8 Building Blocks - SP Fest Seattle 2018

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©2018 Avanade Inc. All Rights Reserved.
May 2018
#FailProof your digital workplace initiatives with these 8
ingredients for success

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Introduction Key Challenges Recommendations Digital Workplace
Framework
Ingredients
Agenda

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Michelle Caldwell - Digital Workplace Lead -@shellecaldwell
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PMP, CSM, SSGB, Certified Innovation Facilitator, MS MVP & Regional Director

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Recommendations
Digital Workplace Initiatives Not Yet
Underway?
Digital Workplace Initiative Already
Underway?

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Recommendations

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Digital Workplace Vision Digital Workplace
Strategy
Digital Workplace
Employee Engagement
Digital Workplace
Organizational Change
Digital Workplace
Process
Digital Workplace
Information
Digital Workplace
Metrics
Digital Workplace
Technology
8 Ingredients for Success

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Setting Up the Conversation
By 2020, 20% of organizations will include
employee experience improvement as a shared
performance objective for HR & IT
By 2020, 4 out of 10 high performers will distribute
their work across a team of virtual assistants to
boost their productivity

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“In preparing for
battle I have
always found that
plans are useless,
but planning is
indispensable”
-Dwight D. Eisenhower

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Working Differently
Remastering Old Business Models
In order to Transform
How can we transform our services?
How can we transform our products?
How can we transform our experiences?
The old ways of working do not add the value they once did

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Bringing IT and the Business Together
Information
Intensity
Consumerization Digital Literacy Changing Work
Models
Desire to Share &
Collaborate

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Program Initiation
As a Checklist to determine why
things are stalled
The Recipe
11

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Executives will need time to adjust
One-Way / Hierarchical
Persistent Chat / Working Out Loud

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The Question is NOT
• Should we buy M365 or Gsuite?
• SharePoint vs. Google Apps?
• Microsoft Teams vs. Slack?
• Yammer vs. Chatter?

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14
z
How can we deploy
technology that
enables and engages
our employees ?
The Question IS

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Digital Workplace Vision
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“Beyond the intranet, the digital workplace is the
collection of all of the digital tools provided by an
organization. It enables employees to do their jobs in an
intuitive, engaging, efficient and collaborative manner.
The digital workplace is a convenient, single,
collaborative location for the systems needed for
people’s engagement, communications, productivity and
working health.”
-Health Systems Client

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The Basics
• What does it look like?
• How will it support business
transformation?
• How will it benefit ALL
stakeholders?
• Why are we doing this?

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The Vision Should…
Serve as a source of inspiration
The Digital Workplace program
team should be able to articulate
the vision across the organization
to ensure alignment

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Do you have a
Digital Workplace Strategy?

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are pillars in your strategy, but
not your strategy!
Understand that
Office 365
and SharePoint

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Should
Outline
• Blueprint
• Approach
• How the technology will be exploited to enable the
vision
• How people work and what improvements are
envisioned
Your strategy

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“My digital workplace is a starting point for
everything I need to do, designed to help me
get my job done and to feel connected to my
work”

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Example
Employee focused
Global entry point to the digital ecosystem, it
works for you by being personalized, localised
experience and you can access on the go or at
your desk. It helps you be more focused.
Easier
The digital workplace should enable
employees to do their jobs more easily by
providing access to the knowledgebase
and its relevant information.
Productive
The digital workplace should help
employees be productive by enabling
them to execute the simple, repetitive
tasks that make up people’s jobs.
Personalised
The digital workplace should provide me with
content and tasks that pertain to me as an
individual
Engaged
The digital workplace should engage employees
and be the starting point of their days. It should
provide everything they need, ready in real time
and available.
Collaboration
The digital workplace should connect
employees across the business, enabling them
to collaborate.
Mobile
The digital workplace should free employees to
work anywhere and on the go. It should free
employees from being tied to their desk and be
productive while away.
Social
The digital workplace should offer a more
social experience. It should let employees
connect with the wider enterprise and interact
with people, content and activities
User friendly
The digital workplace will provide employees
with a user friendly interface that our people
love
Quality Content
The digital workplace will provide employees
with access to the right content, at the right
time on any device. It will also allow employees
to generate high quality content that is
reusable

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Employee Engagement
Pivotal aspect of a Digital Workplace
Owned by all stakeholders
HR is critical
Apply neuroscience principles
Exploit user-experience design practices
Employees’ feedback & participation

