Planning your Digital Workplace: A Systems-Based Planning Approach

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When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.

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  • An important note – it is really difficult to outsource this to external consultants. The strategic plan must be “owned” by members of the leadership team, critical stakeholders, senior managers, and senior IT staff. Although consultants may provide useful assistance at various points in the planning process, extreme care must be exercised lest the result be theirs and not yours.
  • We recommend having a minimum of 5 uses cases for your pilot, such as the example, although this number may vary for large companies with a wide variety of activities.
  • Examples:
    Defined methodology for project management
    Good at capturing deliverables
    Harder to gather, define, rate best practices
    Misses the contextual links between artifacts, people’s experiences
  • 1. Submit ideas to a centralized location, where they can be expanded upon, edited, and appropriate supporting materials attached.
    2. Share ideas with peers and managers, where they can be refined, defended, and expanded through the collective input of the team.
    3. Align ideas with other existing plans and projects. An idea may closely match that of an existing plan, and steps may have already been taken to make the idea actionable. By allowing ideas to be discoverable and aligned with existing material it will further strengthen the idea.
    4. Archive ideas, creating a knowledge-base of input from across the organization, with shared tags and conversation history that allows the team to leverage this historical data.
  • Not that you need to have a perfect understanding of where you’re going, but to measure success you need three things: an end goal, a baseline of where you are today, and a plan to track progress along the way. Without these basics, it’s a lot of unnecessary pressure not just on your end users (who are not mind readers, and just want to get their work done) and also on the IT team – who historically get blamed for every bad technology decision the business makes, even if they were against the latest fad tool in the first place (yes, I have first-hand experience here, and yes, I am still bitter).
  • How do you build a healthy, engaged and aligned culture? And what are the benefits of the entire organization participating in social?
  • Organizations that recognize the qualitative and quantitative benefits of enterprise collaboration — and of the need to gain permission to communicate and collaborate with their employees — will find their employees much more willing to participate in the corporate dialog.

    The end result is a more contextual and intuitive platform, with productive and engaged end users.
  • Planning your Digital Workplace: A Systems-Based Planning Approach

