What if we adapt the adoption? Change approach based on digital literacy and learning styles.
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The document discusses the importance of adapting technology adoption strategies to meet the varying digital literacy and learning styles of users. Roland Driesen, the founder of Silverside, emphasizes a tailored approach to communication and training to enhance software adoption and productivity. Silverside has been providing collaboration tools since 1998, focusing on user-centric strategies to drive successful technology integration in organizations.
What if we adapt the adoption? Change approach based on digital literacy and learning styles.
- 1. What if we adapt the adoption? Change approach based on digital literacy and learning styles Roland Driesen | Office 365 & SharePoint Connect 2019 | Haarlem © Copyright & proprietary Silverside B.V.1
- 2. Introduction Collaborative Culture Success indicator Continuous learning Next steps 2 Agenda
- 3. Introduction Roland Driesen 3 © Copyright & proprietary Silverside B.V. Roland is the founder of Silverside in 1998 and bridges psychology and technology to increase the adoption and success of software. ‘I believe in change management based on the personal preferences of people. It is key to adjust the communication and learning approach on the target audience instead of forcing a one-size-fits-all approach.’
- 4. Our vision is to make people more productive in their daily work, by providing smarter collaboration tools. Since 1998 we work hard to help people be more productive at work using Microsoft and HCL (formerly known as IBM) collaboration tools. The biggest challenge is the end user’s adoption of the new technology. That is why we have a strong end user focus in all our projects and believe in an agile platform with standard modules. With a team of 15 professionals we work closely with about 200 customers in Europe. 4 Silverside
- 6. User Adoption Strategies in 2 minutes 6
- 7. Introduction Collaborative Culture Success indicator Continuous learning Next steps 7 Agenda
- 8. © Copyright & Proprietary Silverside B.V. Carl Gustav Jung Introvert versus Extravert: There is no such thing as a pure introvert or extrovert. Such a person would be in the lunatic asylum. Bridging Psychology and Technology
- 9. © Copyright & Proprietary Silverside B.V.
- 10. © Copyright & Proprietary Silverside B.V. Carl Gustav Jung Thinking versus Feeling: Where wisdom reigns, there is no conflict between thinking and feeling. Bridging Psychology and Technology
- 11. © Copyright & Proprietary Silverside B.V. head heart gut
- 12. © Copyright & Proprietary Silverside B.V. © Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. Introvert Thinking Introvert Feeling Extravert Feeling Extravert Thinking
- 13. 13 Formal Watchful Correct Objective Inquiring Flexible Laid-back Foster team Patience Relaxed Persistent Competitive Focus on goals Decisiveness Serious Gregarious Progressive Candid Passionate ConvincingCopyright & Proprietary Silverside B.V.
- 14. Unsociable Conservative Boring Unemotional Nit-picker Unstable Unambitious Forget goals Passivity Less results Tenacious Antagonistic Neglect team Limiting options Workaholic Flamboyant Experimental Clownish Obsessive Over promisingCopyright & Proprietary Silverside B.V.
- 15. Copyright & Proprietary Silverside B.V. Innovative Culture Community Culture Execution Culture Command & Control Culture Company Employees Long term Direct
- 16. Copyright & Proprietary Silverside B.V.
- 17. © Copyright & Proprietary Silverside B.V. Communication Do’s & Don’ts
- 18. © Copyright & Proprietary Silverside B.V. Dial it up
- 19. © Copyright & Proprietary Silverside B.V. Learning Styles
- 20. © Copyright & Proprietary Silverside B.V. Buitendienst Service Management Algemeen Techniek Ondersteuner Belgie Buitendienst Sales ICT
- 21. © Copyright & Proprietary Silverside B.V. Learning products Personal Preference Persona Targeted training Preference for practical action Executive Test environment Preference for self experimenting Entrepreneur Creative workshops Preference for a lot of interaction during sessions Innovator Open sessions Preference for being involved in the change Companion Thorough syllabus Preference for well-considered operations Coach Computer Based Training Preference for logical systematic approach Planner Extensive documentation Preference for objective information Conservative Targeted tests and exams Preference for focussed enhancement Implementer Learning Styles
- 22. © Copyright & Proprietary Silverside B.V. Community of Interest Team Community Project Community Community of Practice Top-Down Bottom-Up Long term Direct
- 23. © Copyright & Proprietary Silverside B.V. Community of Interest Team Community Project Community Community of Practice Sharing Information Finding Expertise On-boarding People Co-authoring documents (formal document management) Smarter decisions (data analysis, dashboards) Running a Project Smarter decisions (Progress, Go/No Go) Smarter project meetings (Agile/Scrum) Collaborating as a Team Smarter Decisions (Progress, Focus area) Smarter team meetings (Weekly stand-up) 25
- 24. Introduction Collaborative Culture Success indicator Continuous learning Next steps 26 Agenda
- 25. 27 © Copyright & proprietary Silverside B.V.
