Planning Your Digital Workplace Transformation SharePoint Fest Denver 2017

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Planning Your Digital Workplace Transformation
Michelle Caldwell .MVP.RD. Mary.m.caldwell@Avanade.com

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Defining Digital Workplace
First Steps
Identify the Opportunities
Building Understanding
Findings & Recommendations
Wrap Up
Agenda

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

Leadership and Change
Leadership
noun │lead·er·ship │[lee-der-ship]
Influencing change despite the
overwhelming power of the existing
structure.
—Yoshio Akamatzu, ITOCHU Corporation (2008)

How do you define Digital Workplace ?

What is a Digital Workplace?
Gartner defines Digital Workplace as
“fostering a new way of working for the
digital age that promotes team
collaboration and personal productivity.”
[2016]

Defining the Ideal Digital Workplace – what’s yours?
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 System Client (2016)

Five Areas of Focus
Access anywhere
from any Device
 Desktop
 Phone
 Tablet
 Sensors
DEVICES
Sharing, Search
& Discovery
 Sharing of expertise
 Best practices
 Ease of technology
BEHAVIORS
Collaborate &
Share
 Email
 Voice
 IM
 Social
CONVERSATIONS
Information
Architecture
 Structured/Unstructured
 Stored/Impermanent
 Search
 Access
 Analytics
INFORMATION
Alerts &
Notifications
 Custom Apps
 Workflows
 Core Application
Integration
BUSINESS
PROCESS & APPS
Digital Employee
 Contextually Intelligent to their role, device, location & task at hand

Our Company has installed many
new technologies to help employees
be more productive, but adoption is
uneven, employees are not engaged
and measurement of the business
value achieved has been elusive.
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Problem
Statement
Example – Problem Statement

In 15 word or less define your business challenge statement
• Is it clear?
• Is it convincing?
• Is it courageous?
• Is it concise?
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Problem Statement Creation

Drive greater effectiveness of our company’s [insert
1st] workforce(s) by providing a Digital Workplace
that delivers the information, data, applications and
collaboration they need to work more effectively
and [insert specific goals like increase win rate,
customer satisfaction, speed to market, etc.] and
work anywhere, anytime and on any device.
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Business
Goals
Example – Summary Intro

Define the scope of a Digital Workplace
for [insert which workforce(s)], create a
visualization of what it may look like,
define a roadmap for phased
implementation, estimate the initial
phase and create the business case for
proceeding.
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Project
Goals
Example – Summary Intro

What’s in scope? What’s out of scope?
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Scope

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Some of the key goals to consider when planning a Digital Workplace
Transformation:
Planning for a Digital Workplace Transformation
Develop a Digital
Workplace Vision
How DW will help
drive achievement
of company
business goals?
Create a mockup
Assess the current
state & gaps
needed to be
addressed
Define the
Roadmap
Estimate the
investment
required &
potential ROI

A Vision of a True Digital Workplace
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• Leverages organizational
and geographic context
• A person-centered, task
oriented experience
• Connects people, content,
and actions
• Mobile first

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Planning for a Digital Workplace Transformation
Sample list of stakeholder to interview to help define the
solution:
• Business sponsors
• End users
• Process owners
• Content owners
• Technology owners

Q-Storming® is a time-bound, energy-producing process through
which a diverse group of participants come together to brainstorm the
questions related to a topic rather than the solutions.
By generating questions first, key issues and topics are often
uncovered that can lead to new lines of inquiry, breakthrough thinking
and innovation.
Interview Prep Activity: Q-Storming®

• Are time limited
• Start with questions
versus solutions
• Encourage participation
from many points of view
• Generate new lines of
inquiry
• Help organize the work
Successful
Q-Storms:
Tool: Q-Storming®

10 min: Q-Storm: What are ALL of the questions that
need to be addressed if our business challenge
statement is to be solved?
5 min: Into what categories do the
Q-Storm questions cluster?
Prioritize the most important questions in each
category
How will you divide your team when you go back to
gather perspectives in an efficient manner?
Activity: Business Impact Q-Storm
Given our challenges, what will it take to make it from here to there?

Five Questions of Appreciative Inquiry – A Leadership Feedback Tool
1. As you think about the past, what has worked (or is working) really well?
2. Of the things that are working really well, what must you keep doing and why?
3. As you think about the future, what must you do more of than before, better than before, or
differently than before?
4. Who else should I (we) bring into the conversation?
5. What will I (we) do by when?
Tool: Appreciative Inquiry

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What are the digital threats and
opportunities facing our industry and
our business? What are our
competitors doing? What is the
business case for digital change?
Business
“Opportunity”
You should identify your Company’s current state, identify current
gaps and recommended areas for improvements across these four
key areas

Experience
“Desirable”
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gaps and recommended areas for improvements across these four key
areas
What do our user journeys look like across all
touch-points? How can we improve this
experience? What do our users expect of us?
How can we improve employee effectiveness?

