Digital Transformation: Best Practices
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Digital Transformation: Best Practices
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Digital Transformation: Best Practices
- 1. Digital Transformation Deployment Best Practices
- 2. An approach that draws from two key lessons Not just an IT project Need to change legacy behavior Understand business goals 1 Long-term Success Need a prescribed and deliberate investment over time 2
- 3. PEOPLE PROCESS TECHNOLOGY Focus on... Tall 3 key areas
- 4. EXCITE Engage stakeholders Build sponsorship, define scope and plan your support model, communications and training ENABLE Deploy services Deploy services and execute on support model, training and communications plans EXPAND Grow adoption Establish ateam, run Transformation Labs, and manage support operations EMBED Measure and promote successes Measure adoption progress, promote success stories and support users through self help Ensure long-term success
- 5. Customer Success Methodology EXCITE ENABLE EXPAND EMBED People Governance Process Technology Support Ongoing successDeployment ~ 90 daysSales
- 6. EXCITE EXPANDENABLE EMBED Technolog y Set technical scope Understand the technical requirements to define scope Deploy services Deploy services to the workforce Stabilize platform Formalize policies and procedures, and administer domain operations Grow the platform Turndown legacy application and develop new business application Determine business objectives Define vision to inspire change Engage stakeholders Build sponsorship, assess change impacts, and plan communications and training Initiate business process discovery Run transformation labs Execute training & communications Deliver training and communications, engage user groups Implement business process solutions Discover & implement innovation opportunities for entire organization Conduct ongoing training & communications Promote adoption through ongoing communication and training Document and measure process improvements Document and measure process improvements and their impact Promote successes Reward success, target ongoing education and remove roadblocks ProcessPeople Plan deployment Define requirements, finalize scope and draft a plan Manage implementation Oversee stakeholders, activities, and scope of deployment Build a team Establish a cross functional innovation council Manage on-going program Establish an operational rhythm for managing programs GovernanceSupport Launch support model Optimize and launch support model best suited for new platform Optimize end user support Ensure help desk, 2nd and 3rd lines of support model operating effectively Track trends & metrics Monitor support metrics to identify areas to improve operational efficiencies SALES DEPLOYMENT ~ 90 DAYS ONGOING SUCCESS Customer Success Methodology
- 7. Proprietary + Confidential People Activities
- 10. EXCITE EXPANDENABLE EMBED Engage sponsors Identify executive sponsor and conduct executive briefing with leaders Engage change agents Engage leaders for go-live support and recruit and train staff Promote adoption Engage leadership to promote new technology across the organization Champion continuous innovation Lead ongoing transformation opportunities Analyze organization Identify user groups, assess org. impacts and document cultural goals Address impact Communicate new cultural norms and resolve user & organizational conflicts Measure success and evaluate needs Continuously evaluate change success metrics and address any gaps Plan communications Develop messaging strategy and create a communications plan Execute project communications Conduct marketing campaign and deliver communications Continue communications Share use cases and successes and recognize desired behaviors Promote innovation initiatives Communicate ongoing transformation initiatives, including product updates Conduct training Develop and deliver training programs and evaluate effectiveness Plan training Conduct training analysis and create a training plan Continue training Conduct advanced product and process training Train on new releases Provide ongoing training on new products, features and transformation initiatives Prioritize transformation opportunities Identify skills gaps and assess transformation readiness SALES DEPLOYMENT ~ 90 DAYS ONGOING SUCCESS TrainingCommsOrgAnalysisSponsorship People deep-dive People Deep-Dive
- 12. Proprietary + Confidential Process Activities
- 24. Technology Business Transformation EXCITE EXPANDENABLE EMBED Analyse infrastructure Create inventory of current applications and document existing infrastructure & technical architecture Provision users Configure directory sync tool to automate Google Apps user creation and configure authentication Manage domain Automate domain management tasks e.g. user onboarding & offboarding Develop custom applications Identify & migrate appropriate legacy applications to Cloud Define interim and final architecture Define the infrastructure used during each phase of the project Optimize environment Configure mail-flow, eDiscovery & other service settings for each enablement phase, including any network updates Modernize legacy IT Replace or retire redundant applications and services e.g. desktop applications, network drives, etc Configure user access Setup secure access to services from browsers and mobile devices Update IT policies Document policies and procedures to support new cloud services & platform Integrate systems Review IT architecture & integrate Google with other business systems Migrate data Migrate required user data from legacy applications Expand the platform Review and deploy Apps Script solutions and integrated 3rd party applications Review security Conduct a Security Review workshop and update security & incident procedures SALES DEPLOYMENT ~ 90 DAYS ONGOING SUCCESS Plan technical deployment Define technical requirements, finalize scope and draft a plan Conduct platform reviews Perform regular reviews of system, security and admin reports and logs
