Delighting your End Users: Facilitating a smooth transition from Skype for Business - BRK2190
All right while we're letting everybody settle down here we've got a little bit of interactivity we built some interactivity, and we want you guys to be engaged this is actually a pretty small session, so hopefully we can have some Q&A going at the end if. You would take out your mobile device and go to aka, dot. Ms slash pulls or, any any any device you've got you, guys can participate live and, see how the room is boarding so we'd love to know how your feet are holding up you've. Almost made it through the gauntlet it's Thursday afternoon. This. Is kind of a hard hard, time for a session so we're really glad you guys joined us all. Right let's get some some, votes going in there. People. Are say people coming in universal. Good. Hope, everybody's going to Universal tonight I'll be super fun. Someone. Decided they were just gonna sit where they were say. In the same room and just whatever sessions, flowed that's. Right that's the session they would watch. Anybody. Says less than 10,000, they've been hanging out by the pool I think. Okay. So keep your device with you we're gonna do this a couple times I'm a little bit more, more. Serious, content, so, as I said Deb. And I my colleague. Dev are beany we both work in the team's product, group we work on a customer, engagement, engineering, team so, we're lucky enough to get to work with customers each and every day really. Focus, not so much on the feature side but on the intent experience. Side so. How our customers deploying. Rolling. Out and helping drive adoption, within, their organization, across Skype in teams so of, course a year ago at ignite when we announced our intent to, build. The Skype functionality. Into teams there really wasn't a better group at Microsoft to. Put, their brain power together and figure out how are we gonna help customers, customers. That have deeply adopted, in Skype because, that was our UC vision for. Years how are we gonna help customers, really manage, this change at their organization, and so. Today we're gonna spend time talking, about your organization. And your end users and their experiences. So I'm, gonna pause if, there's, anybody here, who's, expecting. A super. Deep technical, dissection. Of the or the coexistence or, the Federation story this isn't that session. But. It's going to be fun so these, were if you've been here all week can we just do a quick show of hands so this was kind of a set of three sessions that we designed together, starting. Over on the far left, who. Attended that session it was early in the week kind, of we told the end-to-end story, great and then, yesterday we did a 75, minute technical, deep dive where you did get all the all the, details of the coexistence great, so a lot of people in the room have you'll. See some familiar themes, as I said today we're, really just gonna spend this 75, minutes focused, on all, right how do we think about our organization and, all, of our users and how, based on our culture, where our users are at today how do we help them manage this change in a way that makes this not a. Cost. Change. Initiative. But. Really a transition. That opens up a bunch of additional great experiences. And value for your organization. You're. Not in the wrong session, and. Don't look under your chair, this isn't Oprah it's not Ellen there's. No keys under there. This. Is my dream car I. Don't. Know if you can see this is an Alfa Romeo stell. Vo, this. Is the mom car that, the secret Italian racecar driver in me wants to drive, someday. I will, not, yet but, what I really love about Alfa, Romeo is they have this amazing. Add-on. Running, right now and at. The end of the ad they say Alfa Romeo the, perfect, balance of engineering, and emotion. So. This week you've heard a lot about, the incredible, engineering, that. Has gone in to teams and all, the amazing features function, scenarios, extensibility. Integration. With o365. You've. Heard a lot about that, we. Want to make sure we connect, that to. Your organization. In a way that really is connected in a human way and lights up experiences. So. That's really what we're going to talk about today so, if, you sat just a quick review if you sat in either of the two sessions you've seen this this is a framework we custom, designed to. Help customers. Think about approach, plan. And execute, their, transition, from Skype to teams. The. Nice thing is it's not rocket science it's. Tested. Tried, we've, been working with customers for the last year, around some, of these concepts, many of you and your organization's in this room have likely informed, this framework, because. We didn't create it in a conference room we, actually designed, it and then went out and stress tested, it with customers, and brought, back lots of information, to kind of fill out the, content, that was really going to be in here so.
