1.
Planning Your Digital Workplace:
A systems-based approach to planning for Enterprise Collaboration
Christian Buckley
Chief Evangelist
Office Server and Services MVP

2.
Christian Buckley
Chief Evangelist at Beezy
Office Servers and Services MVP
www.beezy.net
@buckleyplanet
cbuck@beezy.net
www.buckleyplanet.com

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.
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.
Markets are evolving fast,
and organizations need to
promote new ways of working

6.
Digital-born companies are disrupting
markets and incumbents across all sectors.

7.
Millennials and remote workers are joining
organizations with the mindset of the digital
consumer.

8.
Most large organizations care a lot about their physical workplace…

9.
But they care less about how their digital workplace looks

10.
SharePoint
Intranet
Email
Network folders
My PC files
SAP

11.
What is your Digital Workplace strategy?

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.
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.
But where do we begin?

15.
So many options…

16.
Outlook Groups
Skype for Business
Yammer
Microsoft Teams
SharePoint Social
ISV solutions

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.
In The Social Organization by Bradley and
McDonald (Gartner), the authors talk about
the components of successful collaboration:
 Community
 Social
 Purpose

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.
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.
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.
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.
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.
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.
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.
As project complexity increases, the ability for
individual participants to maintain sight of the
larger vision and whole will often decrease.

27.
The Beezy Approach

28.
The ingredients of an intelligent workplace
Communication Collaboration
Knowledge Processes

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.
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.
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.
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.
Where is your focus?

34.
Outcomes
Acquisition
Quality Engagement Content
Support
What is your desired business impact?
Customer

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.
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.
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.
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.
Example: Capturing Institutional Knowledge

40.
• Captures many types of documentation
• Provides structure
• Taxonomy, Folksonomy
• Search-driven user experience
SharePoint as a Knowledge Center

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.
• “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.
Idea management must provide a method for employees to:

44.
Current
State
Future
State
Identify
Organizational
Needs
Identify
Team
Needs
Identify
Gaps
Prioritize
Actions

45.
What does success look like?

46.
If you haven’t defined the
end result, how do you know
when you’ve reached it?

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.
• 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.
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.
How can you help your
employees to be more successful?

51.
Culture is Important

52.
Beezy is the Intelligent Workplace
solution built in SharePoint

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.
Installed in a matter of hours…

55.
Incredibly customizable!

56.
Incredibly customizable!

57.
User Interface Proposal
Intranet Design

58.
Wrap-Up

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.
Share these points with
your entire team!
Download the eBook
http://hubs.ly/H04_-P_0

61.
Thank you very much!