How to develop a digital workplace strategy and transform ...
Transcript of How to develop a digital workplace strategy and transform ...
The cornerstone of a digital business is a digital workplace. Where do you start on this
journey? The journey starts with the employee at the center and a key driver is transforming
the culture at work. Microsoft’s recent cultural transformation is centered on a growth
mindset, challenging each employee to focus on three distinct areas: Customer-obsession,
diversity and inclusion, and acting as One Microsoft. We look at our technology as an enabler
to empower our employees, connect the organizations and innovate securely across location
and workstyle boundaries. Our Digital Workplace solutions engage employees through
intuitive line-of-business experiences.
In this session, Kim Leader, Microsoft Digital Workplace Solutions General Manager will share
her perspective drawing on her worldwide experience on developing a digital workplace
strategy and transforming culture at work. Sophie Velzian, Microsoft Behavioral Architect in
Adoption and Change Management Global Practice will share customer examples on how
organizations can create a behavior change program that unites people, technologies and
process to embed new ways of working under a digital culture.
SessionSummary
Kim LeaderGeneral Manager, Digital Workplace
Sophie VelzianBehavioural Architect, Microsoft Adoption and Change Management
Global Practice
It’s about People
Organizations
don’t change…
Change
doesn’t just
happen…
People naturally
resist change…
People are
different…
Growth Mindset Customer Obsessed Diverse and Inclusive One Microsoft
Our culture is who we are and how we treat one another;
it's what allows us to make a difference in the world.
“Ultimate ROI relies heavily on our ability to embrace Digital Transformation and embed an innovative and learning
culture that can enable change to continuously renew itself and bring about the long tail of proficiency gain”
ProficiencyPeople change their
behaviours and leverage
the full solution
AdoptionPeople use the solution
on a regular basis
ActivationPeople see new features
but don’t know what to
do with them
Value
Time
DeploymentTechnical migration and
deployment
Usually achieved Usually poorly achieved or not done
Project responsibility Who’s responsibility is this?
Who
Chief
Executive
Manager
Executive
Team
Member
PersonasHow people getwork done
ScenariosNew ways ofworking
EnablersCreates opportunity for improvement
What
Adoption Measures & Benefits
How
Business Strategy
Sponsorship
Communication TrainingCoaching & Resistance
Management
Rewards & Recognition
Champion Network
Why
EASY ATTRACTIVE
SOCIAL TIMELY
…Similarly successful was the unit's work to improve the uptake of loft insulation. Huge subsidies alone failed to prompt adoption rates until the Unit
discovered what its chief executive, David Halpern, described as a "friction cost": no one wanted to clear the junk from their loft to allow for
installation of energy saving measures. Once that barrier was removed, uptake increased five-fold.
Rethinking agency
collaboration models
J Walter Thompson changed
their working practices in their
global Rolex team to remove
outdated communication
methods involving 6,000
emails a month per person,
to embracing a dynamic
collaboration space based on
Microsoft Teams where
knowledge was easily shared
and team working
culture changed
Reimagining care home
bed provision
NHS Belfast Hospital Trust
Trust inverted part of their
business model in Community
Care from manually chasing
and managing bed availability
in nursing homes, to a
“bookings.com” model where
nursing home providers
self-maintain live bed
availability information
centrally in the Trust
Removing cultural silos
to promote company
wide innovation
Network Rail started a
cultural change programme
by using Yammer to drive an
innovation sharing campaign
that connected leaders and
front line employees equally
Front line engagement
with new mobility tools
Toyota implemented a new
mobile platform to improved
their service management and
used an adoption program to
engage front line technicians
and customer service teams in
new ways of working
Key Adoption Challenges at Network Rail
01 02 03 04 05GENERAL LACK OF
AWARENESS
WIIFM? – what is in it for
me and Network Rail
CLARITY OVER
PRIVACY, SAFETY &
SECURITY
Enterprise Social is not
Public Social Media
Front-line staff not allowed
to use devices on when
working on track or in
signal boxes
BUSINESS
VALUE
Notion that Yammer is
not a gimmick by sharing
real business examples
USER
PERCEPTION
Yammer is additional
responsibility to their
day to day workload –
10 min less emails vs
10 min on Yammer
ACCESS TO
WORK DEVICES