Today This. Is the piece we're focusing, on and you'll. Hear, some you'll, hear some highlights, and and attributes. Of the other steps but we're really gonna go deep in how. Do you drive user acceptance, how. Do you have your users in a really, great place both. While you're evaluating, teams maybe, while you're running them in a coexistence model. Side-by-side, which, we know can be confusing, if you don't put some thought into that and then eventually how. Do you drive your users, over. To team so I don't know for anyone who is in that first session you heard we had a customer, guest up on stage Iike they're a retail grocery state chain. Out of Sweden and they. Told the story that, I just love this they basically said our, users. Chose to move they, didn't migrate technically. A single, user. They. Rolled out teams in their organization, in such a way that their users chose, they flock to it and then, shutting down Skype is really just kind of a you, know it's a line in their project plan that they'll do kind, of here as they finish up all their activities that's, what we wish for all our, Skype customers, you're, doing it in your terms in your timeline, in a way that's right for your organization and your users and we've, built capabilities. In the product and enablement. Around. The product resources, like this to help you do that so. One, more poll bring, up your phone aka MS, slash polls. So. This is a real question so think about your organization. And the way you typically, drive. Change. People. Change we're, not talking about IT change here we're talking about people and organizational. Change on average, when. You guys have a big change, that you're trying to drive what. Approach so, a pull approach. You're. Looking for your users to you want the business to ask for the change and you enable it you do a push that's, typically where IT it's. Kind of driving the strategy, and pushing out the tools and, applications out to the users is it a mix of those two which is the most common as we're. Seeing here in the room or do. You just toss it over the fence and hope for the best I. Hope. There's not too many people that do that I hope for those of you that shows that last option by the time you leave the room will. Convince you that that's not typically, a good idea. We. Know we do it anyway yeah, okay. So, let's run through this real quick these are our objectives and key takeaway, so we really, want to share with you real-world, learnings, so, we are going to talk about the framework we're, gonna talk about some change management fundamentals because, we think they're important, but. More than anything we're, gonna talk about real world examples, we're gonna pepper those in and then we're, thrilled to have a real customer Charlie. Krolak from Owens Illinois who's actually going to come up on stage in a little bit and we're gonna talk through how's his organization. So Owens Illinois's participated. In a early. Adopter, basically, an early adopter upgrade, program that we ran for, the last nine months and so, they're out on the bleeding edge of helping their organization, get from Skype to teens they were deeply adopted, on skype and they're, gonna share kind of some of the good bad ugly and-and-and, where they're at today and what, they would do differently if they were all of you. Alright. Again the most important, thing we really want you to leave here today is how you choose to manage this change could. Easily be your, biggest success factor, it. Really is about making this easy not disruptive, on your end users or your business and and. That's really what we're gonna what we're gonna chat about today so, I'm gonna turn it over to my colleague Deb who's gonna walk through some of the framework in detail and some of the change, management fundamentals, Deb. Great thanks. Sarah, so. This really is for everyone who voted that they do a push strategy or. You keep, your fingers crossed or somewhere somewhere, in between and for those of you I did a 20-minute best, practice this session on Monday anyone, attend, 10:00. Done a couple of people and I know there was a much, larger, crowd than expected, so you may hear some of the overlap, I'll. Go deeper but you may hear some of those repeated. Today so, what I want to start with are some, considerations. And how do we think about behavior change really what do we know for sure right. Well the first thing we know is that people are human and, if. Anyone, in this room has, has, a toddler has. Been around a toddler or has been a toddler yourself, you.
Know The first two words that you learn are know and why all, right you tell someone to do something nope nope no no no you, know or why why don't why do I have to do that I don't want to why why do I have to go to bed right so, from, when, we are basically. Born we're, conditioned, to push back on change and that is just a human ingrained. Behavior. Our brains. Are, developed. To keep us alive and the way our brains keep us alive is by stability so, as soon as you introduce some. Sort of change or something that's not familiar to someone your, immediate, instinct, is to push back, so. We have to, understand. That people aren't, going to automatically. Just. Oh you, have something new great I'm just gonna go over here and change the way I work doesn't, really work that way, and. That's really proven, by. The shadow, whitey right especially, if you push someone to change they'll. Probably just do something completely different just for the fact that you told them they needed to do something right. So shadow whitey we've all heard that term every, time I check the statistics the number goes up and up and up and now it's at 80% of, users. Say for a UC product I go find my own tool and I've. Had IT pros, in the past say that's not true they don't do that and. I. Will, figure that's probably not true for email no. One's going to go find their own email, solution, but when it comes