I KNOW, I CAN, I WANT TO:

EMBRACING DIGITALISATION IN COMMUNICATIONSBEFORE IT BECOMES A DIRTY WORD

Dr. René Sternberg, 24/10/2019

FULL SERVICE INTRANET & WORKPLACE AGENCYWe offer a 360 degree service: architecture – technology - organizational implementation

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KEY FACTS:Founded in March 2003,today over 100 employees

LOCATIONS:Hamburg, Berlin, Düsseldorf, Vienna and Zurich

Awards in 2018:

Base for all digital workplaces

Communications, change & adoption

IT integration& development

FULL SERVICE INTRANET & WORKPLACE AGENTURWhat Microsoft says: Coverage & user adoption three times higher in projects with HIRSCHTEC support

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Time since rollout 30 days 60 days 90 days 120 days 150 days

Average relative growth MoMof SharePoint Online users 131% 40% 18% 9% 10%

Average relative growthin users since rollout 131% 184% 227% 255% 293%

Average compound monthlygrowthrate of users 30%

Average relative growthof users over 5 months 293%

* Core Active Usage (Sharepoint)

Overall impact of HIRSCHTEC’s engagement on customers’ SharePoint Online usage

1. Why do we need communications and coachings for the implementation of digital

products?

2. What do we need for a succesful launch campaign?

3. How to provide guidance in the tool landscape?

4. What will change for editors and communication managers?

TOPICS IN FOCUS4

1. Why do we need communications and coachings for the implementation of

digital products?

2. What do we need for a succesful launch campaign?

3. How to provide guidance in the tool landscape?

4. What will change for editors and communication managers?

TOPICS IN FOCUS5

KNOWLEDGE STAIRWAY - PROF. KLAUS NORTH6

WEB 1.0 WEB 2.0

TAMING YOUR APPSOffice 365: Many tools, many options

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OFFICE 365 ≠ “JUST DO IT”Create commitment, offer reliability – avoid investment ruins

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PEOPLE IN THE SPOTLIGHTLet’s avoid to focus only on technologies and technical features

• “Do you want MS Teams?”

• “Do you need Planner?”

• “Do you plan to launch Yammer?”

• “What about offering Power BI?”

• …

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„我只懂车站 …“

PEOPLE IN THE SPOTLIGHTWe do not train tools, but use cases

• How do I create an effective meeting?

Organize in Outlook, agenda and minutes

in OneNote, discussion and online

presentation in teams, ...

• How do I orchestrate the collaboration

in my project group?

Communication in the feed, file storage

in SharePoint, integration and use of

additional apps, …

• ...

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Yet another …

• Tasklist

• Entry Page

• Document View

• Navigation

• Feed

• Chat

• ...

COMMUNICATIVE CHALLENGEFinding the right measure and mean (Maß und Mitte), preventing the perceived complexity and excessive demand

• Technical affinity/Skepticism towards media. Many employees are not digital natives

• Infrastructure. Above all, the "new" has to be made known via existing channels

• Cultural change. For many, networked work is new and a (emotional) hurdle

• Orientation. A variety of systems puts the employee in front of many questions and decisions

• Acceptance. In a challanging market, the priority of a new intranet is questioned by the employees

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Introductory campaignwith sense of proportion

1. Why do we need communications and coachings for the implementation of digital

products?

2. What do we need for a succesful launch campaign?

3. How to provide guidance in the tool landscape?

4. What will change for editors and communication managers?

TOPICS IN FOCUS12

I KNOW, I CAN, I WANT TORaise awareness and empower people: Introducing Office 365 and the digital workplace in a communicative way 13

* Based on Prosci® ADKAR® Modelfat = Must haveitalic = Nice to have

I KNOW(„Envision“)

Motivation phases

How does the Digital Workplace become

useful and "tangible"?

I CAN(„Onboard“)

I WANT TO(„Drive Value“)

Knowledge ReinforcementAbilityAwareness Desire

• Basic / Master Story & FAQs• User Journeys / Stories• (Video-)Statement sponsors• Claim / Visual / Logo• Launch campaign (print, digital, live)• Toolbox team sessions• Naming competition• Multimedia stories• Teaser videos• ...

