Adoption by hierarchy

Following on from the ‘Adoption by Chance’ approach an alternative if the ‘Formal Approach’ or adoption through hierarchy (and highly recommended if you were even thinking of taking the ‘Adoption by Chance’ approach).

The formal approach is based on:

  • Engagement through leadership / key stakeholders
  • Implement a formal approach (defining and delivering) to educate on the collaboration technologies.
  • Refine approach and collateral as the programme develops

Adoption through hierarchy

MERITS

  • Understanding of the ‘What, Why, How’ of the technology from a leadership perspective and ensuring they are fully aligned
  • Colleagues ‘on the same page’ and at the same stage of the journey
  • Knowledge of all available materials
  • Formal support process
  • Increased ability to maximize the applications available – larger number of use cases surfaced
  • Ability to get access and collaborate across all areas of the business
  • Comprehensive approach

DRAWBACKS

  • Slow and time consuming – early motivators may lose interest
  • Pace set by leadership or project team – not the users
  • Too much detail – information presented won’t necessarily be applicable to all
  • Too rigid
  • Loss of interest increases and users drop interest of the ‘journey’
  • Rational approach but doesn’t appeal to emotional interest
  • Potential to be exclusive and siloed

Adoption by chance

Having looked at 3 very different approaches to adoption of collaborative technologies here is my take on the drawbacks and merits of each.

Today we start with the ‘throw it over the fence’ approach. I would suggest this is generally favoured by IT folk who need to ‘get it out there’ and their focus is not on sustained usage or business value.

Success is generally low and adoption is by chance

MERITS
• Self-contained, no need to engage with other areas of the business prior to deployment
• Low cost – little resource required
• Enables rapid deployment
• Creates an enterprise-wide awareness (if communication channels are effective)
• Enables a swift campaign to be executed
• Meets immediate technology enablement requirements

DRAWBACKS
• Awareness does not guarantee engagement with tools
• Little understanding of how they can be utilised
• Little control over how the business will use it
• Little adoption once early motivated adopters have been engaged
• Little adoption or engagement once campaign has finished
• Little sustaining or legacy behaviours in place
• All behavioural change is by chance or self-understanding

Adoption by Chance, Hierarchy or Community

Sticking with the ‘power of 3’ theme from a previous post (The Power of 3) here are the least / most effective approaches to adoption (habitual usage) and sustained business value from collaborative technologies.

1 – Throw it over the fence and let the business get on with it (Adoption by Chance).
– Provide access to the tools
– Provide access to training areas
– Develop communication / launch plan
– Create messages and deliver through formal channels
– Email alerts
– Portal / Intranet
– Traditional Change Agents
– Leave it to the business to ‘go figure’
Adoption success around 10-15%

2 – Common Formal Approach (Adoption through hierarchies)
Favoured by many of the consultancies involving engagement through leadership, implementing a formal approach around defining and delivering the programme which is refined, together with collateral that is recycled and enhanced as the programme develops. The formal approach includes elements such as:
• Developing the pitch
• Defining ‘What’s in it for me’? for business areas
• Technology Planning
• Engagement planning
• Adoption services
• Build and sustain
Adoption success around 45 – 60%

3 – Social Approach (Adoption through informal networks, tribes and communities)
This generally involves engagement through informal structure of companies with adoption built around explicit use cases (not abstract but rapid, high volume explicit use cases) and supported by:
• Deploy waves of rapid use cases
• ‘Word of mouth’ through networks
• Nudge channels
• Informal advocates
• Social learning
Adoption success around 55 – 70%

The power of 3

Over the last few years it’s been pleasing to see how some of the collaboration software vendors have been changing their tune over how to successfully adopt their technologies.

If you compare the early adoption collateral for Jive, Yammer (O365), Chatter (insert numerous names here) and look at the adoption approaches they now recommend – built around behavioural change, habit formal and other techniques from neuroscience and related disciplines – those of us from the ‘people’ side of technology feel more comfortable than ever in championing the mantra that good adoption of collaborative technologies is more about psychology than technology.