to communication, and collaboration there. Are dozens if not hundreds, of other tools out there that people can pick from and they do and they're. Probably a lot of tools that are on their own personal device that you don't even know about so, we know that shadow IT is a real problem in organizations, again, another reason, it's. In our best interest to really focus on the end user and get them to want to change over, and. To that degree you can't just flip the switch on and hope for the best all. Right so I've had customers in the past that would say nope. Deployed and they will come we'll just push it out there people will figure it out why wouldn't they want to use it and I. Would tell those folks I said great do me a favor go to your Start menu show. Me the list of all the office apps you have on your computer and, they start rattling them off we have ought we have word, and we have Excel and PowerPoint we have access great, tell me how you use access, every single day. 99%. Of them are like I don't use access why not it's deployed right, deployed unable come in why don't why aren't they using it right. So we can't just assume because you put something on someone's desktop they're going to use it and. Then. Really importantly. Change. Is not one-size-fits-all. Right. Everyone learns a different way you're. Going to have people I mean there's generations, right, from baby boomers to Millennials we've heard all of those terms there's so, eight groups cultural. The. Way people, learn I'm you know I like to read I like to hear I like to listen everyone, learns a different way so you have to accommodate, all of that when, you're thinking of how to drive change in your organization, so to, all of that the way you approach they change Sarah touched. On this the way you approach, change is either, going to accelerate or impede your results and I. Will tell you that customers, who say I don't. Need I don't need to drive change we go. Back and say you're gonna do it either now you're either gonna do it now or you're going to do it later and if you do it later you're. Going to do it's going to be harder because. People, already have a sour taste in their mouth about the product right, you never get a second, chance to make a first impression we're, all familiar with that phrase so it's, really in your best interest, to focus a little more attention up on front and if you do that as Sarah. Mentioned customers, are finding people, are just flocking to teams with, a little, bit of work. You're. Going to see them come to you you're not gonna have to go to your end-users and. Then. It's really important, not, to wait you saw in our framework technical, and readiness tracks or parallel, work streams it's, really important, to not wait until, your.
Product Is deployed to. Start testing, the waters for how you going to go drive, and training for your users you, do them together so, that you're planning those activities in. Parallel, and when you run a pilot you're piloting, not just the technical pieces you're, piloting, is your training working for users is your helpdesk able, to answer those calls are you really ready for a, broader rollout and. Then. Just like you have the laggards, and early adopters and the different generations within. An organization, you have different roles right. So you need to. Understand. What is the value to the, person in HR or, the person that's working in the warehouse what's, the value to that person that's going to get them to want to move. To teams and start using teams and. Then. Finally, this. Kind of goes back to a point I was making earlier is, don't. Wait until you're, ready to upgrade I will tell you that everyone now I mean the words been out for well. Over a year. We're. Building capabilities, of Skype into teams, end. Users have heard about it already, right, so rumors are starting if you haven't already communicated. Chances. Are they're forming their own opinion, about what the organization is working on and when. People form their own opinion, and rumors. They. May, start. Looking at other products because they're thinking well I don't know where they're going they're being secretive about this so I might, as well just go do my own thing. So. The way that I think about change and anyone, familiar with pro sci in. The room a couple. Of people, so. Pro Sai is a change all they do is change management it's a tried-and-true. Their, change. Management research company, they certify, people in doing change management Sarah and I are both certified in that and. They have a particular. Process, and it's not for technology, it's any change it's getting people to change from A to B in. The, past their. Change strategy, look like the top-left corner of the slide it was here's your current state here's. Your future State and then, here's how you get from point A to point B that, worked. Really well when. You think about technologies. 5-10. Years ago were, you on Prem and you. Deployed a product, great. You left it alone for three or five years maybe you do some some ciues throughout that. Period of time but. Then the next major update, doesn't come for five or seven years later that, doesn't work with teams anyone, who's been following the roadmap for teams know that every couple of weeks or months, we're launching, new features so. Whether it's teams or M 365. Those. Products, are going to continue. To innovate and, iterate, and continue, to develop and grow so. Your future, state that green box of what was that solid, future state for five or seven years that's gone right. This change now becomes iterative, so your end state is just a temporary point in time so. It's really important, to. Think about as you're, thinking about your launch over to teams to. Also, focus. On how can we continue, that, change. Ongoing. And that's not just end-user, readiness. That's also your technical, readiness right, it's important, to have an operational, plan that's.