• Coachings according to use cases• Netiquette & governance• Z-Card / Pocket Media• Screencasts / "How to's"• "Cookbook"• Tool landscape & use case atlas• Video statements champions & users• Gamification& quiz• Info booth & roadshow• ...

• Help community• Community lifecycle management• Digital leadership (1:1-coaching, buddy

concept)• "Open clinic"• Lunch & Learn• Live demos• Floorwalks• ...

Medium / measure for enthusiasm

and empowerment

CONTEXTUALeMOTION

CURVE

SPARK INTEREST EXCITE

IMPRESSCONVINCE

CONVINCE

GROW INTEREST

CONNECT

CONNECTKEEP

INTEREST

INSPIRE

MANIFESTCONNECT

3. Coachings & trainings

4. Governance & formulate "guard

rails“

1. Highlight benefits, project promotion

2. Introduce the digital workplace like

a product

5. Sort the tool landscape

6. Enable exchange & community building

STRATEGICAL APPROACH & GUIDING PRINCIPLEPeople in the middle, not (only) technology. Step by step instead of "Big Bang on Day 1" 14

* based on Prosci® ADKAR® Model for User-Adoption

I KNOW

Motivation phase*

How does the newintranet become

useful and "tangible“?

I CAN I WANT TO

Knowledge

3. Coachings & trainings

ReinforcementAbility

4. Formulategovernance & "guard rails"

Awareness Desire

1. Highlight benefits, project

promotion

2. Introduce thenew intranet like

a product

5. Outline the toollandscape / Use

case atlas

6. Moderate exchange and

feedbackopportunities

• Basis-/Master-Story• FAQs• Claim/Visual „Together.

Connected. Mobile.“• PowerPoint team meetings• Teaser video• Naming competition• Accompanaying

communication/Microsite in existing intranet

• Trainings for editors and users(Live & web sessions)

• Netiquette & governance• Z-Card/Folding map• Screencasts/„How to‘s“• „Cookbook“ with step-by-step

instructions• „Greencard“ for pilots• Information platform/Roadshow

• Information graphics toollandscape & use case atlas

• Help community• Live demos• Gamification/Quiz• „Open forum“• Coachings internal influencer

Medium/mesure for

enthusiasm and empowerment

July – October 2018 November 2018 (Go-Live)

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION1. Highlight benefits and project promotion: everyday needs instead of technology swanks

How the employees of the enviaM Group supported the project team:

• Focus group workshops & employeeinterviews to find out specificrequirements

• Card sorting & user acceptance teststo ensure the usability

• Migration & content creation forcurrent and maintened content

• Naming competition, the majorityvoted for "intranet"

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION2. Introduce the new intranet like a product: claim, recurring symbols, promotional formats

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION3. Coachings & trainings: supported by media, but, above all, personally and without raised forefinger

Digital: "cookbook"

Moving images:video tutorials Print:

folding map

Gamification: digital treasure hunt

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION3. Coachings & trainings: supported by media, but, above all, personally and without raised forefinger

Example enviaMWe cannot handout the pictures because of personal data:

Pictures shown a town hall meeting and a shooting for profile pictures

1. Why do we need communications and coachings for the implementation of digital

products?

2. What do we need for a succesful launch campaign?

3. How to provide guidance in the tool landscape?

4. What will change for editors and communication managers?

TOPICS IN FOCUS19

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TACTICAL OPERATIONAL IMPLEMENTATION4. Formulate governance und "guard rails": because only those who are sure-footed ventures on the floor

Netiquette

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4. Wir respektieren geistiges Eigentum. Das Urheberrecht haben wir stets im Blick, insbesondere bei Bildern/Dateien o. ä. aus dem Internet. Inhalte Anderer ändern wir nur mit deren Einverständnis bzw. informieren sie hierüber. Unsere Quellen legen wir stets offen und erhöhen dadurch unsere eigene Glaubwürdigkeit.

