The document discusses strategies for effectively implementing a Digital Workplace (DWP) change initiative, emphasizing the significance of organizational culture and behavior in driving change. It outlines a structured approach to change management akin to project management, detailing steps from assessment to implementation and communication. Finally, it highlights the importance of addressing employee resistance to ensure successful adoption of new digital practices.

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Belgian Intranet & Digital Workplace Group
How to drive a DWP
Change Initiative
that really changes
something
BE – Brussels
12.09.2019
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.com
@IntranetMatters
Offices:
- CH – Klingnau (AG)
- CH – S. Antonio (TI)
Digital Transformation of Work

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THE BASICS

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How would you rate yourself in regard to Change
Management for internal Digital Transformation
«Newbie»
«Pro»
I have never
heard of it
I have a basic
understanding,
but never
practiced it
myself, so far
I have attended
a course / have
undergone
certification
(e.g. Prosci)
I have
participated in
at least one
implement-
ation
I have lead
several
successful
implement-
ations

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Not your grandfather’s kind
of change …1.1

5. 5
Sounds familiar?
«Oh yes, we have lots of
experience with Change
Management!
For instance, we’ve just
reorganized our HR
department and introduced
an new software in accounting
…
The change for this DWP-thing
will not be anything new or
different for us!»
Picture credits: source unknown

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To illustrate …
Picture credits: hehaden ”Like a wheel within a wheel (Macro Mondays - Cogwheel)”
https://www.flickr.com/photos/hellie55/43828124135/ (CC BY-NC 2.0 License)
Typical change of the past
Change for digital and agile Work

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The Change a DWP-Initiative is typically trying to
accomplish
Start Goal
Picture credits:
- Boston Public Library, http://www.flickr.com/photos/boston_public_library/9076298251/
- Team around Table: unknown

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At the heart of this Change is …
Picture credits: feyip ”The archer”
https://www.flickr.com/photos/feyip/4270055378/ (CC BY-NC-ND 2.0)
Culture

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Understanding Culture1.2

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Organizational Culture from a «New Work»-
Perspective
Group
Individual
Behaviour
Organ-
ization
Group behaviour, driven by select individuals, holds the strongest
leverage for Change of the «Ways of Working»
«Culture is the by-product
of consistent behavior.» 1
«Most […] change manage-
ment systems fail because
they do not deliver
behavioural change in the
individuals.» 2
1 = Jason Fried, David Heinemeier, Founders of 37signals in their book “Re-Work”
2 = Leandro Herrero, Author of “Viral Change”
3 = John Seely Brown & Estee Solomon Gray, Fast Company, 1995
«Organizations are webs of
participation. Change the patterns of
participation, and you change the
organization.» 3

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Is there a «Business Case»
for Culture Change?1.3

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Business case, perspective 1: Potentials
Kotter and Heskett’s
landmark study “Corporate
Culture and Performance”
documented that over an 11
year period, organizations
with performance-
enhancing cultures saw a
901% growth in their stock
price vs. a 74% growth for
organizations that do not
have performance enhancing
cultures.
John P. Kotter and James l. Heskett,
“Corporate Culture and performance,”
free press, 1992
“Kotter and Heskett (1992)
identified that the optimal
culture for organizations
pursuing long-term
innovation and performance
in a dynamic environment is
an adaptive, learning
culture – a culture that
fosters and nurtures
innovation...”
Shu-Hsien Liao, et al., «Relationships among
organizational culture, knowledge acquisition,
organizational learning, and organizational
innovation in Taiwan's banking and insurance
industries», 2012

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Business case, perspective 2: Problems

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Business case, perspective 3: Common Sense

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THE #1 KILLER
ARGUMENT AGAINST
CULTURE CHANGE

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The #1 Killer argument against Culture Change
People are resistant
to change

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This argument is as persistent, as it is complete
«B.S.»
Houses? Growing up? Change of
seasons?
Motor cars? Smartphones? Email?
Picture credits: see note field

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What People are really resistant to, is Change …
• they don’t understand
• they feel will bring them no benefits (but only
disadvantages)
• they see no clear purpose in
• they feel will not succeed anyway
• they don’t trust the ones, who demand the change

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The end of the #1 Killer argument
People DON’T HAVE to
resist this change.
If they do, there is probably a good reason for it. Let’s
make sure there isn’t and if people still perceive there to
be one, let’s deal with it.
Recommended reading (1 page): http://leandroherrero.com/ill-say-it-again-people-are-not-resistant-to-change/

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THE CHANGE &
ADOPTION FRAMEWORK

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Change Management should be approached like
Project Management and not like a Work Package
Change ManagementProject Management
Phase 1
Phase 2
…

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4 Steps for success in Change Management
(1) Change Assessment
• Checking of existing material
• Analysis of change-related aspects
• Target groups of the change
(segmentation)
• Reasons for the change
(2) Change Story
• Goals of the change
• «Core Behaviours»
• Story (concept and implementation)
(3) Change Plan &
Implementation
• Definition of measures/activities
• Grouping and concepts of measures
• Implementation along roadmap
(4) Controlling,
Communication and Iteration
• Review of activities
• Talk about successes
• Adapt
• Keep going!
v. 3.2

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Change Assessment3.1

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Analysis of current Culture
Workshop
«Aspects of ‘as
is’ culture»
Systematic
Culture
Questionnaire
Analysis of
«kununu»-
Feedbacks
Outside-View
Other methods
…
Existing
Employee
Surveys
Source: Richard de Laat, F. Hoffmann – La Roche Ltd.
«ICE – Improve Change Engagement»