Going To drive that change in an iterative way and again, if you get your users on board now they're. Going to be coming to you and I've had customers say this they're asking with when can I get access to this feature when's recording coming when's this coming now they want it so bad that the. Company's not needing to pull them in anymore the end users, are going to them and is going to make that iterative, change. That, much easier, as. The product continues to develop. So. A question, for you if you have your phones or devices out again how long, do you think it actually takes a person to change their behavior, and create. That new way of working or that new habit. So. Let's give a second. Here people are get, a lot say in six months oh it's. Kind of all over the board here at, least no one's saying immediate that's a good thing one. Year, wow. That's actually R it's really impressive so, um. Research, studies if, you looked back probably three or five years ago research studies would say it, takes 21 days right we've all heard the 21 days to create a new habit that's. Good if it's a really tiny change that someone's trying to make new, studies are saying anywhere from you, know two months for a basic change six months to a year if it's something major so, I love that you're all in that same boat so again, deploy it and they will come just give them one little piece of training and walk away that does work right. To really create that habit is going to take time and results, and I know that for, data-driven, people, you. Know it's testing, their patience and to say, we're. We're the results why am I not seeing that those active users why am I not seeing this continued month-over-month because. You really need to nurture, your users and make sure that they're following along, and they're not breaking that old habit and going back to their old ways of working so thank you glad actually for, the most part between two months in the years where we're all pretty. Much landing. All. Right so that was some of the kind of what do we know for sure right, we know all these things are out there so what, are some considerations, as, you start thinking, about how to formulate, your user readiness, and transition. Plan and moving, from skypes of teams so. The first thing you want to consider is, how. Many other changes, are happening and don't just think technical, right. Everyone has their change capacity, of, okay. That's too much change and then they shut down, so. You really, want to start thinking about how much change is happening I worked, with a customer, who. They. Were not only moving to, a new product the product was still Skype but. What they decided to do is combine all these changes at once so. End-users, went home on a Friday they, were physically, moving to a new office so. Monday morning people show up and they had their, offices packed in a little box they. In that same weekend upgraded to Windows 10 moved, to office 365 got, rid of the phone system and plugged in headsets to their computers, and didn't. Realize that most people haven't even logged in to Skype for business so now you're giving them a VoIP, phone that, people have no idea what to do with because you pick it up and there's nothing unless you log into your phone and it, was chaos I mean, I was on site and I was like hiding my head like nope I don't I don't I'm not you know I'm, not part of this project I don't know what you're doing and so. Really think about how much change are you really pushing, on folks I know it makes sense in your brain to say well let's consolidate right, we save time we save money we save resources by doing it all at once but, think about the impact to your users and one. Of the things if you're thinking well we can write, these are just changes and they all have to happen they're all just they're all going and we can't change our cycles. Consider. Think. Of it thinking, of an umbrella theme so, we, had a customer. Not. Too long ago and they, their, theme, was. Innovate, 2020, right by the year 2020, they want to be all in the cloud online. They. Want everyone to be working, in this modern workplace environment, so. Users, as they're rolling out these little prod projects. Of okay let's get rid of your desk phones I move to headsets as we go, to online as, we launch these as we launch teams and as we launch team, you know collaboration, workspaces. Within those teams users.
Don't See it as oh this is another change oh this is another change they see it as part of this bigger umbrella. Right. And then they're like okay well that's not so bad it's just another piece of the puzzle that's coming together so. If you do have a lot of changes going on at once, consider. Coming. Up with a theme and making it a little bit more enticing, for users where, they're not going to see it as multiple, little changes they just see it as part of a bigger change and. Then. Very often we get asked, from customers, where should I start, my. Users are going from Skype to teams do I just turn on I. Am. In meetings, do. I go to I go calling, do I go go teams and collab where is my starting, point right. And it doesn't matter right, you I title. The slide you can get there from here every. Customer, is different you know and we can when Charlie comes up in a little bit we can ask him like where where did his organization, start what features and functionality, did he enable. Up front but, a good place to assess, is. Thinking. Of your. Organizational, culture how our users feeling, about Skype for business what features are they using in Skype for business today take a look at your usage data you. Know survey your users ask them how they work think of use cases right. Try to map all of that to, the functionality, in teams and think. About where is a good place to start I think, it'll also depend, are you looking to make a hard cut over like if you're saying look we only have 30 days we're gonna move from point A to point B we, want to get from Skype two teams maybe. I am in meetings is a good place to start because it's kind of that apples to apples if you're thinking we're gonna be running them side-by-side for, a long period, of time maybe. You don't want to confuse people by having to I am tools, and to meetings tools so maybe you just turn teams in collab there's, no one right answer, think. About your bigger strategy and what. Will be the right path for your organization. And. This one so this slide the. Title there is is there for a purpose I worked with a customer, who, I knew he had identical, twin girls and he, was very adamant of saying. Email. With a link to training everyone, gets the same training everyone gets the same message and, I said well that's that's easy for you to say I'm like you have identical, twin girls and, I said so they eat the same thing they dressed the same way they love the same sports. And they play the same play. The same sports they love the same subjects, in school and he's like oh god no he's like they're, as different as night and day and. I said wait a minute so you're telling. Me that two, people who have the exact same DNA. Have. Different. Habits and different personalities, and like different things but you're trying to do a one-size-fits-all to a 10,000, person organization right. And that's kind of where it hit him like oh you. Know yeah people aren't all the same so. Understand. Who are your innovators, who is who are those early adopters that maybe you can get come on board with, you early, and become champions. Who. Are your laggards honestly. I like to focus on the laggards because those are the people that, you're going to have a much harder time making. That transition over, so. Find out who are those people that are slow to adopt and when, I think about that and customers like well how do I know how do I know who those people are I asked, them what, was your last big rollout doesn't. Have to be technology what was your last big change who. Are those people and chances are every organization, knows who are those people that were the people complaining and stomping their feet and calling your helpdesk those are your laggards those, are the people you want to focus on, so. Typically, you can come up with a list or at least a group of people that. Are your champions and that are your kind.