5. Wir verwenden angemessene Fotos. Bei unseren freiwilligen Profilfotos legen wir Wert darauf, einen professionellen Eindruck zu vermitteln. Vor der Veröffentlichung von Bildern mit anderen Personen haben wir deren Einverständnis eingeholt.

6. Wir nutzen die neuen Möglichkeiten konstruktiv. Das neue Intranet hilft uns, unsere Arbeit noch besser erledigen zu können. Unsere übrigen Aufgaben verlieren wir dabei niemals aus den Augen. Die Nutzungsintensität wird nicht zur Bewertung unserer Arbeitsleistung o. ä. hinzugezogen.

7. Wir halten die Vorgaben zum Datenschutz ein. Wir beachten, dass personenbezogene Angaben den Vorgaben zum Datenschutz unterliegen. Wir verwenden Daten über andere Personen möglichst sparsam und verwenden sie ausschließlich für die Zwecke, die wir im Intranet erreichen wollen. Angaben, die wir über uns selbst in unserem Intranet bereitstellen, werden freiwillig bereitgestellt. Wir können diese Angaben jederzeit selbst löschen, um unser Widerrufsrecht auszuüben. Bei Fragen zum Datenschutz wenden wir uns an den Datenschutzbeauftragten.

Netiquette

Liebe Kolleginnen und Kollegen,effektive und zeitgemäße Zusammenarbeit, Austausch und einfache Kommunikation – gemeinsam wollen wir die Möglich-keiten unseres Intranets produktiv nutzen. Bitte beachten Sie, dass sämtliche Regelungen, die sich z. B. aus Ihrem Arbeits-/Anstellungsvertrag, unserem Code of Conduct/Verhaltenskodex und sonstigen Bestimmungen/Regelungen/Vereinbarungen ergeben, auch bei der Nutzung unseres Intranets vollumfänglich ihre Gültigkeit behalten. Darüber hinaus haben wir folgende Tipps für ein gelungenes Mitmachen & Miteinander für Sie bereitgestellt:

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1. Wir sind höflich und respektvoll. Auf der anderen Seite des Bildschirms sitzt immer ein Mensch. In virtuellen Gesprächen verhalten wir uns so, wie wir auch in einer echten beruflichen Situation wahrgenommen werden wollen. Vermeiden Sie persönliche Angriffe oder Argumente, die sich auf die Person beziehen. Respektieren Sie das Recht auf eigene Meinung und versuchen Sie nicht, Ihre Meinung anderen aufzuzwingen. Beleidigun-gen, sexuelle Anspielungen, sexistische und rassistische Äußerungen sind untersagt.

2. Wir teilen Wissen und nehmen aktiv teil. Unser neues Intranet entsteht mit den Mitarbeitern für die Mitarbeiter. Wir teilen Wissen und Erfahrungen und lassen andere von unseren Ideen und unserer Kreativität profitieren – für nutzenstiftende Ar-beitsergebnisse.

3. Wir achten auf Vertraulichkeit. Wir schreiben und teilen nur solche Inhalte, bei denen wir sicher sind, die Berechtigung hierzu zu haben. Im Zweifelsfall fragen wir vor der Veröffentlichung unseren Vorgesetzten. Wir berücksichtigen, dass alle Daten von Mitarbeitern und Kunden, Personalia oder strategische Unternehmenspapiere der absoluten Vertraulichkeit unterliegen.

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION5. Outline the tool landscape & use case atlas : guidance und perspective instead of tool clutter

Example enviaM

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TACTICAL OPERATIONAL IMPLEMENTATION6. Moderate exchange and feedback opportunities: people are interested in people

Example enviaM

TAMING YOUR APPSOffice 365: Many tools, many options

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USER GUIDANCE: TOOL LANDSCAPEDescribe tools and their benefits (“What’s in it for me?”) 24

Tool What is it? What’s in it for me?

MS Teams Collaboration hub & virtual meeting room

Get connected to colleagues via chats & web sessions, simply share information, documents et al.

OneDrive Secure file hosting in the cloud Store your personal documents online and accessthem from any approved device

OneNote Digital notebook Simply capture and share notes, memos, pictures etc.