    1. 1. Planning Your Digital Workplace: A systems-based approach to planning for Enterprise Collaboration Christian Buckley Chief Evangelist Office Server and Services MVP
    2. 2. Christian Buckley Chief Evangelist at Beezy Office Servers and Services MVP www.beezy.net @buckleyplanet cbuck@beezy.net www.buckleyplanet.com
    3. 3. Beezy is the Intelligent Workplace for Microsoft Office 365 and SharePoint, extending the feature set and improving the user experience for on-premises, cloud, and hybrid deployments. We are on a mission to transform the way people work, and to help employees be more connected, innovative, and happy. Learn more at www.beezy.net or @FollowBeezy on Twitter.
    4. 4. Best Office 365 Solution, ESPC 2015 Lecko Leader in information dissemination & circulation, knowledge management & productivity, Paris 2016 Trend Setting Product of 2016, KM World Top 10 Intranets rated ’genuinely enjoyable’ for employees, Digital Workplace Group Best Intranet of 2013, Nielsen Norman Group Best Social Collaboration Solution, Vodafone, Chicago 2015 Most Innovative Cloud Solution, ESPC 2016 Microsoft Gold Partner
    5. 5. Markets are evolving fast, and organizations need to promote new ways of working
    6. 6. Digital-born companies are disrupting markets and incumbents across all sectors.
    7. 7. Millennials and remote workers are joining organizations with the mindset of the digital consumer.
    8. 8. Most large organizations care a lot about their physical workplace…
    9. 9. But they care less about how their digital workplace looks
    10. 10. SharePoint Intranet Email Network folders My PC files SAP
    11. 11. What is your Digital Workplace strategy?
    12. 12. Turn the Promises of the Digital Workplace to Reality by David Roe http://www.cmswire.com/digital-workplace/turn-the-promises-of-the-digital-workplace-to-reality/ “In a recent CMSWire series of interviews with digital workplace specialists, some common elements and themes emerged. One of the most consistent is the belief that the best digital workplaces take a synergistic approach to fulfilling the wants and needs of people through processes and technologies.”
    13. 13. Sharon O'Dea, an independent digital strategy consultant, specializes in intranets, social media and digital engagement. She defines the digital workplace as the place where work gets done, connecting people through an ecosystem of tools so they can be productive, informed and engaged, wherever they are. “First, it’s a means of communication top-down, bottom-up and, increasingly, peer-to- peer. Content in its myriad forms, from published pages to snippets of conversation, is the lifeblood of the digital workplace and the digital workplace is what makes that content accessible, findable and usable,” she told CMSWire. The digital workplace should also provide a gate to an organization’s knowledge while at the same time enabling organizations so that intellectual capital to be effectively captured and shared with others as more of it is produced. Thankfully, he continues:
    14. 14. But where do we begin?
    15. 15. So many options…
    16. 16. Outlook Groups Skype for Business Yammer Microsoft Teams SharePoint Social ISV solutions
    17. 17.  Enterprise collaboration requirements can be complex  Your ultimate goal is to support the entire company  However, different teams and business units often have competing priorities  In an attempt to satisfy everyone, the reality is that most planning efforts fail to satisfy anyone
    18. 18. In The Social Organization by Bradley and McDonald (Gartner), the authors talk about the components of successful collaboration:  Community  Social  Purpose
    19. 19. Any organization that wants to deploy a digital workplace, with enterprise collaboration at its center, would benefit from a systems-based planning approach
    20. 20. Systems-Based Planning  What is needed is an iterative, strategic, and systems-based approach:  Identifying core business use cases and challenges at the team level  Identifying use cases and challenges at the company level  Performing a gap analysis between team and company levels  Mapping out current state, and desired future state  Working with key stakeholders to identify appropriate strategies and priorities  Instituting (or reinforcing) the stakeholder review and change management process  This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level.
    21. 21. Minimized Methodology  Engaging leaders in a systems analysis, identifying high-priority needs and challenges  Outlining a set of targeted and strategic actions based on common customer scenarios  Developing an implementation plan to support successful operational and improvement strategies
    22. 22. Minimized Methodology At a very high level, it is about:  Assessing where you are  Envisioning where you want to be  Devising an implementable path to take you from “here to there”
    23. 23. Brief History Lesson  Systems development on a large scale was first attempted by the US military in its Department of Defense (DOD) and by the National Aeronautics and Space Administration (NASA). They were therefore instrumental in developing the framework of a sequence of stages or phases for developing a system.  Business System Planning (BSP) model:  1970s IBM initial works on BSP, it was previously for internal use only  1981, IBM issued and made available to customers  Later, this method became an important tool for many organizations  In order to develop a system successfully, it is managed by breaking the total development process into smaller basic activities or phases. Any system development process, in general, is understood to have the following phases:  Analyzing  Defining  Designing
    24. 24. Practical Steps  A complex method to deal with data, processes, strategies, goals, and people, all of which are interconnected.  Business systems planning looks at the whole organization to determine what systems the business requires to fulfill its goals.  Goals are to:  Understand the issues and opportunities with the current applications, data architecture  Develop a future state – and a migration path that supports the enterprise  Provide a direction and decision-making framework  Generate a blueprint for development
    25. 25. Outputs  The goal of this process is not a final written document, a detailed implementation plan, or even a formal budgeting exercise.  It is an organizational learning process that should result in a shared vision of what needs to be accomplished, with an understanding of all impacted systems and capabilities.
    26. 26. As project complexity increases, the ability for individual participants to maintain sight of the larger vision and whole will often decrease.
    27. 27. The Beezy Approach
    28. 28. The ingredients of an intelligent workplace Communication Collaboration Knowledge Processes
    29. 29. Communication  Empowering employees and getting them to move in the same direction demands open, fresh, and cross-hierarchical communication.  Increased communication helps employees stay aware of what is going on in different locations, departments, or management tiers.  High levels of awareness and strategic alignment lead to better decisions from the entire workforce.  Employees that are aware of the company’s direction – and are given the ability to contribute their opinion or experience – show higher levels of loyalty and engagement.
