00 Overview of our adoption plan
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Early in 2016 I adapted the Microsoft Fast Track material for our Office 365 Adoption Journey. This is deck sets the scene for a sequence of 9 presentations. This content was previously available from my Docs.com site
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00 Overview of our adoption plan
- 7. We are here
- 11. 01 Setting the vision 02 Identification of key stakeholders 03 Executive sponsorship 04 Identification of scenarios 05 Define and prioritise solutions 06 Build a champion program 07 Adoption plan guide 08 Guide to measuring and sharing success 09 Tracking change in Office 365
Editor's Notes
- Whilst the technical aspects of the programme are important, ultimately our success depends on our staff in not only adopting, but embracing new technology to streamline their business processes, increase the richness of their work, and apply their discretionary effort to achieve amazing outcomes for their customers. Experience has shown that we do not unlock the latent potential of our productivity and collaboration tools. We are reasonably good at delivering the development and launch aspects – the requirements analysis, the training and launch communications. We certainly have form in this area – think about the how we rolled out LiveLink, ProjectWise, Lync etc. We are also familiar with the results. Once the initial launch has passed our staff just keep on doing things the way they always have. Which means whilst our programme might have been a roaring technical success – we will not have delivered on the business goals our executive sponsors, our stakeholders, or most importantly our staff expected from the programme. Therefore, when it comes to helping our staff to get the most out of the Office 365 roll out, we need to rethink our approach to technology delivery and focus on the long term user adoption and the related organisational change. We are in a good position as it is not too late to break the cycle. The weeks and months of technical work is coming to an end and the pilots are only weeks away. So whilst our technical teams are busy polishing and delivering the solutions, we need to be focused on building the foundation of “why” for our staff. As if they do not understand what is in it for them i.e. how we are going to make their lives easier, make money, save money, or make them happier etc. we will be on the back foot and history will repeat itself. Apart from achieving the goals set by our executive sponsors, stakeholders and staff the benefits to the service include: Reduced long term costs as a result of lower demands for retraining, service-lead design and functionality change By empowering our staff, they can leverage the flexibility of Office 365 to design solutions and make changes without recourse to the service Reduction in post-implementation help desk volume For example, how many tickets would not be tickets if we had a more knowledgeable user base Improved confidence in the service and its ability to work with the business Recommended reading and source of quote - http://www.adoptandembrace.com/3-ways-to-secure-user-adoption-and-internal-customer-success/
- The figure is based upon Microsoft research. It serves to demonstrate that without an adoption programme, following the initial launch and flurry of communications, staff disengage and keep on doing things the way they always have. One of the primary reasons for this is that staff will naturally gravitate to the path of least resistance and by its very nature change will generate varying degrees of resistance. The alternative is to take a positive approach to turn stakeholders and users into advocates. In turn this will serve to reinforce our messages, sustain change, and realise benefits without constant, direct intervention.
- IT is only one half of the adoption equation e.g. Champions need to be sourced from the fee-earning side of the business, the Business as Usual (BAU) state is not just about keeping the lights on – the business will need to continue to invest ‘non-fee earning time’. We cannot determine in isolation the depth to which we invest in adoption. This needs to be a joint exercise to convince our Executive Sponsors that we are doing the right thing. Importantly we should be very wary of our previous rollouts and the pattern they followed. Arguably the organisational conditions still exist for this pattern to be repeated.