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Change Story3.2

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Example: Goal of the Change Initiative at Atos
ZERO EMAIL™
Source: http://atos.net/en-us/home/we-are/zero-email.html

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Example: «Core Behaviours» (Main Principles)
at a High-tech SME
Transformation of Work

Open by default

Value through
networks

Work is self-
organised,
participative and
agile

Everyday/one
innovation

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Example: Telling the Story in a Video at Deutsche
Telekom
Source: https://www.youtube.com/watch?v=kHOiynlK4Nk

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Change Plan &
Implementation3.3

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The 5 areas of the Change & Adoption Framework
•Measure and adapt as needed
•Highlight and foster good practices
.
•Helping and accompanying in implementing it
•Support in doing it (e.g. «gardening»)
Assistance
&
Consulting
•Be(com)ing able to do itTraining
•Knowing about it
•Creating curiosity and creating «pull»
•Role models
Communication &
Inspiration
•Creating an environment in
which it can happenBasic conditions
v. 1.7
Review &
Award

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Example: Change Plan
Basic conditions
Communication &
Inspiration Training
Assistance &
Consulting Review & Award
• Include in personal
objectives
• Include in Job
Descriptions
• Promote informal
forms of recognition
• Set up digital
governance
• Fixed agenda point
in department
meetings
• Employees receive
innovation capital
• Define messages
• Initial
announcement,
ongoing updates
• Video about the
"Why?"
• Countdown
• Naming & Branding
of the DWP
• Poster campaign
• Preview screen
shows
• Give-aways
• Internal Conferences
• Innovation trips
• Ask the
Management
• Include in induction
program for new
employees
• Tutorials, Manuals,
eLearning, Learning
Games
• "How to" videos
• Integration into
existing training
programmes
• Establishment of our
own academy
• Pre-Launch
Accesses
• Coaching for Train-
the-Trainer Program
• VIP coaching
• Digital/Smart Work
Club
• Pilots & special use
cases
• Guide concept
• Gardening
• User community
• Accompanying for
"Workspace
Champions"
• Accompanying for
"Community
Managers"
• Community seeding
• Promotion and
accompaniment of
WOL-Circles
("Working out loud")
etc.
• Systematic survey of
implementation,
benefits and
satisfaction
• Include in employee
survey
• Net Promoter Score
("would you
recommend the
DWP?")
• Best practises /
success stories
• Internal Awards

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Examples: Training

33. 33
Don’t limit it to Digital Working !
FedEx-Days Daily Stand-up
Prototyping
…
Quellen:
- Fedex-Day: Willms Buhse, DoubleYuu
- Prototyping: Milan Günther, eda.c
- Stand-up: Dan Ackerson, Agile Web Development & Operations

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Examples: Assistance & Consulting
Sources: Know-How! AG (www.knowhow.de), IBM, Continental (http://www.youtube.com/v/Pm-np_XNqMc)
User-Community

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The «must have» Change Acitivities for every
2nd/3rd Generation Digital Workplace
Community
Managers
Workspace
Champions
and/or:
Guides
Leadership
Enablement
Include in
MbO’s
Permanent
Role for T-A-C
T-A-C = Training, Assistance & Consulting

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A real life Case Study3.4

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FINAL TIP

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When DWP-Change fails, it’s most often at the
same, typical «Barrier Points»
A Awareness
D Desire
K Knowledge
A Ability
R Reinforcement
Management has little desire for (even more)
change or fails to see the importance of it for
the DWP
No or too little budget and ressources
Change stops shortly after the 1st Release,
instead of really kicking in then and being at least
mid-term oriented
ADKAR® is an element of the PROSCI change management method: https://www.prosci.com/

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ABOUT US

40. 40
Schillerwein Net Consulting
Positioning – Services – Experience
Expert Advice
since 2006
100%
Independent
Work
like a Network
Picture credits: Taro Tayler «Canton Trade Fair», https://www.flickr.com/photos/tjt195/380173157/in/album-72157618065013458/
Small by design with a high level of
specialization and expertise
Exclusive focus on what’s best for our
clients, no contracts with software vendors
Access to the right person for any job via
our international partner network
Digital Work-
place: A-Z
Enabling better
digital & agile Ways of Working
50+ Clients
It’s a great pleasure to help our customers
achieve more
From 1 Step to
Full Project
Dedicated support in key or all steps of
your Digital Initiative
Business
Perspective
Making it work from within your
organization
100 to >100k
employees
We have done work for companies of all
sizes, complexities and industries
From 1 day to
>2 years
We support you from one-off workshops to
long-term multi-mandate programs

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About Stephan Schillerwein
 20+ years of experience in Digital Media and Information
Management, specializing in Digital Transformation of Work
through “New Ways of Working” enabled by Intranets, Social
Collaboration and Digital Workplaces etc.
 Formerly Online and Intranet Manager at several large
enterprises and Director at the Intranet Benchmarking Forum
 Business computer scientist – speaks language of “both sides”
 Partner of the Worldwide Intranet Challenge
CEO & Principal Consultant
140+
Projects
80+
Clients
0
Vendor
Contracts
1
Global
Net-
work
400+
Seminar
Particip.
250+
Bench-
marks

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Thank you!
Digital Transformation of Work