Customer Story: Within this story, I will give you some insights into how user adoption is different between a company comprised of mainly office workers and a company where the main focus is to create, sell and maintain key infrastructure components on a global market.
Customer Background: During the last months, I’ve been working with a customer who’s a “hidden champion” or global player. This company is producing devices responsible for cooling in industrial, transportation, tourism, building and many more sectors. Their headquarters is in Germany.
Due to the focus on creation, sales and production, the number of people sitting behind a desk is just one third of all employees and IT is just something that must work 24x7.
The last component to make it even more difficult is the fact that this company is a holding of multiple single companies, part of the company group over months or even years, but still not (fully) integrated from the IT perspective.
So, let’s start with the hard facts:
Customer Target: We’ve started with the target to implement Office 365 as “another” IT solution additionally to the local IT like file servers, email systems, Skype for Business, etc.. Some in the cloud and some on-premises.
Over the initial implementation phase, we’ve figured out that Microsoft 365 needs more governance and principals to ensure a secure environment, combined with Azure infrastructures.
The main goal for the project became a M365 full stack implementation with the main driver: Microsoft Teams.
We’ve started with a small but important step: we’ve involved the central IT and especially the IT Director, responsible for all IT decisions within the whole group and first contact for any IT questions of the local directors. He’s also in direct discussions with the C-Level executives for business decisions like “more cloud” or “less cloud."
From a general change management perspective, we’ve made our first alliance with the Management level.
The next step was to identify people who are involved in many business processes in the company and willing to help the IT department for the implementation.
We found these people in a special group of persons, distributed in every department and on a global level: the assistants.
These people already had strong experiences by creating global projects and bringing some new digital workstyles into the whole company group like travel management portal. Another benefit is the direct contact of these assistants with the head of departments or even the C-Level itself. These people became the champions for the whole project.
We’ve created a strong relationship with these assistants by creating 2 weekly calls, providing direct trainings, sharing knowledge of the M365 products as well as the current project status for our global rollout.
Anyhow, all of them had different backgrounds for IT, beginning from a person with more knowledge of the manufacturing process as the PC handling, to someone who delivers IT trainings to multiple departments within the customer group.
Our initial idea was to run the following deployment process:
Within the regular champions call we’ve tried multiple trainings ideas and asked for feedback about them:
With the experiences of our Champions network, we’ve adjusted our plans. One was an “easy to use” Teams online request form, based on a request template with basic questions for all users AND the other one was the decision to provide more training and start with another rollout approach: activate the users in groups, divided by department with a slower rollout to ensure a good user experience.
Based on these insides we’ve also identified a strong need to create valid personas for different target groups. We also made the decision to separate the persona groups by office worker and production worker.
These different persona groups enforced the whole project to create different rollout plans and different training concepts.
The following onboarding concept has been used for the office workers:
Build up a Champions community
Rollout - Communication
Rollout - Trainings
But this was just the on-boarding concept. We also needed a training concept as well.
Based on our experience with the champions and the feedback of the PoC / pilot users, we’ve decided to offer multiple training options, instead of single one. But the key for the rollout kick-off was a classroom training where all user of the migration wave should meet some of the champions and get some first hands-on experiences within the test-team.
Before and during rollout
During Kick-Off Event
Complimentary basic training
During all the time we’ve got constant feedback from the champions to create an additional Q&A channel to the new users but also between the champions and the IT department.
Due to multiple projects we’ve been aware of the general approach for office worker but for production worker, we had other needs and requirements. The production worker also has another “relationship” with IT.
For the production users we had the following dependencies:
With these prerequisites, we’ve identified the following personas:
Unlucky for the integration, but good for the adoption concept: The initial idea to implement shifts for the whole production area was rejected due to the huge invest regarding training and hardware. This decision reduced the change impact to a smaller set of production users: the production lead and the foreman.
Over 2 weeks, we’ve evaluated the original way to work and identified typical business processes where we can bring in some benefits for the target groups.
This knowledge allowed the creation of specific water-proofed handouts and quick-start guides.
We’ve also created another rollout concept with single parts from the concept for desk worker but provide more production specific marketing and training strategies.
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