Using the ‘power of 3’ psychological approach here is my take on the ‘do’s and don’ts of adoption broken down into 3

DON’T

  • Don’t focus on technology / product names and keep use of traditional corporate channels to a minimum
  • Hierarchy won’t be effective – no ‘trickle-down’ effect in most organisations. Leadership support is important but it must be active (role modelling not just telling)
  • Don’t tell people the whole story, show then everything at once, or provide just one approach / route for success

DO

  • Focus on behaviours and scenarios with short bite size coaching and messaging (power of 3)
  • Create a bottom up / ‘word of mouth’ approach, developing social learning, role models (doing rather than telling) and nudge rather than command
  • Work on volume (light lots of little fires – develop use cases, nurture advocates, present at meetings) and then focus energy on those that catch fire and show potential to grow)

Something got me started

Something got me started

Like this article which shows the important of building momentum in driving the adoption programme.

People love to be associated with something when they garner a sense that things are happening (remember the Dancing Man) – link below.

So if you’ve deployed the technology and got little response from your colleagues then it’s time to build momentum.

In practical language that means working with some potentially interested colleagues to develop use cases – not abstracts but real ones that are helping to solve their problems and getting work done.

It’s part of a ‘social / word of mouth’ approach that begins adoption through networks and communities rather than larger formal approaches.

http://www.cmswire.com/digital-workplace/how-momentum-drives-social-collaboration/?utm_source=cmswire.com&utm_medium=email&utm_campaign=cm&utm_content=nl-daily-160707&mkt_tok=eyJpIjoiWTJWaFpqSTFOVE0zTjJJMSIsInQiOiJMOHJFMEpPams1dHZ1aUpPQU5hazNLcHk0VW1uQ2xEN2JBMmJKejg3ZVk3SDUyblNjMzZSM3lxcWNOWldJSWZ2dVd6ZDIwd1N4Y2d5RDlHb1RMVHFNdDllWVZpMlZpcEE1NzhaZUFuRFhtRT0ifQ%3D%3D

People love to be associated with something when they garner a sense that things are happening (remember the Dancing Man) – link below.

So if you’ve deployed the technology and got little response from your colleagues then it’s time to build momentum.

In practical language that means working with some potentially interested colleagues to develop use cases – not abstracts but real ones that are helping to solve their problems and getting work done.

It’s part of a ‘social / word of mouth’ approach that begins adoption through networks and communities rather than larger formal approaches.

http://ed.ted.com/on/IgslePtt#review

Finding the right trigger for success

Finding the right trigger for success

I’ve just been reading some conversations in one of the Linkedin Change Management groups I belong to. The conversation is around why organisations are still struggling to get Yammer adopted.

It still amazes me that in 2016 many organisations are struggling to get value from social software despite a reliable ‘recipe’ now being known.

All consultancies both large and small have a framework which is pitched to potential clients that will deliver various degrees of success – but success nevertheless.

Any programme / project manager with an element of common sense could also scan the internet and get a reliable formula to get those engagement / value rates above 55-60% (70% looks to be the saturation point) rather than languishing in the 20%.

Many of the previous comments have articulated the recipe for success, or lack of it, such as…  ‘not aligning to business strategy, little governance, poor planning, wrong use cases at the wrong time, treating change like a IT change programme rather than behavioural change etc. etc. etc.

A couple of areas I would raise which compounds the agony of low adoption / value:

Few of the owners of these platforms appear to be appraised on garnering value. As long as it ‘works’ from a technical perspective the responsibility appears to stop there.

Also too many project managers run traditional change programmes which deliver the rational reason to use the platform, tell them what to do, the how and why. Few look to go further and try to deliver the emotional reasons, activate leaders, shift mind-sets and behaviours or align the formal organisation. And very, very few actually work on finding the ‘triggers’ that will give people the motivation to change.

However, I know Microsoft (and others) are realising that they need to ‘raise their gam’ in terms of preaching ‘change management’ as a key element of garnering business value. Also how that change management is delivered (more open, transparent, inclusive, cross boundary etc.) is also something that needs to be promoted further.

 

However, I know Microsoft (and others) are realising that they need to ‘raise their gam’ in terms of preaching ‘change management’ as a key element of garnering business value. Also how that change management is delivered (more open, transparent, inclusive, cross boundary etc.) is also something that needs to be promoted further.

