Hitachi Solutions - Microsoft Dynamics and Managed Services · • Consulting Principal –Hitachi Solutions • Microsoft Dynamics CRM for 14 years • Various Industries and Sizes

CPS17: How to Revitalize Your Dynamics Implementation to Increase Adoption

Hitachi Solutions

Earle Oxner

[email protected]

Welcome!

• Consulting Principal – Hitachi Solutions

• Microsoft Dynamics CRM for 14 years

• Various Industries and Sizes of Implementations

• Prosci Certified Change Practitioner

• Lead our Organizational Change Management Group

6. Influencers

• Who are Influencers?

• What do influencers do exactly?

7. Communications• Types of Messages

• Who should deliver the Communications?

8. Training• Training Development

• Training Delivery

9. Support

10. “How to Royally Derail a Project”

AgendaCPS17: How to Revitalize Your Dynamics Implementation to Increase Adoption

1. Introduction

• What is it?

• Why do we care?

2. “Getting the Layout of the Land”• What are the Best Ways?

• What am I Looking For?

3. “Creating the Why”• Benefits for End Users – “The Carrot”

• Benefits for Management – “The Stick”

4. Branding

5. Sponsorship• What does a good sponsor do?

• Examples of Sponsorship Challenges

/ 4

IntroductionWhat is User Adoption and Why Do We Care?

“I like what you are saying about building migrations, integrations, and configurations – the technical stuff - but what are you going to do to make sure people use it?” – A Typical CIO

• New Processes/Systems Drive Benefits• User Adoption of New Systems/Processes Drives

Return on Investment

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“Getting The Layout of the Land”Introduction

• First Step in the Process

• Goal is to Gather Enough Information About the Organization and Project to Build a Strategy or Plan to Drive High Adoption

• History

• People

• Strategy

• Change

• Methods:

• Surveys

• Group Interviews/Workshops

• One on One Interviews

• Review Requirements/Backlog

/ 6

“Getting The Layout of the Land”What are the Best Ways?

Surveys • Feedback from large groups

• Anonymous/Can Be Candid

• Quick, Fast Feedback

• Difficult to Follow Up• Responses Subject to

Interpretation• Can Have Low Response

Rates

• Structure Responses to Reduce Interpretation (Ranking, Yes/No, Level of Importance, Level of Agreement with Statement)

• Allow Option for Identifying Respondents for Follow Up

Group Interviews/ Workshops

• Feedback from multiplepeople at once

• People can fill in the holes in other’s comments

• Can “read the room”

• Subset of participants can dominate due to seniority or politics

• Pick participants well to reduce people dominating

• Target discussion toward process, systems, history, org roles rather than people

/ 7

“Getting The Layout of the Land”What are the Best Ways?

One on One Interviews

• Candid feedback• Good relationship builder• Can ask follow up and

clarification questions (Interactive and Engaging)

• Can personally calm fears• Help to get Influencers

• Time consuming • Best method if you have the time

• Have prebuilt materials to review to kick off the conversation if it makes sense

• Interview various roles in various areas

Review Requirements/ Backlog

• Gives good feel for complexity

• Can be a little late in the process before this is available to review

• Do this in addition to one or more of the other methods and get background early in the project before reviewing requirements/backlog

/ 8

“Getting The Layout of the Land”What am I looking for?

• History – Learn from Previous Mistakes/Successes. Build Trust if Previous Mistakes

• What has happened so far? How did it start?

• Stops and Starts?

• Is this a previous failure? Performance? Data? Functional Gaps? Well-Supported? Well-Trained?

• What has worked in the past? Training? Communications? Implementation Rollout/Support?

• People – Strong Relationship between Sponsors, Influencers and End Users

• What is the org structure?

• Business, IT, Sponsors, Influencers? Do you have enough of each type?

• Are Sponsors influential business people? Are your influencers? Are they engaged and supportive? Do they know why we are doing this? Is there Executive alignment?

• Strategy – Who benefits and how big are the benefits?

• End User Benefits – automation of currently manual tasks, better information that is quicker to access –“Carrot”

• Senior Management/Executive Benefits – Visibility into process results (e.g., Pipeline) – “Stick”

• Change – What processes, systems, and roles are changing?