- Estimating the costs of our adoption programme can be likened to the way we chose to fly. There are a number of ways we can fly. The cheapest fare, with the most restrictions will give an experience that might not be ideal (cramped seat, no meal, no bags) but we will get there in the end. A more flexible fare might come with some additional extras that make the flight a more positive experience. A business or first class fare will get us there in a positive, refreshed frame of mind ready to take on the world. It’s no different for Office 365 and hence the analogy. Research has shown that there is a certain part of the market that are happy to get to the destination for the cheapest possible price – at the expense of comfort, depth of experience, and relevance to an individual or teams role. In the long term they tend to incur high costs due to intervention programmes or worse still investment in replacement technology. There is another part of the market that understands the value of a bit more support, a bit more care for the unique aspects of their business. Finally, there is the rest of the market which understands that a well-informed, well engaged, well supported workforce can amplify the return on the technology and change investment the organisation is making. The business case for the Office 365 Programme would have leveraged both cost savings through removal of existing equipment and technology and efficiency gains generated through the use of the Office 365. The efficiency gains will not be realised to their full potential unless effort is expended beyond the initial launch. A solution-centric approach will incrementally return time savings that can be reinvested to enable staff to get work done. A headline measure could be that through implementing Office 365 we could enable staff to save 5 minutes per week or approximately 3.2 million minutes per annum. A very small percentage of the savings can be used to support the adoption and continual improvement process. However, headline measures like this can be easily challenged. Ideally, the drive and cost centre to support adoption needs to lie outside of IT thereby allowing IT to focus on the items it does well and the business to own and focus on their needs for winning, doing, knowledge management and collaboration. In this model the level of expenditure is then directly aligned to the outcomes the business wants to achieve. There is scope to consolidate adoption activities with those needed for the deployment of Office 2013/2016. This would lead to efficiency savings. The adoption plan provides details of the roles and levels of effort required. It does not include effort to maintain the service in a business as usual state. [The flight analogy was taken from http://www.adoptandembrace.com/office-365-adoption-budget/ by Paul Woods MVP]
- So where are we. At a very high level: We are undertaking a solution-centric rollout – enabling licenses, providing access to tools for users to explore, adding team site solutions i.e. practices, projects, business sites and building a new Intranet. There is a lot of work involved in going beyond the traditional “let’s do some training and then let them loose” approach to Office 365 User adoption. This is especially true given the evergreen nature of Office 365 where new innovations like real time co-authoring, interactive web based presentations, internal video platforms and more are released almost on a weekly basis. So the (long) question is “How do we ensure the right people in our organisation are aware of the right aspects of the Office 365 platform at the right time so they can deliver exponentially more value to their customers?” Hopefully you can see that an initial launch and one-off training just won’t cut it! A plan is required. In this respect Microsoft have provided support through their Fasttrack service and a Customer Success Manager. As part of FastTrack they provide a template Adoption Plan (http://fasttrack.office.com/drive-adoption). To reduce the amount of work I have already been through the plan, tailoring it to our needs, completing tasks, focusing on areas that I feel we should focus on. However, the ‘elephant in the room’ remains the level of commitment that the Executive Sponsors will be prepared to invest in. With that in mind I have highlighted several areas that we could consider going deeper with in the plan (subject to the investment levels) and have started to flesh them out but they are incomplete.
- Adoption will be a measurement of success. There are four key attributes of a successful adoption approach and our plan is aligned with them: 1. Defining a vision and identify business scenarios One of the most important factors in driving Office 365 adoption is to define a clear, concise, and comprehensive vision and outline our desired business scenarios. A well-defined business vision and list of targeted business objectives will serve as our guiding light throughout our launch and rollout planning, and also help secure buy-in across our organisation. 2. Prioritisation of solutions and creation of an adoption plan Once we've established our vision and have assessed our business challenges and opportunities, the next step is all about mapping the Office 365 capabilities to our targeted business goals and prioritising the workloads that will help us get there. 3. Committing resources and executing an adoption plan Raising awareness is an essential step to driving Office 365 adoption as it informs, involves, and inspires our users about the business value that Office 365 can bring to their day-to-day. As we go about launching our messaging and events, we need to remember to highlight the vision and business scenarios that we identified in the previous adoption stages so we can easily convey the "What's in it for me?” 4. Measuring, sharing success, and iterating As we move through our adoption journey, it will be important to continuously consolidate feedback, assess levels of success, and iterate our approach through identifying new business scenarios, use cases, and audiences. After our organisation-wide launch, we need to measure how well Office 365 has been received and how usage relates back to the success criteria we established early on.
- Here some I made earlier… Through the Fasttrack programme Microsoft have made a number of resources available. As mentioned earlier, I’ve taken the resources and tailored them to our situation.
- Simple… huh!?!