SPSChicagoBurbs 2013 Session - Designing Change - Triggering Cultural Metamorphisis

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Organizational Change Management, 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. I will share 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

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  • Founding member of BuckeyeSPUG (COSPUG)Been working with SharePoint since 200515 years of IT experienceLead a team of 45 SharePoint consultantsProfessional Scrum MasterSix Sigma CertifiedSharePoint Saturday Speaker and OrganizerDog Food Conference Planning Committee
  • Types of User AdoptersIt 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
  • You know that change needs to happen Where do you start
  • Who should be involved?
  • How do you see it through to the end?
  • Develop a sense of urgency around the need to change
  • Ensure that solutions are aligned with business and employee objectivesSecure executive sponsorship and drive regular communicationDevelop a training strategy and supporting materialsGather continual feedback and evolve as required
  • Types of User AdoptersIt 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.
  • Promote the solution
  • Provide Training as needed
  • Collect continual feedback and feed it back into your process and strategiesEncourage 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 AdoptersIt 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
  • Fully develop, publish, and communicate this plan to the entire workforce. This will help everyone understand that the system being implemented isn’t being “thrown at them”, but instead, it is a system that encourages involvement across the organization to make it even more useful and successful.
  • 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.
  • Ensure all administrators and end users receive appropriate and sufficient training. The end user is just as deserving of training as anyone else. It is important to remember that there are many end users. If end users feel like they are not receiving adequate training the group sentiment can fatally harm user adoption.
  • 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 AdoptersIt 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
  • Types of User AdoptersIt 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
  • The next couple of slides we will discuss the phases in which different mechanisms can be used to support the overall User Adoption plan.
  • Types of User AdoptersIt 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 phasesAwareness – Goal is knowing and understanding Focus – demonstrate value, build anticipation and minimize surprisesDeployment – Goal is acceptance and wanting Focus – Accelerate demand and minimize disruptionUsage & Availability – Goal is Mastering and self-belief in the capabilities Focus – Gain productivity, reinforce key concepts and introduce new scenariosOngoing Adoption – Goal is do and keep doing Focus – enhance productivity, continued followership
  • In addition to understanding the types of users there are several ways to help motivate different user to adopt/accept change
  • 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.
  • As SharePoint evolves and matures, so will your Change Management needs that govern how SharePoint features and solutions are implemented. The SharePoint Governance Plan should be used as the guide in determining the types of controls that should be in place for different types of changes being considered. The Governance Plan, in conjunction with Change Management policies should be periodically reviewed and updated throughout the organization. Youwill find that some changes in SharePoint will need little, if any, change management controls. Others, however, will need a great deal. These decisions on how much control is necessary will directly affect User Adoption. For example, if you have no controls over deactivating certain features of a Site Collection, there will come a time in which a group of users that were using those features will become very disgruntled since they were depending on those features in their day-to-day duties. Similarly, activating a feature that consumes many resources (e.g., CPU, storage, etc.) could potentially negatively affect other corporate systems and the people managing those systems.Lastly, User Adoption among the workforce will be severely impacted if the environment is over-controlled. In these cases, the end users will become disgruntled when they believe there is too much red-tape / bureaucracy when trying to make what they view as something very simplistic. For example, putting too many controls over access requests, document library settings, etc. will negatively affect User Adoption.
  • Content Committee – content party
  • 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.
  • Please fill out your surveys if you haven’t done so already
  • SPSChicagoBurbs 2013 Session - Designing Change - Triggering Cultural Metamorphisis