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Organizational Change

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Avoiding Adoption Failure
We know that many initiatives
end up misused or under-used

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We want to make a difference, but…
“If you want to make enemies, try to
change something”
Woodrow Wilson

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Achieving Drastic Changes
Develop a plan to train/hire personel who posses new skills and
competencies
Allow time for change
Evolve the leadership model – Be The Change – Hold Peers Accountable
Integrate digital workplace technologies - get mission-critical work done
Set the rules – technology standards, usage guidelines, information
governance
Formalize the sharing of best practices
Provide authentic recognition

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Digital Workplace Processes
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Focus on ability to respond to changing circumstances
instead of fixed one-size-fits-all
By 2020 4 out of 10 high performers will distribute
their work across digital assistants to boost their
personal productivity
Re-engineering business process requires a close look
Rethink how employees use existing tools

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Digital Workplace Information
Create enterprise file-sharing with features for mobile
access and effortless synchronization
Focusing search experience on where workers truly keep
and seek information
Contextualized content recommendations, decision
support and advice
Video for more compelling communication
Personal productivity dashboards

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Digital Workplace Metrics
Determine how the value of your investments will
measured
Design initiatives with positive impact on business-
value metrics
Supports justification on ROI to senior leadership
Includes a mechanism for continuous evolution of
strategy and tactics

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Bring the compelling forces of Social, Mobile, Cloud, Information and Augment
with Smart Machines
Put together a strategic Blueprintfor applying these technologies
Consider how to use technology in New Ways
Digital Workplace Technology

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Key Aspects
• Frameworks for context
• APIs
• Analytics
• Orchestration & Microsoft Graph
• User profile/attribute consistency
• Services for Connection
• Data transformation & translation

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Leaders of digital workplace initiatives need a
framework to ensure that they approach these on a
strategic, balanced and integrated basis to ensure
success
Session Summary

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Appendix

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Generational Preferences at Work -Bruce Tulgan
Characteristics Maturists
(pre-1945)
Baby Boomer
(1946-1964)
Generation X
(1965-1977)
Generation Y
(1978-1989)
Generation Z
(1990-2000)
Formative experiences Second world war
Rationing
Rock ‘n Roll
Nuclear families
Defined gender roes –
particularly for women
Cold War
Post War boom
“Swinging 60s”
Apollo Moon landings
Youth culture
Woodstock
End of Cold War
Fall of Berlin Wall
Live Aid
Introduction of first PC
Early mobile technology
Latch-key kids
Rising levels of divorce
9/11 terrorist attacks
PlayStation
Social media
Invasion of Iraq
Reality TV
Google Earth
Economic downturn
Global warming
Mobile devices
Arab Spring
Produce own media
Cloud Computing
Wiki-leaks
Percentage in NA
workforce 1% 30% 27% 28% 14%
Aspiration Home Ownership Job Security Work-life balance Freedom and flexibility Security and stability
Attitude toward technology Largely disengaged Early IT adaptors Digital Immigrants Digital Natives “Technoholics”
Attitude toward career Jobs are for life
Organizational – careers are
defined by employers
Early “portfolio” careers – loyal to
profession, not necessarily
employer
Digital entrepreneurs – work
“with” organizations not “for”
Career multitaskers – will move
seamlessly between
organizations and “pop-up
businesses
Signature product Automobile Television Personal Computer Tablet/Smart Phone
Google Glass, graphene, nano-
computing, 3-D printing,
driverless cars
Communication media Formal Letter Telephone E-mail and text message Text or social media Hand-held communication
Communication Preference Face-to-face meetings
Face-to-face ideally but
increasingly will go online
Text message or email Online and mobile (txt msg) Facetime

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As we become more connected, how do we build an
environment to connect with the global workforce anywhere, anytime?
How do you adapt to the changing expectations of your existing and new workforce to
attract and retain talent?
Digital natives
will have 20 different jobs and
different careers in
their lifetime
5
What are the demands of the workforce of the future when up to 5 generations have to work together & collaborate?
of the workforce will be millennials by
40%
and they could be working with their grandfathers
2020
What is the potential of a “liquid workforce in the cloud” for your financial
institution?
By 2025, 45%of workers will be contractors
How can digital technologies empower the workforce and what skills does your financial
institution really need in the future?
Technology has made us 5X more productive since 1972
years
of jobs could be automated in the next
47% 15
What impact will robotics and automation have for the back office of your
financial institution?
The driving need for a new Digital Experience