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Organization
“Adoption”
key areas
• Leadership engagement facilitating the change
to drive adoption
• Maintaining the organization and governance
needed to make decisions, prioritize, manage
content, monitor processes, facilitate
collaboration, manage DW projects and
onboard new workforces and users

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Technology
“Enabler”
key areas
What is technology making possible, and
what opportunities does that represent to our
business? What is the value of data that is
being created and how do you best take
advantage of it?

Identify & Analyze Stakeholders
“If you want to make enemies, try to change something”
Woodrow Wilson

Observation Empathy Innovation
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Simple Approach – Powerful Results

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Scenarios Illustrating New Capabilities
Samantha – Salesperson
Daily visits to her retail customers
• Tablet based support for all her needs
• Shows her where she needs to go and how to get there
• Connects to social media to help her know her customers better
• Keeps the corporate memory of previous visits by other sales people, issues noted, etc.
• Helps her more quickly do inventory and product placement checks
• Proactively recommends promotions that could drive extra revenue for the customer and the company
• Shows her how to set up displays, check quality, etc.
•Allows Sam to visit two more customers per day
•Estimated to increase sales by $10 million
•Estimated to increase salesperson satisfaction and retention by 10%

Compound benefits of an optimized experience

Top Priority Gaps Recommendations to Close Gaps
Business
•Digital Workplace pilot for [insert 1st] workforce
•Determine records mgt, privacy and other legal needs
•Determine legacy content that can be retired
•Enhance DW for [insert 1st] workforce
•Define content needed for people/expert search and
where it resides
•Identify archive criteria
Technology
•Search doesn’t utilize appropriate tagging, best bets,
filters, thesaurus, etc.
•Discoverability of experts is too difficult
•Difficult to find people w/ specific experience and skills
•Contribution of content is onerous/not adapted to
different content types
•Confusing when to go to which of the multiple existing
sites
•Lacks integration (e.g., applications used in daily work
not tied to knowledge not tied to collaboration, etc.)
•Analyze most frequent searches and create appropriate
best bets, synonyms, etc.
•Create search filters for project and people based on
new metadata schema
•Create capability to browse and search for experts
•Integrate applications with the knowledge needed to
use them with collaboration with finding experts, etc.
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Digital Workplace Gaps Identified

Experience
•Implement Digital Workplace pilot for [insert 1st]
workforce
•Aggregation of most relevant existing content in an
intentions-based interface
•Vastly improved usability, search, organization of
content, mobile access and performance
•Upgrade to O365 for team sites, e-mail, publishing,
Yammer and Skype for Business
•Enhance DW for [insert 1st] workforce
•Expand external content available
•Enhanced integration of LoB systems
•Add Touch Analytics
•Build new people/expert profiles
•Enhance search
•Add capabilities to subscribe to content and people
•Enhance reporting features to drive behavioral change
•Retire, port, consolidate and migrate legacy
applications
•Increase quality of [insert 1st] workforce internal
content through improved capture and curation
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Organization
•Define Digital Workplace processes for content, profiles,
metadata and search management
•Establish Digital Workplace governance
•Define and staff new Digital Workplace organization
positions
•Train new people
•Engage working team members
•For Release 1, define required behaviors, change
enablement strategy, metrics, recognition program and
communications plan
•Implement new Digital Workplace processes for
existing and new content
•Train people who will maintain [insert 1st] workforce
•Execute Release 1 plans
•For Release 2, define required behaviors, change
enablement strategy, metrics, recognition program and
communications plan
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Gap Analysis
“God, grant me the serenity to accept the things I cannot change, the
courage to change the things I can, and the wisdom to know the
difference.”
Reinhold Niebuhr

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The Digital Workplace Value Tree
Theme Category Benefit
Efficiency
Improve the
performance
and productivity
of the workforce
& reduce
operating costs
Increase Task
Productivity
Reduce time searching for info through improved aggregation of info and intelligent
context
Reduce time re-inventing work products by making best examples easily discoverable
Decrease hand offs, call backs and cycle time through real time interactions and workflow
Reduce
Expenses
(non-payroll)
Reduce information delivery costs by eliminating multiple electronic delivery systems and paper
Reduce training costs through just in time, point of need learning and access to information
Reduce travel costs via improved collaboration and virtual meetings
Reduce IT costs by eliminating redundancy, reducing license costs, shifting maintenance to
low cost resources
Reduce internal and customer support costs by facilitating self service & providing help desks with
the right info in an intelligent context
Decrease
Time to
Competency
Provide robust real time support for business processes and tools via integrated process and tool
support
Provide in depth knowledge of customers, products, processes, policies, etc. at the point of need
via the Intelligent Context Engine
Reduce time/cost to train on new skills, processes, policies, etc. by quickly embedding
support into the Digital Workplace
Reduce knowledge drain when employees leave through capture of key artifacts,
conversations and knowledge

