The change approach used for NEXTDC's Meetings and Voice Uplift Project, migrating from Skype for Business to Microsoft Teams for meetings, voice and chat.

1. MEETINGS AND VOICE UPLIFT
Building a change appr oach to live beyond one pr oject

2. PROJECT

3. 5Ps Pay Offs
• Positive perception with our people and
our stakeholders
• Increase in Meetings initiated by NEXTDC
(rather than by customers or stakeholders
on behalf of us)
• Ceased use of SfB, mitigating end of life
risk
• Improved meeting experience through
agreed norms and collaborative
connection through video use
3
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4. Project Outcomes
From the Telephony and External
Sharing PID:
• Configuration and deployment of a
simplified MS Teams centric
telephony environment. – allowing for
necessary business constraints.
• Successful adoption of MS Teams as
end user application for meetings,
calls, chat.
• Decommissioning of SfB
environment.
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5. FROM SFB TO TEAMS
• Move existing meeting and voice
functions from SfB toTeams
• Benefit of improved features inTeams
• Improvements to telephony and
collaboration etc… addressed later
Basically
• Packing up
• Painting the walls purple
• Fixing the leaky pipes later
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Important:
This update will not
improve challenges you
have now with your
WiFi, network
connections or devices.

6. MICROSOFT TEAMS
Is a new way of working in a hub for
Microsoft 365:
• Document collaboration
• Chat
• Integrations
• Mobility
• Video calling
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Important:
Teams collaboration,
including channels and
conversations are not
being introduced in this
phase

7. CHAT
• Persistent chat
• Group chats
• Like and reactions
• Easy file and image sharing
• Mobile phone sync
• Status message controls
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8. MEETINGS AND
VIDEO
• Larger video
• 7x7 and “Together mode”
• Background blur and images
• Video and audio sharing in meetings
• Raise hand to talk
• Whiteboard
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9. TRANSITION
• Alerts in Skype for Business, that
people are onTeams
• The Skype for Business experience has
not changed
• If you receive aTeams meeting request,
you can join via the web
• We ask for patience, this transition
period will finish on November 27
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10. ROLL OUT

11. HIGH LEVEL TIMING
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2/11 9/11 16/11 23/11 30/11 7/12 14/12 21/12 28/12 January February
Shutdown
CXO / People managers announcement
Business announcement
Pilot
Change network preparation
Meetings and Voice Uplift
Training and cutovers to Teams
Decommission SfB
Telephony

12. ALL COMPANY CUTOVER PLAN
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AEDT Monday 23 Tuesday 24 Wednesday 25 Thursday 26 Friday 27
Morning Training 1.1 Training 1.1 Training 1.1 Training 1.1
Midday Training 1.2 Training 1.2 Training 1.2 Training 1.2
Afternoon Training 1.3 Training 1.3 Training 1.3 Training 1.3
Afternoon Comms 1 Comms 2 Comms 3 Comms 4
Overnight Tech Cutover 1 Tech Cutover 2 Tech Cutover 3 Tech Cutover 4
COHORT 1 COHORT 2 COHORT 3 COHORT 4
Functional teams will be moved together and trained together. With a
balanced approach to volume of people in a cutover.

13. KEY MESSAGES
Training invitations have been sent.
Training is mandatory and not recorded.
recorded. Feedback will be provided to
People Managers on attendance.
Updates will be coming to your device via
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Please share at your next huddle or team meeting

14. ACTIONS
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Please share at your next huddle or team meeting
Be on the VPN to get system updates
If you missed the All Hands, watch the
video when it is released on Yammer
Look out for an email the day before
training with important instructions

15. PREPARING FOR
CHANGE

16. PROSCI ® ADKAR ® MODEL
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The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved.
“I’m not interested in changing”
“What’s in it for me?”
“I doubt they are really serious about this”
“I’m not getting these new steps right”
“It's taking me twice as long to do this”
“The new way takes too long; I’ll keep doing it my way”
“I keep forgetting to do that”
“I haven’t attended training”
“I’ve only been shown how to do part of
my job”
“This is a waste of time”
“It was working just fine
before”
“How will this impact me?”
“Will I receive new training?”