Of Laggards the people that like to wait, until everything else has changed before they come over I I, just, sorry, to interrupt you dad but I've had multiple instances. And maybe some of you guys can relate to this but laggards, can, often, be your, biggest allies, right. They're begging out for attention they want help and oftentimes, if you give them that if you give a little bit of extra cycles, and fo and really understand, where's that resistance, coming from you can flip them to be some of your biggest champs, and when other peers, see them coming on board that, can be very powerful so you've kind of got a little bit of a multiplier, factor so don't assume your laggards it's the, message is not ring-fence them and just wait till the end really. Trying to understand, who those folks are and what where's the resistance, coming from yep, and then. Once, you say okay let's say everyone in our organization bought, in right everyone they they're bought into teams, what. Is their capacity to change, on their, own does. Your organization. Require. Some hand-holding, you. Know do they are, they kind of self learners can you just post a video on your intranet site and they'll go grab it so, it's understanding, in these two things the the innovators. And laggards and then the change capacity, that's your awareness and your training right. Cuz if you have laggards you're gonna have to sell them a little bit more on the value right so that's where you want to focus on your awareness, campaigns, and for, the change competency, or change capacity, that's, where you want to help use that to help define, how. Much training and support, do you really need to put in place for those users. All. Right so another poll here on average. And, you. Can vote once on each top. Line and bottom line what, presenters what percentage, of users do you think make up a typical. Organization or within your own organization. Like vote but maybe about based on your own organization, kind, of covered up but they don't have to equal 100 they don't have to equal hundred yes sorry I can't get rid of that little thing in the headquarter, Wow. An organizer well there's some people out there that have 75% early adopters that's awesome, and. Some people have 78% laggards. Yes. You can see it's a little bit all over the map right so every organization's, a little bit different and, Wow. Those are a lot of laggards. There. See. When I hear some industry, she guys are in they're in the right place yeah. And only only only three voted on to, these changes vote for 75% early adopters. Yeah. In a in a typical organization. It's. About a quarter of each right. So organizations. A lot of times I get customers saying well nobody wants to change you know everyone hates change they hate technology. Comparatively. Research, studies have shown that you'll. Find in any typical organization just, as many people who are willing to adopt new technology, as you, will find that those are gonna push back and then everyone in between can kind of get sold as. You go along so thank you for filling that out. All. Right, so. Another consideration, when. You're thinking about so you have your laggards you have your early adopters you've said okay well here's here's how they react to training. And support and what we have to put together the. Next layer down that you want to start evaluating is well, who are these users, because. Someone, that's working in HR are working in the mailroom has, a very, different day, in the life of what, they do for. An executive or an executive admin, or field, a road warrior who's out in the field so. When you're working on putting. That value messaging. Together, it's, just as important, to say well who is this user what. Is a road warrior a sales, rep what is the first line worker what. Is the value prop for teams for that persona, what. Are the use cases that person, has for teams and a, lot of our guidance that we'll share with you later on I actually have all these questions outlined so don't worry about jotting them down there's there's actually a little workbook you can go and start filling it out of helping, you assess putting. Some of this together and I give actually give a sample of a day in the life of a particular persona, and what type of training and what type of devices. All of that is really relevant but. Really it's important to look at who your users are within the organization. Because. This is where you're gonna start building your your. Readiness plan and your training plan and your, value, messaging, for, that particular group. Of users don't, get carried away right, you if you have a hundred thousand, person organization you can say oh my gosh well everyone works a little bit differently I typically.
