-device support (Windows, Mac, iOS, Android) Auto-updates
- 15. But what could that mean for my business?
- 16. Capabilities in Office 365 BehaviouralOverall Concept, Research Findings Case Studies SoWhat? Roadmap
- 17. FOR EXAMPLE Profiling Employee Expertise.
- 18. We have no clue! Declared Expertise Deduced Expertise Discerned Expertise
- 19. Level 1. Declared Expertise • What I think about myself • What I know about myself • Accuracy depends on self-knowledge • Have to keep up-to-date • A separate activity from work • Expertise is asserted
- 20. E.g. SharePoint 2007 My Site
- 21. Level 2. Deduced Expertise • What the system reasons about me • What I read • The documents I write • The emails I send • Expertise is enacted • A by-product of work
- 22. Level 2. Deduced Expertise • E.g., SharePoint My Profile (in 2010) • “We enhanced user profiles to reflect colleagues, interests, expertise – either via explicit tagging or recommendations based on Outlook and Office Communicator.The model is opt-in so users can manage what information is shared publically.They decide when an interest is something they want to share or be asked about by others in the organization.”
- 23. Level 3. Discerned Expertise • What others see in you • What others recognise in you • My NewYork story • Expertise is socially recognised
- 24. Level 3. Discerned Expertise • E.g., GroupSwim (now in Salesforce Chatter)
- 25. On Internal Profiles Capability information for proposals Automatically up-to-date “Best” vs. “Good Enough” Content + Availability Value gained indirectly Another person searches and locates you From job description to project contribution Who can I get help with on this project?
- 26. Four Levels of Data Contributions, Membership What the Employee Does Systems for projects, document management, collaboration Name and contact details System Details Active Directory HR System Written introduction About the Employee The Employee Network Connectedness Other people connected with Explicit and implicit actions in systems
- 27. Research Findings Research: Mandating Participation Fails •KnowledgeYellow Pages (1990s) •Problem = getting people to fill out their profile •Proposed solution = mandated participation •But: • BP – 12% in first year • Pratt-Whitney Rocketdyne – 25% after 8 years
- 28. Research Findings Research:Will this mean I get extra work? •Roadblock – getting extra work when found •Solution: • Provide other means of sharing expertise (blog posts, etc.) • Basic expertise requests can be auto- answered • Advanced expertise requests
- 29. In Office 365: Delve Profile • Contact details from SharePoint Newsfeed • Highlights recent activity • Respects security settings on items • Most roads lead to the Delve profile • Delve activity is discrete items, not summarised themes • Launching board for interaction
- 30. In Office 365:Yammer Profile • Completely separate profile inYammer • Recent content activity • Contact information • Network information
- 31. For Office 365: Roadmap Intent •Delve as the kingpin profile •Refiners to Delve results •Profile integration? (Delve,Yammer) •More content signals into Delve • Microsoft Graph
- 32. Evaluation: Pros •Good progress on profile rationalisation •Delve answers who, what, how • e.g., easy access to contact information Evaluation: Pros and Cons
- 33. Evaluation: Cons •Two profiles is bad •No reasoned expertise (only aggregated activity) • Can’t answer “who should I ask about X?” •No suggestions • Actions to take • Actions to stop taking Evaluation: Pros and Cons
- 34. Behaviours: Define the profile baseline •Minimum profile standard, e.g., • Up-to-date professional photo • Contact phone number • Geographical location • Job title •Issues: • Check corporate guidance on privacy • Senior executives need to model Behavioural Aspects
- 35. Behaviours: Senior Executive Modelling •Up-to-date profiles •Active users of Office 365 •Emphasize collaboration habits Behavioural Aspects
- 36. Many Scenarios to Explore • Embracing Hands-Off IT • Storing and Sharing Files • Document Co-Authoring • Meetings • Discussions • Team Projects • Thinking Productively • Distributing Updates • Structuring Ideation • Making Decisions • Sharing Experiential Learning • Building EfficientWorkflows • Discovering Expertise • Achieving IndividualCoherence • Exploring BeyondYour Role
- 37. CONCLUSION Use common scenarios to explore what’s available in Office 365. What makes most sense for your firm?
- 38. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Decision Analysis
- 39. QUESTION There are various realities with Office 365. Are these good or bad for you?