    30. 30. Collaboration  “The whole becomes greater than the sum of its parts.” (Aristotle)  Social collaboration capabilities, specifically, when applied to document and task management, make collaboration much more efficient.  They also make your system more rewarding and engaging by allowing people to connect and work together in different ways.
    31. 31. Knowledge  One of the greatest failures within most organizations is the inability to adequately document, catalog, and make retrievable the processes and experiences of employees.  Enterprise collaboration is all about capturing collective experiences – and sharing them.  When properly employed, the result is a greater retention of institutional knowledge.
    32. 32. Processes  Business users need self-service tools that allow them to automate routine tasks on their own, without having to ask IT for help every time.  Solutions should be accessible, allowing users and teams to connect to the right data, at the right time.  The future of collaboration and communication is about enabling employees to focus less on the technology, and more on getting their work done. Processes
    33. 33. Where is your focus?
    34. 34. Outcomes Acquisition Quality Engagement Content Support What is your desired business impact? Customer
    35. 35. What are your business outcomes? Engagement drives business outcomes Acquisition Reduce churn Community Advocacy Happy customers Brand Word of Mouth Peer to peer education Real-time interaction Connect to Devs Visibility
    36. 36. Examples of specific business goals might include:  Reduce on-boarding time for new recruits  Minimize travel time and cost  Improve customer satisfaction  Reduce time spent searching for information  Avoid duplication of work across departments (or locations)  Develop cross-hierarchical communication  Increase employee empowerment and/or engagement  Improve talent recruiting and retention  Improve meeting efficiency and effectiveness
    37. 37. Use case examples might include:  CEO’s assistants book board meeting dates & times in a shared calendar  Assistants updates the meeting agenda  The system sends reminders to CEO about deadlines to upload documents prior to the meeting  CEO uploads documents to be presented  All attendees can open and edit the documents in their laptops during the meeting, without need to print  A list of action items is created and agreed to  After the meeting, documents are approved and moved to a read-only status  All content is made accessible for future search  Access to content respects current privacy policies
    38. 38. Focus on Key Business Problems  Many transformative efforts fail because key users decide to “play with the tools” rather than take the planning process seriously.  The lack of goals and purpose quickly leads to low levels of engagement and superficial usage. Without clear goals and engaged users, you’ll never gain a clear assessment of the end results.  Take it seriously. You will be using other people’s time to make your decisions on how to move forward. Make good use of their time – and yours.
    39. 39. Example: Capturing Institutional Knowledge
    40. 40. • Captures many types of documentation • Provides structure • Taxonomy, Folksonomy • Search-driven user experience SharePoint as a Knowledge Center
    41. 41. Where it fails: • Capturing tacit knowledge • Leveraging the dialog between documents • Driving the ideation process • It is only as useful as the data captured within the platform • …and your ability to get that data back out SharePoint as a Knowledge Center
    42. 42. • “Organized brainstorming” • Gathering input, sorting and refining, and implementing • Idea management is also about surfacing ideas from your employees that may otherwise be lost within the daily shuffle • Shared input generated by the people who live and breathe the functional tasks, and who are best positioned to identify  new ways to work  new methods to optimize and improve  and novel innovations that could have an impact to your bottom line Your Future State: Idea Management
    43. 43. Idea management must provide a method for employees to:
    44. 44. Current State Future State Identify Organizational Needs Identify Team Needs Identify Gaps Prioritize Actions
    45. 45. What does success look like?
    46. 46. If you haven’t defined the end result, how do you know when you’ve reached it?
    47. 47. How will you decide if your transformation is successful?  Know your evaluation criteria before you start!  Set specific goals and indicators related to your business goals.  Put in place mechanisms to collect data and measure your success (or failure…) at the end of each phase.  For example, if one of your business goals is to “reduce internal communication and email overload” you might measure success by:  Creating a baseline of current activity  Measuring email volume today and then again after the pilot.  Comparing the email open-to-read ratio  Tracking the volume of “Likes” and other metrics based on the collaboration features being used within your pilot.
    48. 48. • Activity within communities • Interest in content, keywords, ideas • Level of engagement • Overall platform adoption • Measuring the increase in innovation • Decreasing the cycle of new product introduction • Sharing of content and expertise What does this mean within enterprise collaboration?
    49. 49. Make it part of your ongoing support model  Due to the fluid nature of enterprise collaboration, organizations today find that implementing a true change management program to monitor and adjust based on analysis is critical.  Formation of a ‘Center of Excellence’ to both manage change and administrate your platforms is becoming the standard approach.
    50. 50. How can you help your employees to be more successful?
    51. 51. Culture is Important
    52. 52. Beezy is the Intelligent Workplace solution built in SharePoint
    53. 53. The perfect platform The Microsoft stack is the most fertile ground to build a collaboration and communication solution A powerful engine Beezy stiches the pieces of the puzzle together, ensures high performance and feature availability through its API An award winning UX Consumer-like user experience that requires no training and will delight your employees.
    54. 54. Installed in a matter of hours…
    55. 55. Incredibly customizable!
    56. 56. Incredibly customizable!
    57. 57. User Interface Proposal Intranet Design
    58. 58. Wrap-Up
    59. 59. In my personal experience, what works is:  Focus on specific business problems – and clear outcomes.  Make governance and change management the priority.  Look at your systems holistically, understanding both company-wide and line of business needs – and the gaps between them.  Be prepared to regularly iterate on your strategy.  Organic growth through pilots is the most sustainable model for successful enterprise collaboration.
    60. 60. Share these points with your entire team! Download the eBook http://hubs.ly/H04_-P_0
    61. 61. Thank you very much!

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