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NathalieG's avatar
NathalieG
Copper Contributor
Feb 14, 2020

Setting adoption objectives

Hi there,


I am just wondering whether any of you has experience with setting adoption targets related to the usage of the tools of the O365 suite and MS Teams.

When developing change strategies for clients, I find it difficult to set quantitative objectives to measure the success of the strategy.

 

Looking for any insights. Thanks
Nathalie

  • Scarlett725's avatar
    Scarlett725
    Iron Contributor
    We met with our Customer Success Manager last week and he was going to send over some KPIs that we would use to measure adoption. However, I found that the information that was available online through the adoption guide workbook answered many of our questions. If our CSM sends the KPIs our way, I'll share them with you.
  • NathalieG In addition to what the others wrote, I also suggest a survey at regular intervals that might include questions such as "how easy is to use Teams" "can you find content easily" "if not, why - give them options + a free text field", "how often do you use X functionality", etc. 

     

    The answers will give you an idea what you might have to do in order to increase adoption, such revisiting your governance plan, communication for example about what to use when, training if users struggle to use certain functionality or are not aware of it. These are just a few examples and I hope it helps. 

    • NathalieG's avatar
      NathalieG
      Copper Contributor

      Hello Antje Lamartine 

      Thanks for your message.

      I agree that surveys are a good way to track adoption in a more qualitative way.
      Do you also work against pre-set business outcomes as put forward in the previous post? If so, how do you about setting them?

      Best regards

      Nathalie

      • NathalieG The trouble with setting pre-set business outcomes is that there are no standards. We work them out in sessions with for example with the core team supporting O365, or a cross-section of employees in a Workshop, or through focus group interviews, or through feedback in a POC. We have many conversations, because we all talk about "helping people work smarter", but what does it really mean, right? So as said by others as well, it makes sense to look at user scenarios, by department or company wide if possible (that is usually harder), and measure on that smaller level. If done by department, it will also be easier to respond to KPI results with different Change & Adoption measures, which in turn can then be reused in other areas of a company. As with other O365 things I keep "crawl, walk, run" in mind. Starting small, keeping in touch with the users, and then adjust the along the way.

  • NathalieGwe always work on the premise of adoption as being directly resulting to some kind of business outcome.  For example, a reduction in the amount of emails by XY%; cost or time savings by XY%.  When working with the teams who we are supporting for O365, we use typical work scenarios and then relate the outcomes for success to those scenarios and problems to be solved - so we measure that as opposed to vanity metrics such as numbers of likes; numbers of shares etc.

    • NathalieG's avatar
      NathalieG
      Copper Contributor

      Hello Helen Blunden 

      Thanks for your reply.

      Indeed the business outcome is what I find difficult to quantify . Clients may wish to reduce the amount of emails but are often unclear as to what a realistic rate of reduction is. How can we support them in setting these quantifiable objectives? Same thing when it comes to travel reduction for example? 

      We also use case scenarios to encourage adoption and track usage metrics to see the rate of adoption,  but setting the initial business outcome in a realistic timeframe is what I find tricky.

      Best regards

  • julianlt's avatar
    julianlt
    Copper Contributor
    One idea I have heard is measuring the number of emails used before and after the introduction of Teams. This can be expanded to e.g. the number of cc's done, the number of unread emails, etc. The idea being to reduce the use of emails to only those directly relevant to the person who receives them (i.e. not on cc, and they actually open the email).
    Beyond that, the number of teams that include people in different departments can point to more collaboration across the organisation.

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