/ 9

“Creating the Why”Introduction

• Got Background Earlier – Should Have Heard One or More “Whys” (Who Benefits and How Much Benefit?)

• Question Now is Whether it is Sellable to End Users? Does it Have to Be?

• “Carrots” or “Stick”

• Be Honest on Which it is

• Be Transparent with End Users to Build Trust

• Should Be Simple and Easy to Understand – Elevator Pitch

/ 10

“Creating the Why”Benefits for End-Users - “The Carrot”

• Each Role Should See Benefits to Themselves or Customers

• Learn What Motivates Each Role

• May Have to Discuss Roadmap with Certain UserRoles (Not All Roles See Benefits Day One)

• May Cause You to Revisit Your Roadmap

• Types of Carrots

• Automation of Manual Processes to Save Time

• Having Access to Data They Did Not Have Before

• Easier/Quicker to Access Information

/ 11

“Creating the Why”Benefits for Management - “The Stick”

• Can be Viewed as “Big Brother”

• Can be Unpleasant at Times

• Can Work

• All Management has to Embrace It –One Defector Lowers Adoption

• Needs to be Operationalized – Integral Partof the Process

/ 12

Branding

• Consists of both name and “look”

• Gives identifiable presence to systems and processes

• Can remove stigma attached to names like “CRM”

• Can “rebrand” a failed implementation

• Can remind everyone of the benefits of the system

• Examples

• “Compass” – show direction

• “Pulse” – pulse of the company

• “OneView” – 360 Degree view of a customer

• “Pipeline” – sales pipeline

• Key is to figure out the theme based on the “Why” to build the brand

/ 13

Sponsorship

• Who makes a good sponsor?

• Business Person

• Influential

• Decisive

• Engaged

• What does a good sponsor do?

• Drives the creation of the vision for the project based on organizational objectives

• Communicates the vision

• Sends messages through emails, newsletters, posters, videos, etc. to communicate key messages

• Sponsorship Challenges Examples

• End-users don’t report up ultimately to the sponsor/sponsors don’t agree

• IT Sponsor

• Too Busy to Do the Job

/ 14

Influencers

• Key role in Adoption

• Who are influencers?

• Their opinion and direction respected by end users

• Proven to know the business (SME’s)

• Don’t have to be high up in the ranks

• Need to work close to users and be accessible

• What do influencers do exactly?

• Help shape functional roadmap as a SME

• Provide feedback to the project team on user attitudes, alert project team when issues arise

• Help users understand value of new processes/systems

• Help with UAT execution

• Support end users throughout training, go live and after go live

• Can deliver end user training as well

/ 15

Communications

• Key to Delivering Adoption Messages

• Channels

• Email, Video, Posters, Intranet Website, Newsletters, Events like Townhalls

• Types of Messages

• Previous Project Issues or Current Concerns

• Benefits (By Role and/or Customer)

• Expectation Setting

• Don’t Oversell / Be Transparent and Timely

• Communication Plan Should Inform, Build Support, and Build Trust

• Who Should Deliver the Communications?

• Business Sponsor, Influencer or Project Team

• Based on Who is Receiving and How They Will React Based on Who is Delivering

/ 16

TrainingGoals

• Communicate the Value of the New System to Users

• Tie the System Features to the Strategic Vision of the Project

• Train Individual Users on the New Process and the System Features that Support the Process

• Measure Ability of the Individual Users to Utilize the System Features Within the New Process

• Establish Training Best Practices and Training Course Material for Future Use as Follow Up Training for Existing Users or Training for New Users

/ 17

TrainingTraining Development

Training Development Should Consider the Following:

• Best Channel for the Job

• Location of Users

• Complexity of Processes/Systems

• Language/Culture

• Role Based

• Have Context

• Incorporate Relevant Scenarios/Stories

• Business Process Focused

• Overall Process By Role with Some Steps in System and Some Steps Outside of System

• Incorporate Job Aids They Can Take With Them

• Help Them Understand Their Role in the Larger Process Context

• Adult Learning Best Practices (“Training in Motion” – Mike Kuczala)

• Games

• Teach Back Sessions

• Exercises

/ 18

TrainingTraining Delivery

Traditional Classroom (Face to Face)

• Face to Face interaction• Instructor led• Modify information in real time

based on types of questions or level of engagement.