- 40. Reality: IncredibleArray of Capabilities • Wide array of capabilities • New productivity services • What makes sense for your organisation? • The challenge—which tool for what? (and under changing tool capabilities)
- 41. Reality: It’s Microsoft’s Problem • Microsoft has the responsibility to: • Make the service run reliably • Deal with upgrades • Handle any migration activities
- 42. Reality: Scalability for New Users • No new infrastructure to deploy • Add new users, assign licenses, and GO
- 43. • Monthly or annual pricing • But to save money: • De-establish internal infrastructure • Re-allocate or dis-establish head count Reality: Clarity on Costs
- 44. Reality: Opex not Capex • Don’t need to find Capex allocations in budgets • But: • You Own Nothing • Locked into perpetual licensing • You can no longer skip an upgrade cycle
- 45. Reality:You Pay More to Microsoft
- 46. Reality: Office 365 Has Outages June 2014 North America (9h) Exchange June 2015 United Kingdom (13h) Exchange July 2015 North and Latin America Exchange Dec 2015 Europe (4h) Azure AD
- 47. Reality: Hands-off vs. Hands-different • Changing role of IT professional • NOT — keeping the lights going • BUT — rolling out, approving, doing the change management of new capabilities
- 48. Reality: Microsoft Can Cancel Plans atWill • July 2014 • Cancelled: Small Business and Midsize Business Plans • July 2015 • Cancelled: Enterprise E4 • Replacement: Enterprise E5
- 49. CONCLUSION There are pros and cons. You’ll like the pros. Can your organisation handle the cons?
- 50. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Organisational Constructs
- 52. Around 94% of the possible improvements belong to the system – the responsibility of management. W. Edwards Deming
- 53. Impediments to Enterprise 2.0 (2009)
- 54. Issues with Social Business (2011)
- 55. Ongoing Issues with SharePoint (2013)
- 58. Organisational Culture Attitudes and practices of working together Tenets of collaboration, sharing, openness
- 60. Business Engagement Credibility to Propose New Approaches Identification of Real Needs
- 62. Handling Frequent Change Navigating Significant Changes (e.g., Groups) Handling Small Changes
- 63. New Profile of IT More consulting Less administration
- 64. CONCLUSION Success with Office 365 requires the right organisational context. Have you done the work?
- 65. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Drive Effective Use to Reap the Benefits of Office 365 Adoption Framework
- 66. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Drive Effective Use to Reap the Benefits of Office 365 Planners, Office 365 ProjectTeam, Decision Makers, Governance Group Users
- 67. Assertion • Given the ease of signing up to Office 365, if organisations fail to get value, they will actively churn the service offering •Although the challenge has always been getting to effective use, now it is the critical competency for organisations, business partners, and Microsoft
- 68. What does effective look like? Efficient Process The way the process is designed is efficient Productive Behaviours Effective human behaviours aligned with the outcome Best Tool The best tool for the task is used within the process or activity Valued Outcome Someone gets something of value
- 69. Efficient Process Productive Behaviours Best Tool Valued Outcome Communicators can write / create / record the update and get feedback from co-creators in context Employees get alerted on new updates; can respond Clear and concise communication of facts and details An ability to seek clarification or give feedback SharePoint announcement (with an alert) Yammer announcement (on All Company) Video announcement (viaVideo Portal) Keep employees informed of new happenings across the organisation
- 70. Surrounding Context Drivers for Effective Use Developing Usage Competence Effective Use Extending Effective Use
- 71. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation
- 72. Drivers for Effective Use Enables a Business Strategy Core to a Business Process Executive Mandate In-Group Social Expectation Example: Agricultural Firm Strategy: International Expansion through Acquisition Requirement: Consistent Processes and Operational Blueprint Tool: SharePoint and Workflow
- 74. Self Study Materials Developing Usage Competence Classroom Training One-to-One Coaching Group Study Materials Example: Healthcare Firm What: Open clinic every Friday at 4pm Why: People can ask questions, seek guidance Tool: Yammer
- 76. Effective Use Core to Work Embedded Champions Community Managers Remove Alternatives Example: High Security Firm What: Introducing new intelligence system How: Weekend migration of 7 years of data (manually)
- 77. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills
- 78. Extending Effective Use Exemplar Stories Internal User Group Train on Core Behaviours Train on Basic IT Skills Example: Legal Firm What: SharePoint Custom List How: “I’m Betty from facilities …” “Can I have one of those?”
- 79. CONCLUSION Getting value requires moving people to effective use. What’s your adoption framework?
- 80. Understand the Business Opportunity with Office 365 Make the Right Decision for Your Business on Office 365 Create the Context for Achieving Value with Office 365 Drive Effective Use to Reap the Benefits of Office 365 Scenarios Decision Analysis Organisational Constructs Adoption Framework
- 81. How do I get started? 3
- 82. Start with the hand you’ve been dealt
- 83. Do a SWOT analysis on the approach
- 84. Build an Internal SuccessTeam
- 85. Address what needs to be addressed
- 86. Re-Imagining Productive Work with Microsoft Office 365 Half price for conference delegates Coupon code dwcnz (valid until 5pm Friday 12 August) michaelsampson.net/books/office365reimagining/