Getting the right
technology and increase
in usage of smart phones
Unionised Workforce –
Users resisting to use their
personal devices
EASY ATTRACTIVE
SOCIAL TIMELY
“10 mins on Yammer instead of
10 mins email”
Substitution
Coached users to download
phone app, log in and post
Friction Costs
Leaders were asked to do just 3
things – join Better Every
Day group, like others’
posts, comment
Simplification
Yammer is such a
brilliant way of
sharing experiences
across the company,
and I find the better
everyday examples
on there and they
genuinely make
my day.“
MARK CARNE
CEO
Leader trained
ANGLIA 1
Communications 7
Digital Railway 6
Executive 1
HR 7
Infrastructure Projects 6
Route Businesses 2
Route Services 14
SOUTH EAST 13
WALES 1
WASSEX 9
WESTERN 11
(Blank) 5
Leader Trained Total 83
EASY ATTRACTIVE
SOCIAL TIMELY
Showed real life examples and
used competitor
case study
Loss aversion
Leaders’ sessions were on
mobility, recognition and
employee engagement
Personalise
Used project countdown to
focus attention
Scarcity
Weekly drop-in sessions and online
support sessions
The basics of Yammer training to
whoever requests it
Training for communications teams on
how to teach and convince others to
embrace Yammer
Leaders sessions on how and
why to use Yammer
This delivered across 17 UK SITES
EASY ATTRACTIVE
SOCIAL TIMELY
Used CEO picture using
Yammer to influence
other leaders
Descriptive Norm
Promoted front line
engagement story
across the intranet
Network Nudge
Called out Wales Route
Director as “role model leader”
when talking to his
peer Directors
Relative Ranking
Yammer Replaces Daily Incident Log
Word Template
Switching from a cumbersome and frustrating
daily Word document process to Yammer for
Daily Log Solution
Improved business performance~30 min per day per Mobile Operating Managers (MOM)
Mobile Operating Managers save
on average
~128h per month using Yammer
EASY ATTRACTIVE
SOCIAL TIMELY
Got people to join a group
which already had
compelling content
Head Start
Ran Business Scenario
Workshops to get users to
commit to a plan
Implementation
Intention
Well timed interventions using
existing meetings rather
than try and book new
slots into diaries
Prompts
All time joining rate – since the introduction of YammerYammer usage per building location (not GPS Location)
Week on week active engagement increasing…
Service Operating Centre Events and June’s YamJam
Trends in the Workplace
Sense
of purpose
Harnessing
ingenuity
Multi-generational
teamwork
Expertise without
boundaries
Digital Workplace
Use
LOB Apps
easily
Be more
effective
Share content
& knowledge
Manage
my career
Innovate
with my
peers
Find and
give help
Understand
your top
connections
and recent
interactions
Identify
contacts that
you may want
to re-engage
with
Gain insights
into how you
spend your
time at work
Set and track
goals to improve
how you use
your time
Be productive anytime,
anywhere, on any device
British Airways empowered
front-line staff to better serve
customers by enabling them
to easily communicate and
collaborate with colleagues
from their mobile devices
Discoverability of
information and people
ABB provided staff with a way
to find information ,tools and
answers to questions quickly
Foster collaboration
and innovation
Johnson Controls fosters
innovation and responsiveness
to develop new products and
improve customer satisfaction
Engage all employees
across your business
Over 48,500 Tesco
employees are engaged to
create communities, solve
problems and share ideas
across the organization
aka.ms/digital-transformation-strategy
“Organisations must have the right culture and change
programme in place to unlock the true value of technology.
Creating a culture in which technology blends with human
potential is where the magic happens.”Clare Barclay, COO, Microsoft UK
Microsoft Innovation
Surface Hub Windows Mixed Reality
Cortana
Office Graph
Skype Translator
Interconnected Office
Machine learning andpredictive analytics
Cognitive Services
FIXED MINDSET GROWTH MINDSETLeads to a desire to look smart
and therefore a tendency to…
Avoid challenges
Give up easily
See failure as fruitless or worse
Ignore useful negative feedback
Feel threatened by the success of others
Leads to a desire to learn and therefore a tendency to…
Embrace challenges
Persist in the face of setbacks
See failure as essential to mastery
Learn from criticism
Find lessons and inspiration in the success of others
Digital transformation starts with your employees and how
your culture empowers them to transform and grow the business.
At Microsoft we aspire to have a culture with a growth mindset,
with an insatiable curiosity about our customers’ needs, and a
drive to find new market-making opportunities.
KATHLEEN HOGAN
Chief People Officer, Microsoft