• Travel costs if users are in multiple locations

• Training can be inconsistent if multiple trainers are executing training

Good for:• Centralized user groups• Smaller user groups• Complicated processes

Remote (Webinar) • Works with large audiences in geographically dispersed locations

• Instructor led• Consistent delivery• Audience can ask questions

• Difficult to really engage with participants

• Can have technology limitations during exercises

Good for:• Geographically

dispersed users• Simple to medium

complexity processes• Small enhancements

/ 19

TrainingTraining Delivery

eLearning • Accommodates large, geographically dispersed audiences

• Self-paced• Consistent experience

• Difficult for participantsto get assistance when they have questions during training

Great for:• Geographically dispersed

users• Basic navigation/functionality

of a system

Videos • Accommodates large, geographically dispersed audiences

• Consistent experience

• No way for participants to ask questions and is really intended for one way communication

Great for:• Communication of process

benefits• Refresher training• Simple processes • Small enhancements

/ 20

SupportTypes of Support

• Sr. Management Leadership – “If it isn’t in the system, it doesn’t exist”

• Management Commitment

• Business Support

• SME/Influencers

• Refresher Training

• Communications

• Proactive ongoing communications (Issues, Process Tweaks, Best Practices, Follow Up Training)

• Technical Support – Help Desk

• Governance – Process for collecting, prioritizing and implementing new functionality

/ 21

SupportMeasuring Adoption

• Proficiency - survey

• Usage/Productivity

• Tricky – Easy to game the system

• User Issues – Calls to help desk

• User Satisfaction - survey

/ 22

“How to Royally Derail a Project”

• Poor System Performance

• Lack of Business Engagement

• “Shiny New Toy” Syndrome

• Poor Support Process

Hitachi SolutionsBusiness Solutions Group – At a Glance

Revolutionize your business with industry solutions built on the Microsoft Cloud.

Global Offices

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CloudPlatform

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700+ North American Employees

400+ Customer References

30+ Vertical Solutions

35+ Partnerships

Microsoft Dynamics 365

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Microsoft Azure IoT

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13

Years Practice Has Existed

Dedicated Consultants

250+

Certifications

400+

Projects

225+

Microsoft Partner Awards

North America – By the Numbers

Hitachi Solutions Dynamics 365 for Finance and Operation Practice

65

Hitachi Solutions was recognized among the top Microsoft Dynamics partners in a 30-criteria evaluation by Forrester Research

Hitachi Solutions’ client often push the limits of what can be achieved with the Microsoft Dynamics platform, such as with the xRMframework.

Service Vision

Execution Road Map

Global Market Presence

Close Microsoft Partnership

Customer Satisfaction

Delivery Quality

5.0 5.0

Highlight – The Forrester Wave ™Microsoft Dynamics 365 services, Q4

2013

Microsoft

Partner of the Year

United States

Hitachi Solutions Recognition

2017

MicrosoftCanada Cloud CRM

Partner of the Year

2017

MicrosoftCanada Winning Together

Pandora Jewelry

2017

MicrosoftVisionary

2015

MicrosoftUS CRM

Partner of the Year

2015

MicrosoftAsia Pacific

Partner of the Year

2015

MicrosoftGlobal Dynamics

Partner of the Year

2015

MicrosoftUS CRM

Partner of the Year

2014

MicrosoftUS AX

Partner of the Year Professional Services

2014

Microsoft

Canada

IMPACT. Award

Partner of the Year Microsoft Dynamics

2013

MicrosoftUnited States

Partner of the Year Financial Services

Partner of the Year

2017

MicrosoftWorldwide Cloud CRM

303k 864 28 100+employees companies language countries

Since 1910, Hitachi, Ltd. has been a leader in manufacturing innovative products and solutions that support industry and social infrastructure around the globe.

Hitachi, Ltd. At a glance

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Our mission is to help our clients compete with the largest global enterprises by using powerful, easy to use and affordable industry solutions. Our culture is defined by our values and our deep commitment to help our clients succeed.

In revenue

$3.4B

employees

16k+

countries

10

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Microsoft Partner of the YearAwards

Hitachi Solutions, Ltd. At a glance