18. CHANGE SUPPORT ACTIVITIES
18
Join training sessions
Support and encourage
training attendance
Support Change
Network
Share key messages at
meetings
Attend briefing session
Join training sessions
Support and encourage
training attendance
Support Change
Network
Share key messages at
meetings
Attend an awareness
session
Join a training session
Complete
familiarisation tasks
Manage sessions
Provide content
Provide feedback to
managers and CXO on
attendance
C X O P E O P L E
M A N A G E R S
A L L S T A F F D E L I V E R Y T E A M
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19. CHANGE SUPPORT
While some at NEXTDC are already using
Teams internally or with stakeholders, this
initiative provides:
• Much needed training
• Support
• Alignment across NEXTDC
• Move toTeams for phone calls
CXO and People Managers visible support
of change activities is critical.
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20. CHANGE NETWORK

21. DIGITAL WORKPLACE CHANGE NETWORK
21
10-12 Individuals
Participate in
workshops and
pilots
Support training and
comms
Support peers
1 per team
Support training and
comms
Support peers
10-12 Comms peeps
Support training and
comms
Support peers
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B U S I N E S S
C H A M P I O N S
S U P E R
U S E R S
C O M M S
C R E W
Project or Initiative
specific
P I L O T C O H O R T

22. DURING MEETINGS AND VOICE
22
First RoundTraining
CompleteTesting
ChampionTraining
First RoundTraining
User and Workflow
DiscoveryWorkshop
Survey
Survey
First RoundTraining
Survey
First RoundTraining
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P I L O T C O H O R T B U S I N E S S
C H A M P I O N S
S U P E R
U S E R S
C O M M S
C R E W

23. CHANGE NETWORK SUPPORT GUIDE
24
If it’s an easy question
which you can
answer….
Go for it!
If it’s a clear technical
issue, something is
broken…
“Have you raised a
ticket in NXTservices”
“Please raise a ticket in
NXTservices”
If they need
instructions to perform
a task or use a
feature…
“Have you tried
searching the
intranet?”
“Have you sent intranet
feedback?”
If they need advice, or
have a useful tip to
share…
“Have you asked the
question onYammer?”
“Ask the question on
Yammer, someone else
may be able to help”
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Q U I C K A N S W E R N X T S E R V I C E S I N T R A N E T YA M M E R

24. COMMUNICATION
EXAMPLES

25. SUPPORT PROCESS
1 2 3 4
SEEK THE
ANSWER
CHECK WITH
YOUR MANAGER
ASK A
CHAMP OR SUPER USER
RAISE
A TICKET
Search the intranet to
find training resources.
Look in the Digital
Workplace Yammer
community to see if the
answer is there.
If you don’t find the
answer go to step 2…
Your Manager plays a
crucial role in supporting
you through change.
Check with your manager if
you are unable to resolve
your queries after using the
online support and speaking
with your local Change
Network Member.
Change Champions and
Super Users can point
you in the right direction.
Find your local Change
Network member on the
intranet or,
Ask a question in the
Digital Workplace Yammer
Community.
The support team will be
actively triaging any
issues that arise from the
business from go-live and
beyond.
If you are experiencing a
technical issue with any
digital platform, please
raise it in NXTservices.
INTRANET AND YAMMER PEOPLE MANAGERS
CHANGE NETWORK NXTSERVICES

26. Is something
broken?
Do you need
instructions?
Do you have a
question?
Do you need
advice?
Do you have a
tip to share?
RAISE A TICKET
NXTSERVICES
SEARCH THE
INTRANET
ASK ON
YAMMER
SHARE ON
YAMMER
ASK YOUR MANAGER
OR CHANGE NETWORK
No
Yes Yes Yes Yes
No No No
SUPPORT DECISION FLOW

27. HEADSET AND
AUDIO
• Get familiar with your system and
Teams audio settings
• Use a NEXTDC supplied device for the
best audio experience
• Your Jabra 75 headset isTeams certified,
optimised to work with Microsoft
Teams
• Apple earbuds may no longer work with
your PC forTeams
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28. MEETINGS AND
VIDEO
• Have a purpose and agenda
• Respond if you can’t attend
• Arrive on time
• Video first – make a connection
• Use backgrounds to hide distractions
• Mute unless speaking
• Raise hand to talk
• Finish on time
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29. CHAT AND
VOICE CALLING
• If in doubt call someone
• Keep it simple
• We are all human – show compassion
• Use your status and status message
• Respect others status and status
message
• Don’t expect immediate responses
• Use Gifs and emoji when appropriate
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37. MEASURES