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The Digital Workplace Value Tree
Theme Category Benefit
Effective
ness
Increase
revenue,
innovation and
quality
Improve Top
Line Financial
Results
Increase win rate by arming sales force and customer support with better product, customer and other info
Decrease cycle time to close sales via expertise finder, re-usable work products, accelerated workflows, etc.
Foster innovation, process improvement and replicating success by sharing what’s working
Increase Time
Focused on Key
Tasks
Make information available anytime, anywhere so that people can use otherwise unproductive time
Decrease time spent on administrative & reporting activities by providing intelligent process support
Reduce Risk
Help workforce make better decisions through providing analytical insights and best practices
Increase compliance to policies and processes by providing easy access to standards, process steps and examples at
point of need
Reduce error rates & misinformation via increasing information currency, quality and relevance
Reduce cost of quality by harvesting lessons learned, sharing past process improvement projects, etc.

Role Priority Ranking
Salespersons 1
Customer service agents 1
Maintenance engineers 1
Sales management 2
R&D 2
Marketing 3
HR 4
Legal 4
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Role Prioritization
Determine which roles are the most important roles / job functions to initially focus on

Use Case Role(s) Priority Ranking
Daily visits to retail customers Salesperson 1
Answering and closing customer telephone
call
Customer service
agents 2
Repairing a piece of equipment Maintenance
engineers 3
Faster onboarding Salesperson, customer
service agents 4
Reviewing execution Sales management 5
Managing web site content across brands
and countries Marketing 6
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Use Cases
It is important to support key Use Cases

Organizational Change Leadership
“There is nothing more difficult to take in hand, more perilous to conduct, or more
uncertain of its success, than to take the lead in the introduction of a new order of
things”
Niccolo Machiavelli
“Though this be madness, yet there is method in't.”
Hamlet, Act 2 Scene 2
William Shakespeare

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Leading Practice
Knowledge Seeking Knowledge Sharing Knowledge Leading
• Search & re-use
existing content
• Find someone who’s
done it before
• Share the things I create
• Keep my profile and
experience up to date
• Participate in
communities
• Respond to others’
questions
• Rate and comment
• Expect and measure
these behaviors for my
people
• Recognize my people
for their behaviors
• Walk the talk
Before I start something new Part of my everyday job Part of my job as a leader
The following are behaviors that are necessary for the success of a Digital Workplace program

Key Digital Workplace Behaviors
Company
as a whole
Leadership
as a whole
Sales
people
Customer
service
agents
Maintenance
engineers Marketing
Seeking
Search & re-use existing content X X X X X X
Find someone who’s done before X X + X X X
Sharing
Share the things I create X X X X X X
Keep my profile/experience current X X X X X X
Respond to others’ questions + + X + + +
Rate and comment X X X + X X
Leadership
Expect & measure behaviors for my people n/a X n/a n/a n/a n/a
Recognize them for their behaviors n/a X n/a n/a n/a n/a
Walk the talk n/a X n/a n/a n/a n/a
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What Digital Workplace Behaviors Exist Today?
What Are New Behaviors?
+ = strong today, leverage X = weak today, need to instill
In this example the company has major gaps in Digital Workplace behaviors and needs to start building these behaviors from the ground up

Closing Thoughts
“When you’re finished changing, you’re finished”
Benjamin Franklin
“Change is inevitable … except from a
vending machine”
Robert C. Gallagher
“Do not brood over your past mistakes and failures as this will
only fill your mind with grief, regret and depression. Do not
repeat them in the future”
Swami Sivananda

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Things I’ve learnt to try to avoid
• If you can keep your head when all around you have lost theirs, then you
probably haven't understood the seriousness of the situation
• If at first you don't succeed, remove all evidence you ever tried.
• Never do today that which will become someone else's responsibility
tomorrow.

Understand the problem(s) you want to solve
Define a vision
Understand the current state
Prioritize to find impactful quick wins
Measurement is key
Identify key processes that will help sustain success
Wrap Up

mary.m.caldwell@Avanade.com
@shellecaldwell

Planning Your Digital Workplace Transformation SharePoint Fest Denver 2017

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