    1. 1. SharePoint Saturday Chicago Suburbs - June 1st, 2013SPS EVENTSChicago-SuburbsDesigning ChangeTriggering Cultural MetamorphosisMichelle Caldwell – SharePoint Delivery Director
    2. 2. SharePoint Saturday Chicago SuburbsHousekeeping• Please turn off all electronic devices or setthem to vibrate.• If you must take a phone call, please do so in thehall so as not to disturb others.• Follow the Event!on Twitter @SPSChicagoBurbs and#SPSChicagoburbs
    3. 3. SharePoint Saturday Chicago Suburbs3SponsorsPlatinumGoldSilver
    4. 4. About Me@shellecaldwelllinkedin.com/in/michellecaldwellmcaldwell@iccohio.comshellecaldwell.comMichelle CaldwellSP Delivery Director @ ICC
    5. 5. 2 34 51Introduction SuccessRequirementsCulturalChangeTypes ofAdopterMotivationConsiderati6AdoptionTechniq
    6. 6. SharePoint Saturday Chicago Suburbs 6Introduction
    7. 7. Getting Started
    8. 8. SharePoint Saturday Chicago SuburbsFailed Adoption Strategies
    9. 9. SharePoint Saturday Chicago SuburbsWhere do you Start?
    10. 10. SharePoint Saturday Chicago SuburbsWho Should beInvolved?
    11. 11. SharePoint Saturday Chicago SuburbsHow do you see itthrough to the end?
    12. 12. SharePoint Saturday Chicago SuburbsDevelop a Needto Change
    13. 13. SharePoint Saturday Chicago Suburbs13What do I communicate?When?Who?
    14. 14. SharePoint Saturday Chicago Suburbs14Requirementsfor
    15. 15. SharePoint Saturday Chicago Suburbs15InvestmentTimeResourcesMoney
    16. 16. SharePoint Saturday Chicago Suburbs16Seek Champions
    17. 17. SharePoint Saturday Chicago Suburbs17Think about whatstrategies fit
    18. 18. SharePoint Saturday Chicago SuburbsCompatibility
    19. 19. SharePoint Saturday Chicago Suburbs19Baby Steps
    20. 20. SharePoint Saturday Chicago Suburbs20Promote theSolution
    21. 21. SharePoint Saturday Chicago Suburbs21Training as Needed
    22. 22. SharePoint Saturday Chicago Suburbs22Collect Feedback
    23. 23. SharePoint Saturday Chicago Suburbs23Keeping things on track
    24. 24. SharePoint Saturday Chicago Suburbs24Cultural Challenges
    25. 25. SharePoint Saturday Chicago Suburbs25Factors thatHinderAdoptio
    26. 26. SharePoint Saturday Chicago Suburbs26What are you afraid of?• Loss of Control• Loss of PersonalValue• Confusion of newtools• Anxiety aboutchanging existingwork processes
    27. 27. SharePoint Saturday Chicago Suburbs27Factors thatSupportAdoptio
    28. 28. SharePoint Saturday Chicago Suburbs28Share the Plan
    29. 29. SharePoint Saturday Chicago Suburbs29GoodFit?
    30. 30. SharePoint Saturday Chicago Suburbs30
    31. 31. SharePoint Saturday Chicago Suburbs31Resist the sink
    32. 32. SharePoint Saturday Chicago Suburbs32Support InPlace
    33. 33. SharePoint Saturday Chicago Suburbs34Types ofAdopter
    34. 34. SharePoint Saturday Chicago Suburbs35Innovators
    35. 35. SharePoint Saturday Chicago Suburbs36EarlyAdopters
    36. 36. SharePoint Saturday Chicago Suburbs37Early Majority
    37. 37. SharePoint Saturday Chicago Suburbs38Late Majority
    38. 38. SharePoint Saturday Chicago Suburbs39© 2013, InformationHanger Backs
    39. 39. SharePoint Saturday Chicago Suburbs41Phases ofAdoptio
    40. 40. SharePoint Saturday Chicago Suburbs42AwarenessDeploymentUsage & AvailabilityOngoing Adoption
    41. 41. SharePoint Saturday Chicago Suburbs44Adoption
    42. 42. SharePoint Saturday Chicago Suburbs45Make the undesirable desirable• Add value• Desire to contribute• Enjoy new things• Desire to do abetter job
    43. 43. SharePoint Saturday Chicago Suburbs46Harness Peer Pressure• Celebrate success• Power of thecommunity• I Don’t want to stickout• Role Models forChange• Fear of Criticism
    44. 44. SharePoint Saturday Chicago Suburbs47Design Rewards
    45. 45. SharePoint Saturday Chicago Suburbs48Motivation• Personal• Social• Organization
    46. 46. SharePoint Saturday Chicago Suburbs49• Executive Blog• Entry Communication• Promotion Video• 1st Touch Event• Podcasts• Posters• Teaser Communication• Employee ProductivityHome• TeaserCommunications• Online/on-demandTraining• New EmployeeOrientation• Tips & Tricks• Virtual Coach• SharePoint SandboxPersonal
    47. 47. SharePoint Saturday Chicago Suburbs50Social• Early Adopter• Webcasts• Viral Marketing• Roadshow• ExecutiveSponsorship• Super-UserCommunity• Classroom Training• Lunch & LearnTraining• Brown BagSessions• Auditorium Training
    48. 48. SharePoint Saturday Chicago Suburbs51Organizational• Awards Incentive• Super-userCommunity• New EmployeeOrientation• Newsletter• Podcasts• SharePoint Sandbox• Employee ProductivityHome
    49. 49. SharePoint Saturday Chicago Suburbs52User AdoptionChange ManagementGovernance
    50. 50. SharePoint Saturday Chicago Suburbs53AdoptionTechniq
    51. 51. SharePoint Saturday Chicago Suburbs1stTouch
    52. 52. SharePoint Saturday Chicago Suburbs55Brown Bag
    53. 53. SharePoint Saturday Chicago SuburbsDesk Visit
    54. 54. SharePoint Saturday Chicago Suburbs57ExecutiveSponsorship
    55. 55. SharePoint Saturday Chicago Suburbs58Super-userCommunity
    56. 56. SharePoint Saturday Chicago Suburbs59Virtual Coach
    57. 57. SharePoint Saturday Chicago Suburbs60SharePoint Sandbox
    58. 58. 2 34 51Introduction SuccessRequirementsCulturalChangeTypes ofAdopterMotivationConsiderati6AdoptionTechniq
    59. 59. SharePoint Saturday Chicago Suburbs62
    60. 60. SharePoint Saturday Chicago Suburbs63ThankYou
    61. 61. SharePoint Saturday Chicago Suburbs64
    62. 62. SharePoint Saturday Chicago Suburbs65References• Essential SharePoint 2013 Book• User Adoption Strategies Book• Roadmap for Collaboration Book• Sheperds Guide for Users Book• 42 Rules for Successful Collaboration Book

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