- 26. Proprietary + Confidential Customer Success Services
- 29. Proprietary + Confidential PSO Practice
Editor's Notes
- Our methodology for deploying customers has evolved over the many years First, we recognize that deploying tech is not just an IT project. The technical bits & bytes have been tried and tested and our partners are very good at deploying the core technology. The key to success is in the change management and leadership provided for this transition. What is the investment we’ll make in helping people work a new way and realize the full potential of the product. Second, we recognize it takes time. Not everyone will switch to working differently on the Monday you move to a new tech. And as such, we want to be partners with you for long haul. There’s a lot to do and we want to help you leverage the full capabilities of the tech.
- So focusing on the first point, that it’s not just an IT project… To meet these demands, we propose accelerating the digital transformation of your business processes. This effort can be summed up simply with this diagram. Often times, IT will focus on only one part of the solution (technology) or maybe two, the people side with sprints of organizational change management that supports the technology changes. However, we propose that true “innovation” is only achieved when all three components are acted on together in a sustained way. That is to say, through enabling technology, motivating people and reinventing processes, organizations are able to achieve true innovation. In this session we are specifically focusing on business processes as we aim to find “catalysts” to show what’s possible and inspire others to do the same.
- And elaborating on the second point, that it takes time...our methodology has evolved to include best practices that span beyond your initial go-live to help users adapt to their new tools and help them become an embedded part of your collaborative culture.
- When you bring these two concepts together we get a high-level view of our deployment methodology. A strong focus on the People (traditional change management), Process (business process transformation), and Technology (the technical migration). And again, we want to be a partner for the long term, not just the initial onboarding of the tools.
- Certainly this methodology has a lot of detail behind it. We don’t need to read off each of these here, but certainly we can dive deeper in the areas you are interested in discussing in more detail.
- Speaker Notes: In general, the average user is going to need to take time out of their busy schedule to setup their inbox and - for many - learn new features and ways of working, which will slow them down Past experience deploying a nes tech has shown that employees tend to struggle with things like Searching instead of sorting Threaded conversations Setting up and organizing their inbox Working offline If people encounter these features and don’t know what to do and can’t do their work, it can send huge reverberations throughout the org In post-deployment user surveys, we hear comments like: “It is very difficult to use and is not very professional” because people don’t know how to set up their inbox or navigate the user interface “It is not designed (!) to work offline.” because no one showed them how to do so It lacks the same formatting abilities Attachments are cumbersome When those negative comments add up or come from influential individuals, we lose deals That said, we also get feedback that: Literally every part of my workday has been made simpler. No longer is there a question about what version of a document we are all working off of. This has saved a TON of time.” “Collaboration on proposal and project documents is much faster now that access is less cumbersome and multiple people can edit the docs at the same time. The downside is loss of version control etc but who has time for that now anyway? “ There are specific user groups that are particularly impact
- Speaker Notes: Now consider employees or user groups who are going to be heavily or uniquely impacted Past experience has highlighted a common grouping of impacted stakeholders Executives: Typically mobile users; key influencers; target them for special training Exec Assist: Lots of time in delegated calendars and inbox; IT Admin: Need to understand how to use console Help desk: Need to understand product deeply; have scripts to support effort Customer service: How to use group mailboxes Average users: Group that should be documented for general trainings Mobile users: Need to understand how to set up devices; can have ‘Bring your own device day’ where can turn in device for set up Other user groups might include Legal users who sometimes have special workflow and message discovery requirements.