- 26. 28 © Copyright & proprietary Silverside B.V.
- 27. 29 © Copyright & proprietary Silverside B.V. Implement new technology!
- 28. 30 © Copyright & proprietary Silverside B.V. Implement new technology! according to our governance with a nice return on investment
- 29. 31 © Copyright & proprietary Silverside B.V. Implement new technology! How do we communicate it? How do we learn? Where do we start? according to our governance What is our culture? with a nice return on investment How do we adopt change?
- 30. 32 © Copyright & proprietary Silverside B.V. Technology Communication Learning Scope Strategy Culture Results Scenarios
- 31. 33 © Copyright & proprietary Silverside B.V. Success Indicator Use our Success Indicator to calculate the likelihood of success of your user adoption approach for IBM Connections or Microsoft Office 365 www.silverside.com/si
- 32. 34 © Copyright & proprietary Silverside B.V. 2
- 33. Propose a journey of transformation for the firm – why business change is essential. Advise on the best tools, and acquire / deploy. Assemble an adoption framework. Create new ways of working by putting the adoption framework into practice. Enhance the journey, and evaluate changing business, technology and market conditions. Prepare your change journey Assess & Plan Activate first groups Target Groups & Situations Capitalise on momentum Cultivate & Scale out Enhance the journey Assess & Leverage Assess Options Explore Think Evaluate Start Small – selected groups and situations Assess, learn, adjust, improve Find Ambassadors & Champions Scale Out, Push to All Work to make it happen more broadly and widely Monitor and Assess value, opportunities and direction Reflect and Adjust Leverage what we have learned, embrace the new to do better/more P A C E Plan Decide Determine Business Change Technology Change Work Practice Change Ongoing Change © Copyright & proprietary Silverside B.V.
- 34. Prepare Activate Capitalise Enhance OutputofthePreparePhase=PACEPlan Develop Communication PlanCommunication Set the Scene and Context Capture and Share Stories of Value Learn from Beyond your Firm Forecast Beneficial Usage Patterns Outcomes and Results Examine the Effects of Initial Usage Track Usage Momentum in KPIs Use KPI Cadence Data to Plan Next Steps Form Steering Committee and Core Project Team Project Guidance Build a Rhythm of Progress and Coordination Enable Organisational Leaders Collaborate with Other Governance Groups Heatmap the Culture and Collaboration StylesCulture & Behaviour Embrace New Guidelines for Team Collaboration Cultivate Cross-Team Collaboration Practices Leverage Collaboration Analytics Understand Vendor Product CapabilitiesTechnology Align Internal Technology Delivery Coordinate Capability Demands Leverage Changing Capabilities Assess Learning StrategiesLearning Strategies Validate Learning Resources Facilitate Shared Learning Opportunities Adjust Learning Resources for Ongoing Applicability Assess and Plan the Scope and UsersScope and Scale Enable Controlled Release Extend to General Availability Make Collaboration a Shared Habit Experience Productivity ScenariosProcess Impacts Focus on Target Situations Broaden Target Situations Push the Boundaries
- 35. Introduction Collaborative Culture Success indicator Continuous learning Next steps 37 Agenda
- 36. People more confident Smooth operations Improved efficiency Warm onboarding Feeling appreciated Happiness 38 Continuous Learning
- 37. There is no budget for trainers No impact on production We have a travel ban They know it already They use it at home It is so easy 39 Learning reality
- 39. Introduction Collaborative Culture Success indicator Continuous learning Next steps 41 Agenda
- 40. Chat with us on the booth Do the CCA: cca.onpace.online Do the SI: www.silverside.com/si Download the PACE Whitepaper 30-10-2019 Webinar Quickhelp 28-11-2019 PACE Plan workshop 42 Hungry for more?