Change management for the intranet and digital workplace:bringing the organization with youA report for DWG members only

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Change management for the intranet and digital workplace: bringing the organization with you 2

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All our research reports are available for download by DWG members in the Research section of the DWG extranet.

T he world of work is experiencing an unprecedented transformation driven by technology. In this follow-up to The Digital Workplace: How technology is liberating work, Paul Miller,

CEO and founder of the Digital Workplace Group, is joined by co-author Elizabeth Marsh to pick up the story and help organizations create digital workplaces fit for the future.

A unique combination of thought leadership and practical advice, this book will bring the reader up to date with the latest developments, such as: no jobs but lots of work; the new digital work ethic; why “teamwork” needs a makeover; the human-centred digital workplace; what this means for physical workplaces; and why the revolution starts with education.

It also provides essential guidance on how to deliver a productive and engaging digital workplace in your organization, explaining how to: assess maturity; make the business case;

set up the programme; and measure progress.

See more about The Digital Renaissance of Work: Delivering digital workplaces fit for the future at:www.digitalworkplacegroup.com/the-digital-renaissance-of-work/#content

The Digital Renaissance of Work: Delivering digital workplaces fit for the future

Paul Miller and Elizabeth Marsh

Change management for the intranet and digital workplace: bringing the organization with you

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Contents

ConfidentialityThis report is the property of the Digital Workplace Group (DWG), which is wholly owned by The Empowerment Company Limited. It is protected by international copyright law and conventions. Users of the report have the right to use the report solely for their own internal information purposes. They may not disclose, copy, disseminate, redistribute, or publish the report, or any portion of or excerpts from it, to any other party. Reproduction of the report in any form or by any means is forbidden without DWG’s written permission. Copyright © 2014 Digital Workplace Group. All rights reserved.

1 Executive summary and recommendations 6

2 What does change management mean to intranet and digital workplace professionals? 8

3 Opportunities and challenges 10

4 Approaches to change 12

5 Framing the change 17

6 Engaging critical stakeholders 19

Senior management 19

Advocate networks 20

Local implementation partners 21

7 The cycle of change 23

Prior to launch 23

Full launch period 24

Learning interventions 28

8 Case studies 31

How Xchanging launched a social intranet 31

How PwC used an advocate network to grow adoption and success of Spark 38

Continuous intranet improvement at the City of Malmö 43

How Weston Solutions used Kotter’s 8 steps for leading change 49

Acknowledgements 53

Change management for the intranet and digital workplace: bringing the organization with you

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Executive summary and recommendations

1

Change management is recognized as a critical success factor for most technology-related projects and is absolutely essential for any initiative requiring new ways of working and therefore a change in employee behaviour. For teams launching new intranets, collaboration and social platforms, or digital workplace initiatives, change management is a given.

In the intranet and digital workplace space, change management approaches are commonplace and there are various good practices to draw from. This report gathers some of these practices together, and makes related observations and recommendations based on approaches that have proved successful.

Change management activity needs to be constantChange management efforts are usefully focused on the immediate period before and after the launch of a new platform. But activity should start the moment a project is scoped, involving users in the design and development as a key component of the change management effort. After a project finishes, change management must continue as “business as usual” in order to embed new ways of working.

Change management efforts change over timeMost digital workplace and intranet implementations involve a major platform change, followed by a series of smaller improvements. Accordingly, change management approaches need to adjust over time.

During launch, change tends to be revolutionary, with tightly planned, energetic and widespread communications and interventions. After launch, change is usually more evolutionary, iterative and able to respond more flexibly to user and business needs. Creating a regular release schedule with continual improvements is a change management effort in itself.

Training and communications also need to be designed to reflect growing maturity in the use of digital tools.

Target interventions to engage different groupsCommunications and interventions should be targeted towards the needs of different groups and specifically designed to engage them rather than instruct them about the change. These groups include senior stakeholders and management, local implementation managers, advocate networks and end-users. Within these groups there will be a range of different demographics, abilities, stages of adoption and willingness to engage.

Grow and leverage advocate networks in large organizationsUsing networks of motivated individuals who can act both as local champions and experts is essential when launching a new platform or initiative in a large organization. Efforts need to be directed towards selecting, motivating, engaging and supporting this vital resource. Peer-driven change is more likely to resonate with employees than a wholly centrally driven programme.

Change management for the intranet and digital workplace: bringing the organization with you

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Give local autonomy to change management efforts where you canWhere possible, allow divisions, locations and functions some autonomy in the launch so that they develop a sense of ownership to help drive local change management efforts. They are often best placed to present centrally driven efforts in a way that has most impact for local users.

Speak the language of the business and employeesCommunications and interventions around new platforms and new ways of working need to make obvious and logical sense to users, demonstrating both how the innovation fits into organizational strategy as well as how it will make their day-to-day work easier. This means dealing with the bigger picture and also the “what’s in it for me” aspect.

Take a cross-functional approachInvolving a cross-functional team in your project, for both sponsorship and implementation, is important, not only for overall success but also for the change management effort. It will mean more on-the-ground support from critical functions such as HR and also that your project is less likely to be perceived as having a business rather than an IT focus.