- Sponsorship and Stakeholder management Business Analysis and impact Planning and executing communications Training
- Ideally, change managers are involved in the Excite or Sales cycle and stick around past go live, into the Expand and Embed phase We bucket the work we do into four key areas Sponsorship & engagement to influence users This means finding an Exec Sponsor to act as the face of the change and to drive it forward and role model Means engaging other influential department level execs in a committee, so critical areas have a voice And means engaging a groundswell of individuals to act as guides Org analysis to understand how people are using the tools, to adapt plans to meet those needs, and to gather data to monitor progress and success Communications to build visibility and excitement This entails messaging the case for change Getting the message out through multiple comms channels Marketing the change so it’s visible and increasingly familiar Training to build proficiency, entails Understanding specific training needed for various groups Building targeted training
- When we talk to our customers who have successfully transformed how they work using the new tech, they tell us they went for key reasons: to get stuff done quicker, to increase innovation, and improve sharing and collaboration.
- For successful transformation of how work gets done you need more than just change management, you need to find the business processes in your business that can be improved with increased collaboration and then redesign those processes with the appropriate training and communications. That’s what our methodology is all about. Combining the business processes with the change management to change how people work. Want you to think about a change you have experienced in the workplace, ideally a tech During this change, did you ever feel in the dark, confused about what to do, or frustrated about it? This tends to be the case, regardless of the change, if you simply replace the technology If a technology or structure is changed, but nothing is done to help you understand why it’s being done or how to adjust your work accordingly, the impact is going to be pretty nominal See red line Providing change management support can reduce this confusion and increase adoption by helping employees understand why and how to change This is important and will increase the adoption and benefits of whatever change is being made That said, if this sort of support only lasts through deployment (or through when the org goes live), don’t really see people changing the way in which they work to take advantage of the new tech’s features Products should be more than just an exchange of one system for another; they should act as a means to greater collaboration and productivity To achieve this, we focus on two things: Providing change management support beyond the launch of a new tech, so employees have access to necessary information, training and support as they climb the learning curve and Providing process-related support, so the organization can find ways in which tech can streamline inefficiencies You may wonder why the process piece is important The process component is critical because the true benefits of a new tech comes from enabling teams to work together, from anywhere, at any time
- Transformation labs are critical in finding business processes that can be improved using a particular. These labs involve brainstorming existing business processes, prioritize to find the ones that can be most improved, and building prototype solutions. The magic here is that the business users will see first hand the benefit of collaboration by building the solution in teams during the lab. They then meet back up with their lab tam in 1-2 weeks after the lab to track progress on turning the prototype into reality.
- A key part of the methodology is to select and implement “quick-wins” that we know most companies will benefit from. There are many known high impact and easy to implement solutions that should be examined with every transformation program. Implementing these quick-wins, helps kick start the process, Once people realize the power..they are self empowered to innovate
- Throughout the transformation journey you need to measure the success of your activities. For Google Apps we measure three things: adoption (how much are people using the tools), collaboration (how are people collaborating with each other and the tools), and impact (how much have these new tools impacted your business). For adoption and collaboration we use metrics related to product usage and for Impact we conduct Business Impact Surveys.
- All of these technical components should be covered to make the transition as comprehensive and seamless as possible.
- The actual technical transition happens in three simple steps. A portion of users is brought as early adoptors to validate your technical environment and served as a dry run for a final go-live. The final stage is the cutover of the remainder of your organization to bring everyone into the platform at once. This can feel counterintuitive to traditional IT roll outs of piecemealing, but for this sort of transition it is important that as many people as possible who work together are in one platform together.