38. Training Compliance
• 12 Training sessions (90 mins each)
• 2 Drop In sessions (60 minutes each)
• Training deck provided for 247 staff
• Non attendance followed up with
individuals and managers
• Checklist used to track people who could
not attend sessions
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39. 93% attendance
1% on leave
ATTENDANCE BY DAY
40
Executive
Engineering & Design
Information
Technology
Sales
Finance (partial)
70 people
Capital Works
Legal
Business Operation
Finance (complete)
Partner Sales
Marketing
Operations
62 people
Central Operations
Facilities
Delivery & Solutions
Customer Experience
Centre
59 people
(including off shift)
Security & Customer
Service National
64 people
(including off shift)
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9 3 % a t t e n d a n c e
1 % o n l e a v e
8 9 % a t t e n d a n c e
3 % o n l e a v e
6 4 % a t t e n d a n c e
1 2 % o f f s h i f t
3 1 % a t t e n d a n c e
3 6 % c h e c k e d o f f
2 7 % o f f s h i f t

40. Tickets
• 19 incidents
• 12 requests
• Predominantly installation issues
• Feedback from IT Support that our change
network processes eased the expected
ticket volume
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41. Usage Statistics
• Clear and expected decline in Skype for
Business use
• Clear and expected increase in MS Teams
use
• Some SfB outliers that will likely be
explained by people joining external SfB
conferences
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42. Skype for Business 30 day usage
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43. Teams 30 day usage
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44. Closure Survey
• 97 respondents
• Open for one week
• Good spread across business
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45. How has YOUR experience changed since
moving from SfB to Teams?
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46. How has the experience of your EXTERNAL
STAKEHOLDERS changed since moving from
SfB to Teams?
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47. How COMFORTABLE are you with being able
to use Teams for meetings, voice and chat?
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48. How TIMELY was the information you received
about this change?
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49. What VOLUME of information did you receive
about this change
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50. Where did you receive or see information
about the change?

51. Was it clear where to seek help?
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52. Which support processes / tools did you use

53. Change
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How smooth was your
transition
6.12
How well do you think the
purpose of this change was
communicated
6.22
How easy to understand was
the information you received
about this change
6.3
Ranked out of 7

54. What was done well
39%
training
22%
cutover
21%
communication
10%
features
Small bites of the elephant -
i.e Voice and meetings as a
change, not all features in
one big change-over..
The training session and
its content was excellent.
Even though I've been
using teams for a while, I
still learned quite a few
things about it.
The speed that the work
was delivered, clarity of
communication and
engagement with the
business.

55. What could be improved
52% no response
or positive
11% support
content
11% training 7% cutover /
transition
I don't have
improvement
suggestions, I think it
was a smooth transition
and I had no issues.
More information
regarding how the tool
could be further
expanded past voice
and chat.
Shorten training the
ensure time spent vs
topic at hand are
appropriate.

56. OUTCOMES

57. 5Ps Pay Offs
• Positive perception with our people and
our stakeholders
• Increase in Meetings initiated by NEXTDC
(rather than by customers or stakeholders
on behalf of us)
• Ceased use of SfB, mitigating end of life
risk
• Improved meeting experience through
agreed norms and collaborative
connection through video use
58
NEXTDC | where the cloud livesTM

58. Project Outcomes
From the Telephony and External
Sharing PID:
• Configuration and deployment of a
simplified MS Teams centric
telephony environment. – allowing for
necessary business constraints.
• Successful adoption of MS Teams as
end user application for meetings,
calls, chat.
• Decommissioning of SfB
environment.
59
NEXTDC | where the cloud livesTM

59. Key takeaways
60
Change management
drives positive results
Change network is a
valued resource
People Manager
engagement and
support is critical
Tracking training
assures high
attendance
Needs a clearer and
concise structure
Must consider
personas in training
Clear support
processes took the
strain off the project
team and IT support
Need better handover
to support from
We hit a sweet spot in
communication
But…
Feedback on timing
and volume indicates
that we need to begin
communicating earlier
C h a n g e
M a n a g e m e n t
Tr a i n i n g S u p p o r t
P r o c e s s e s
C o m m u n i c a t i o n
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60. QUESTIONS