 

Becoming a social leader

Becoming a social leader

Trying to get leaders to understand the potential and value of creating an open and collaborative business can sometimes be a hard sell. One of the key milestones is to get them embracing and supporting the deployment of tools and associated behavioural change required to utilise the investment.

Key elements when approaching leaders should include:

  • Explain the key elements of open / social working
    • Outline the need to appeal to individual’s ‘intrinsic motivators’
    • Provide practical examples of individuals becoming more effective and engaged
    • Guide them on how to develop and spread the habit via doing
    • Explain how they would “contribute to people in their organisations to deepen the relationship”?And also why should they?
    • Don’t replicate a process. It has to replace it or be something new.

Using the ‘seeing is believing’ mantra here are some tips to get your leader involved. O365 is used in this examples but this would apply to most collaboration and open business technologies.

1- Explain to them the overall benefits, ideally linking to the overall strategy. Normally the benefits would include:

o Enables ‘new ways of working’ by providing:
 Access everywhere, anytime
 Transparent and open working
o Builds a connected organisation enhancing business agility
o Increases employee engagement
o Improves team collaboration
o Enables external collaborative working

2- Set out the benefits for the leader (try to understand what would be key motivations prior to the session). These could be:

• Build a personal brand across the organisation
• Network across silos
• Increase engagements and receive feedback
• Access and share documents easier
• Network / collaborate externally
• Manage meetings and reporting more effectively
• Build a connected organisation by increasing participation in Townhall events

3 – Getting the leaders started

• Update their Profile with skills and experiences and explain the benefits.
• Profiles and reputations develop fast in the online world. Yammer offers Leaders new ways to promote their views and skills
• Leaders will emerge that may otherwise have been hidden in dark corners
• Yammer gives everyone the chance to share their views in an open forum
• Contributions are a lot more transparent and the Personal Brands Leaders create allow leadership potential to be spotted
• Smart Leaders and Talent teams embrace this opportunity.

4 – Spend 5 minutes building or expanding their network on Yammer

• Guide them on how to ‘follow’ people and join ‘groups’.
• Ask them to pick a few key words around topics which reflect their role and aspirations within the company (don’t just follow the people you already know) and use the ‘search’ option to explore what people and groups have similar interests.
• Begin following and see the value it may begin to bring.
• Don’t suggest they select hundreds or they will be ‘drowned in the noise’.

5 – Explain the power of ‘liking posts’

• Leaders should be taught the power of liking posts.
• A ‘like’ from a Leader has a big impact and is a good way to drive colleague engagement and motivate action all in one second.
• Encourage Leaders to use the ‘like’ option but also to be aware of the impact that ‘like’ can have if it’s not actually genuine.
• Before they know it a whole new process could be accidentally developed.

6 – Get them to join conversations and ask them to assess what benefit this has brought them over a period of a few weeks.

• Leaders’ reactions to posts shape how people perceive them as leaders
• What’s key is to teach Leaders how to handle conversation well and to do so publicly
• Over zealous comments or poor ends up sending a much louder message than simply responding in a well thought through manner

7- More things to remember

• At the outset it’s too easy for leaders to say it’s not for me. You want colleagues to make an informed choice knowing what is on offer before they decide not to use it, not to decide against it because it’s a big unknown quantity.
• If they are resistance or believe they need ‘training’ before they use it then offer them this through beginners coaching sessions
• It’s a self-updating skill set once they are on the bandwagon but at the start you don’t want to leave good talent behind. Everyone should be given equal opportunity to shine.

8 – Next steps

Once they are confident and comfortable with this way of open working then get them to expand. The next steps will be:

• Running a crowdsourcing session ‘ Yamjam to increase participation and innovation
• Hold ‘Town Hall’ events to increase engagement
• Sharing a vision for a better future and they ask their people to co-create this together in open innovation forums.
• Get them to ask colleagues to combine our strengths and spend more time collaborating around that which we wished to accomplish, rather than that which we wished to avoid, what’s possible?
• They co-design what is next.