5. Questions
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- What does a technology roll out at Diageo look like?
- What are the stakeholder perceptions and experiences around a tech roll out?
- What is the end user’s experience like?
- Who are the users out there? What are their personas, motivations, & barriers.
- What are their specific pain points, especially around the focus areas of Tools, Training, Support & Change
Management?
6. Stakeholder Interviews
Zoom
Methodology
In depth interviews with stakeholders on the subject. We explored the following areas:
What does a tech roll out mean for them?
What is the part they play when a product is rolled out.
Day to day challenges they face in the usage and roll out of new products.
What are the challenges of tech adoption on the ground.
What are the trends in adoption that they see, and their views around each trend.
What is their vision of an ideal tech roll out?
1
hour
Roles Covered
4
BRMs
3
IT stakeholders
1
Employee Experience
1
Help Desk
7. User Research
1
Factory Floor Perspective
4
Late Bloomers
4
Self Starters
Group
Interviews
Methodology
1
hour
Target Groups Covered
We probed the following
- How do they cope with new technologies and products that are rolled out at Diageo
- What are some good practices that have helped them adopt new technologies
- What are the reasons why they don’t adopt a certain tech or process innovation
- Probe into the motivations that make self starters, barriers for late bloomers?
- What can be done differently?
- What is the perception of Innovation Champions? What will make them work?
- What is their each unique context of use?
10. Orchestration Gap
Speed of different roll outs back to back causes
change fatigue.
Training & Support play catch up with the roll outs
The relationship and cross usage between different
tools is hard to understand.
How does the tool/software/process roll out fit into
the greater scheme of things? What is the vision
behind it?
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11. Empathy
Gap
11
Unclear End
User Benefits
The training material
is very transactional.
It tackles the HOW
but not the WHY.
How does it apply to
my work?
Lack of
empathy for
context
Roll out strategy does
not take into account
nuances like
Earlier tool
dependency
Data connectivity
Device capability
Cost
Availability of
resources
Geographical
nuances not
taken into
account
Translation to local
languages is a
challenge.
Language is often
too technical to be
understood by end
users.
IBM Confidential
“We give training about
which buttons to press but
we don’t tell them about
when do we use it and how
to include it in their life. “
“We don't know what is in
the life of a financial
executive and how he can
integrate a product in his
daily workday. “
12. Consistency Gap
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Vendor Documentation
Dependency
Not all vendors have the
same quality of training
material to be used. Some
are better with it some are
not
Inconsistent Strategy
Each stakeholder defines &
rolls out own communication
& engagement strategy.
Since the vision from the
Center is not clear, the
strategy is inconsistent.
Support & Testing
Browser testing and support
is inconsistent, increasing
effort and cognitive load on
using multiple applications.
“Sometimes solution is not
tested fully. Sometimes
documentation is late.
Sometimes change
management is not thought
through for some apps. “
13. Change
Management
Gap
13
Undefined
Roles
Each stakeholder
defines change
management
individually.
Unclear about who
is accountable for
what part of
change
management
No training for
Change
management is
available.
Unclear Metrics
What are the
metrics to measure
the change?
Are we continually
monitoring to
ensure impact of
change
management?
Productivity Hits
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“What are the steps that we
are taking to ensure how
we can imbibe these into
our culture and realize their
value.“
New roll outs take
time to get used to.
There is data loss
between different
software.
Bugs cause issues
with critical
functions like
Finance & Audit
15. Simple UX
Single use applications are adopted quickly and
easily.
Simple to use apps which intuitively engage the user
also find success.
Complex softwares, especially those where there is a
gap between training and usage are less easily
adopted.
Softwares with many fields neede the most guidance
and support.
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16. Emulation
16
Colleagues
matter
If other people
that they work
with use the app
then they also .
Use cases get
highlighted when
they see someone
else using new
apps.
Follow the
Leaders
Leadership using
a certain app
makes people try
it out.
E.g. CEO
messages on
Yammer every
morning.
Alone Factor
If I’m the only one
using this
application, is it
even needed?
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17. Sponsorship
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When leaders lead
Leadership adoption of
any software leads to
higher propensity of
employees to jump on.
Top Down
When immediate superiors
start using a product, the
reportees quickly follow.
Light Bearers
The role of lightbearers,
or early adopters is high
in all these application.
One lightbearer causes
the whole area to light up.
18. Criticality of
Tasks
18
High usage
works
Software with
very high need
and usage is
generally
successful
The more the user
needs the
software, the
higher his
propensity to
adopt.
Sunset Tools
When earlier tools
are sunset, the
adoption of new
ones increases.
This also causes
a high degree of
frustration and
productivity, data
and reputation
loss
Replacement
Factor
IBM Confidential
When a new tool
replaces an
earlier existing
tool, the use
cases are clearer.
This drives easier
adoption than
completely new
tools
Observe
Get to know people, uncover their needs, test your ideas.
Reflect
Build understanding, form intent, commit to decisions.
Make
Explore ideas, prototype possibilities, drive outcomes.
Let’s break them down further.
Observe
Get to know people, uncover their needs, test your ideas.
Reflect
Build understanding, form intent, commit to decisions.
Make
Explore ideas, prototype possibilities, drive outcomes.
Let’s break them down further.
Thank you!
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