Word, Excel, Power Point,Outlook

“Classical” office software Create documents – even in parallel with colleagues; manage your emails and appointments

… … …

USER GUIDANCE: TOOL LANDSCAPECategorize tools ("How can digital instruments be categorized?”)

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OPERATEManage your daily tasks

INFORMStay up-to-date

COLLABORATEExchange & network

USER GUIDANCE: TOOL LANDSCAPEExplain use cases ("Which digital instrument do I use specifically for what?").

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“I want to create

documents”

“I want to store my personal

documents”

“I want to exchange

and network with my team /

project”

“I want to stay

informed and read company

news”

“I want to share my

screen and get instant feedback”

“I want to capture &

share meeting

minutes / notes”

…

Operate…

Inform

Collaborate

Use case

Tool

1. Why do we need communications and coachings for the implementation of digital

products?

2. What do we need for a succesful launch campaign?

3. How to provide guidance in the tool landscape?

4. What will change for editors and communication managers?

TOPICS IN FOCUS27

REPOSITIONING OF INTERNAL COMMUNICATIONSMany tools, many touchpoints 28

CollaborationDo your everyday tasks

InformationStay up to date

NetworkingGet connected

REPOSITIONING OF INTERNAL COMMUNICATIONSVarious tools & channels for various stakeholders and their information needs 29

Blog

Microblog

Wiki

Chat

Feature

Approved news and stories providedby Corp Comm (global; overarching)

News from regions, business units, ordepartments (local)

Information & knowledge

Collaboration

News type

bbc.com,wsj.com

Facebook, Twitter,

Instagram

Wikipedia

WhatsApp

Source in private life

SharePoint Online

Yammer

SharePoint Online

Teams

Source in Office 365

REPOSITIONING OF INTERNAL COMMUNICATIONSTailormade distribution of news & stories to various internal stakeholders 30

Typ of news Channel/tool Target group

Comprehensive news, e.g. strategy, finance, product launches SharePoint Communication Site All employees

Local/area-specific news, e.g. location/branch news, local staffing Yammer group Area/location/area

concerned

Ticker messages/alerts, e.g. maintenance IT/machinery, construction site, room maintenance

Yammer announcementRange/ Department/ if applicable all employees

Status News Projects Corp. Comm., e.g. Annual Report, Balance Sheet PK, Trade Fair

MS Teams Projects or groups of experts

"Soft Stories", e.g. sports groups, bulletin board, marketplace Yammer group, MS Teams Interested parties

...

REPOSITIONING OF INTERNAL COMMUNICATIONSFrom editor to community manager 31

• Editorial services

• Media production &

content creation

• Approval & releases

• Manage complex

structures

• "Send"

• Guidelines & netiquette

• Moderation & content curation

• Coachings & trainings

• Bringing in the company view

• Bringing people into contact with each other

• Establishing "sharing culture” & fostering commitment

• "Listen"

EVALUATION AND VALUE CONTRIBUTIONHigh user acceptance, catalyst of the cultural change

Balance of the first month:

• 185.947 visits (from the 3.500 users)

• 14:11 Min. average lenghts of stay (⌀ based on Nielsen Norman Group 7-8 min.)

• 500 uploaded profile pictures

• 35 opened working spaces

à Establishment as leading medium of internal communication

à Increased digital exchange of teams and project groups

à Opened feedback culture, stronger employee participation

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Example enviaM

EnviaM Group

• 8-member project team (communication, IT, works council, human resources and

others)

• 30 participants of the focus groups

• 100 pilots

• 40 editors & content managers

Exteral support

• Consulting, conception, text and design by

• 35.000 €

BUDGET UND USE OF RESOURCESAt a glance 33

Example enviaM

HIRSCHTECIntranet solutions for now & tomorrowwww.HIRSCHTEC.euHIRSCHTECIntranet solutions for now & tomorrowwww.HIRSCHTEC.eu

THANK YOU!

Dr. René Sternbergr.sternberg@hirschtec.eu+49 151 1582 4570Twitter: @renesternberg