Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How we Drive Change Management at Slack

915 views

Published on

From Customer Success Summit 2017 - Rav Dhaliwal, Head of Customer Success, EMEA at Slack discusses, "How we Drive Change Management at Slack".

Learn more about Customer Success Summit: http://customersuccesssummit.com

Totango is the leading enterprise- grade customer success platform that helps recurring revenue businesses proactively impact business outcomes with customer success. With solutions to empower Customer Success Teams or entire companies, Totango enables everyone to participate in customer success.

Learn more at www.totango.com.

Published in: Software
  • Be the first to comment

How we Drive Change Management at Slack

  1. 1. PRODUCED BY How we drive Change Management at Slack
  2. 2. PRODUCED BYPRODUCED BY About Me •  Rav Dhaliwal •  Head of Customer Success (EMEA) at Slack •  3rd team member (1st outside the Americas) •  Opened the London office @ravsterd
  3. 3. PRODUCED BY Where Work Happens
  4. 4. PRODUCED BY Our con5nued growth 4M 2.25 42% Daily ac5ve users daily ac5ve users of revenue outside the US hours of daily acIve user engagement
  5. 5. PRODUCED BYPRODUCED BY
  6. 6. PRODUCED BY
  7. 7. PRODUCED BY Slack is easy. Change is hard. “No major so*ware implementa2on is really about so*ware. It’s about change management… When you move (systems), you are changing the way people work… You are challenging principles, their beliefs and the way they have done things for many years” Jeri Dunn, VP and CIO of Nestlé 2002
  8. 8. PRODUCED BYPRODUCED BY Our change and adop5on method A simple, repeatable launch and adop5on method, focused on the people side of technology enabled change. People & purpose People & purpose Business uses Setup Change
  9. 9. PRODUCED BY BUSINESS USES Define your business reasons for deploying Slack. Assemble a team to prepare employees for the change ADOPTED We publish newsleTers in Slack People & purpose CHANGE TEAM ROLES DESCRIPTION Project Manager Main point of contact to coordinate acIviIes Execu5ve Sponsor AcIvely communicates the purpose and value of Slack Middle Managers Lead adopIon in their departments with business relevant scenarios Tech Lead & Admins Manage iniIal team setup and ongoing user management Champions Promote use, spot successes, provide help and regular feedback “Our goal for Slack is to connect our Sales, R&D and Produc?on teams in order to ship our new products 20% faster”
  10. 10. PRODUCED BY BUSINESS USES Start with use cases that maximize adopIon Time/ Slack maturity Businessvalue ADOPTED We publish newsleTers in Slack ENGAGED We manage our MarkeIng projects in Slack EMBEDDED We pipe MarkeIng leads from our CRM in to the #sales channel Business uses
  11. 11. PRODUCED BY BUSINESS USES Remove technical barriers to adopIon. Establish Slack as a compliant and supported service ADOPTED We publish newsleTers in Slack Setup Roles Team wide seZngs Permissions AuthenIcaIon Compliance TEAM SETTINGS Create #help-slack channel Train Helpdesk team on basic Slack queries Point users to Slack Help Center Promote use of /feedback SUPPORT PLAN Review Channel Naming Create template for Champions Create starter channels CHANNEL NAMING
  12. 12. PRODUCED BY BUSINESS USES Ensure employees have awareness, desire and the knowledge to use Slack ADOPTED We publish newsleTers in Slack Change Pre, during & Post launch ExecuIve & Middle Manager comms schedule Decide on comms channels COMMUNICATIONS TRAINING ExecuIves Admins Employees Champions 30 days of Slack Slack video content Events ONGOING AWARENESS
  13. 13. PRODUCED BYPRODUCED BY ESTIMATED 2 WEEKS IDENTIFY TRAINING AND COMMS NEEDS PEOPLE & PURPOSE SETUP BUSINESS USES CHANGE PREPARE CREATE TRAINING AND COMMS PLANS, CONTENT LAUNCH TEASER CAMPAIGNS USER TRAINING LAUNCH COMMS EARLY ADOPTER LAUNCH LAUNCH FIRST GROUP ESTIMATED 2-3 WEEKS SET UP AUTHENTICATION TEAM SETTINGS CHANNEL NAMING SET UP USER GROUPS TEAM CONSOLIDATION BUSINESS AS USUAL ADMINISTRATION ENGAGE LAUNCH TEAM REVIEW SUCCESS & ADJUST LAUNCH USE CASES IDENTIFY PURPOSE AND MEASUREMENT IDENTIFY TEAMS TO JOIN SLACK IDENTIFY SLACK CHAMPIONS CREATE SLACK TEAM IDENTIFY EXISTING USES OF SLACK IDENTIFY COMMS AND TRAINING NEEDS FOR EARLY ADOPTERS EARLY ADOPTER TRAINING ONGOING FEEDBACK FROM EARLY ADOPTERS ONBOARD EARLY ADOPTERS IDENTIFY NEW USE CASES FOR FIRST GROUP INTERVIEW EARLY ADOPTERS LAUNCH EXISTING USE CASES LAUNCH EARLY ADOPTER COMMS ONBOARD FIRST GROUP AWARENESS CAMPAIGNS REVIEW SUCCESS & ADJUST REPEAT EVERY 2-3 WEEKS DEVELOP HELPDESK SUPPORT PLAN METHOD
  14. 14. PRODUCED BYPRODUCED BY Accelera5ng adop5on Change engagement
  15. 15. PRODUCED BYPRODUCED BY
  16. 16. PRODUCED BYPRODUCED BY Key Take-aways •  AdopIon is about more than just deploying technology •  Change is really HARD for customers •  Make the case for change EARLY!
  17. 17. PRODUCED BY THANK YOU

×