Utilize trainingTraining can be a highly successful intervention to drive adoption. The general pattern is to assume scheduled session-based training for senior leaders, advocate networks, platform champions, local implementation managers, publishing communities and community managers, with a self-service model for end-users.

Change management for the intranet and digital workplace: bringing the organization with you

Overview Managing an intranet, collaboration platform or digital workplace programme for a large organization can be a lonely, thankless task and it’s growing more complex every year.

of servicesGet DWG on your side

Industry best practice for large organizations

Objective data for making critical decisions

Independent expertise to guide strategy and plans

1 2 3

Sample members and clients

Real-world practitioners: Our benchmarkers and consultants have previously managed intranets and digital workplaces at major organizations. Our expertise is rooted in experience.

Large company experience: For over a decade we have worked with Fortune 1000/FT 500 and similar organizations. Our expertise and insights focus on the challenges and needs of that group.

Measurement and research focus: Our consulting and evaluations are underpinned by measurement and our rich research programme. Our mantra is “data and metrics in a world of opinion”.

Independence: All our work is vendor neutral and our evaluation framework is technology agnostic.

An expert partner to drive change and successWe provide independent expertise to large organizations to help them advance their intranets and broader digital workplaces through two distinct services:

1 A confidential member bench marking forum 2 Bespoke consulting

projects

Strengths of the Digital Workplace Group

• Benchmarking evaluations

• Content management

• Collaboration platforms and social business

• Digital workplace roadmaps

• Enterprise mobile

• External insights and research

• Facilitated workshops and innovation labs

• HRIS and other self-service applications

• Metrics and measurement

• Search and findability

• Strategy and governance

• Stakeholder engagement

• Usability, navigation and design

• User research

Confidential learning, ongoing improvement

The DWG Member Forum is a confidential, members-only benchmarking group. Since 2002, we have carried out more than 500 evaluations in major organizations, giving us a rich background of knowledge and unrivalled insight into current best practice. Membership combines extensive evaluations with peer learning and expert research.

Three elements of membership:

• Benchmarking evaluations: In-depth analysis of your sites/environment and comparison with other members

• Peer learning: Rich interaction and sharing with teams from other major organizations

• Expert research: New members-only reports every year and an enormous archive of papers and videos

Strategic interventions, bespoke projects

Separate from the DWG Member Forum, DWG Consulting Services provides vendor-neutral, unbiased and high-quality advice, and practical hands-on support for digital workplace and intranet programmes. This work is rooted in our decade of providing measurement and research-driven services and our team’s experience of working within large organizations.

Sample consulting projects:

• What does “good” look like? – External insight of industry best practice to inform strategies and plans

• Define vision, strategy & roadmap – Methodology and expertise to set your forward path

• Facilitated workshops – Engage stakeholders across a global organization or within a function

DWG Member Forum DWG Consulting Services

The most valuable thing about DWG is being able to meet your peers. If you work in intranets, it’s normally a closed community… But in this forum, you know you’re going to get honest answers and honest opinions.

We needed a resource. We felt lost. DWG provides resources in one place. It became clear to us that DWG is the one-stop-shop for everything we need.

Two lines of service

Areas of focus

Email: nancy.goebel@digitalworkplacegroup.comTwitter: @nancyatdwg Call: +1 973.978.1072

Nancy M. Goebel, Managing Director London

30 City RoadLondon EC1Y 2ABTel: +44 (20) 7722 8726

New York230 West, 41st Street, 15th FloorNew York, NY 10036Tel: +1 (865) 903 0232

Main offices:

How to contact DWG

Mark Mazza Senior Manager, Digital Projects Lloyds Banking Group

Laura Pierce Director, Corporate Intranet ADP

How to access

the full reportConfidential research for DWG members

This executive summary is an extract from a full research report created for members of the Digital Workplace Group (DWG) Member Forum.

DWG membership is governed by rigorous confidentiality agreements. Most members are very large organizations and face strict guidelines around sharing internal information with others. Our blanket confidentiality policy ensures that the intranet and digital workplace teams from member companies can share honestly and openly with other members.

Additionally, the companies highlighted in our research case studies can breathe easily knowing that their stories will be shared within a confidential environment, not publicly.

Part of the DWG resource library

The full version of this report is part of the DWG Member Forum’s extensive resource library, which includes:

• all DWG research from the past decade

• a curated collection of external research

• a massive video library of intranet tours

• a video library of member knowledge exchanges on focused topics

• a benchmarking database of intranet best practices from large organizations

This is the most extensive library of intranet and digital workplace resources in the world and is available privately to all DWG members.

For more detailed information you can see a complete list of DWG research reports on our website.

All DWG research reports, including the full version of this one, as well as thecomplete DWG resource library are part of our Member Forum package. If you would like to access this and our other research reports, please consider joining the DWG Member Forum. You can find more information about membership on the following pages.

Join DWG MemberForum to access the research

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United Kingdom: Digital Workplace Group 30 City Road London EC1Y 2AB Tel: +44 20 7722 8726

North America:

Digital Workplace Group 230 West 41st Street 15th Floor New York, NY 10036 Tel: +1 (866) 903 0232

info@digitalworkplacegroup.com www.digitalworkplacegroup.com