Say You know what pick, two, or three top personas, and then. Everyone else kind of stick kind of falls into that that big bucket so really focus, on when you think about what teams is and what teams can do for your users. Who. Are really, those core people those core groups or those core scenarios, that will benefit the most or have a really targeted use case that can really help skyrocket. Teams, within, your organization. So, once you take into consideration all, of those things. That we just talked about you're laggard your early adopters how much change how, do you leverage all of that information to help build your user. Readiness plan. First. And foremost communicate, early I talked about this earlier people. Already know that change is coming if you haven't let your users know I'm I guarantee, they already know they've heard o teams is out there and what is teams and hey I see this new icon on my desktop what does that mean about sky which tool should I use when they're. Already talking about it so, it's really important, to communicate early and communicate, often to your users and make, sure you're focusing, on the value to your end user, never. Ever tell your user hey we're moving to teams because it's gonna save us five million dollars by getting rid of whatsapp, and slack and all this other stuff right. Because they're like well you're taking tools away that I use and never. Ever tell your users we're moving to this technology, to improve your productivity because. People are saying well I already work 12 hours a day and now you're telling me I'm not doing enough right, so make sure you know if this is a value, prop for your your, CEO this is the value prop to the end user what's. Going to get them to. Want to shift over and. Then. It's important, to match your. Awareness training and support plans to, your personas, into your use cases again this is not here's, an email with the link to training alright, so make sure you're looking at a variety of ways of communicating, people. Nowadays have, 30,000 hundred messages in their inbox, email. Don't just use email it's still the ubiquitous, is still the most common way of communicating, but, don't let that be the only way that you communicate to users so leverage. A variety of channels for. Awareness, for training and for support, so, yeah the help desk that's where people will call when. They have a question but also make, sure that maybe you. Have a self-help intranet site you have FAQ, you have places that people can go to, leverage. Some information, I help them get started and. Then. Before you, just flip the switch for, ten thousand twenty thousand users pilot. It first take. That target a group the laggards great, group to target with I like, having a pilot that has some early adopters and some laggards because they can support each other and help each other out and that. Is going to then help in. Do you have to make changes to your plan. Before. You push this out to the rest of your organization, so, always pilot, and a pilot is not just about technical. Right you do want to pilot the technical is it are, we maintaining quality, as more people come on board all. Right is that is the training resonating, with users are they having questions is usage, going up gage user sentiment, ask a survey after the pilot, and make sure that users are, okay before you start rolling out to more groups because, that can help inform the path that you take forward, and. Then. Champions, right both early adopters, and laggards, can become great champions, Sarah alluded to this earlier you, know those laggards yeah they might be the kind of digging. Their feet in but, if you can convert them they will be your biggest advocate, and a. Recent. Microsoft, several years ago did this was still linked but they did a research study that.
Said. Who are your biggest influencers, when driving change in your organization and, every. Other product within. The office suite came. Back that it was your IT Pro an executive sponsor, except. For link because. It's the only product link now Skype now teams I'm kind of using them all ubiquitously. They. It's. The only product where you're always going, to be working with at least one other person right you're not gonna send them I am to yourself right you're not even maybe well I don't know you know can I get in a meeting by yourself right so you're always using, those products with at least one other person so. For that product it came back that it was IT and. It. Was peer champions, so. Champions, can take your organization, such a long way and take a lot of that burden off of you and getting. Users to change over because, no one wants to feel like they're on an island all by themselves right. They want to go along with the flow they want to go along with what their colleagues and peers are doing and when they start hearing about peer successes, that's. Going to help them drive it that, much further Deb, from a from a pure change management perspective. Who's, the biggest influencer, for an individual. Quit. Their manager oh I. Wouldn't know if you were asking me I was like I was quizzing it I was like it's not a hypothetical question, but. Really I'm sure this is a mistake I see a lot a lot of customers make so they they have an awesome, exact sponsor, right they've gone right to the top their SLT, is a lot they've, got their message down and they land that, but. They forget that the frontline, manager, so any persons, regardless, of where they're in the organization, it's their direct manager, that's the most influential, besides, peers in terms of wanting help so, when they hear the message with, the value prop that resonates them from their direct manager, that's. When you start to get users on board so don't leave those those middle you know those middle management layers don't leave those guys out in your comms plan yeah. And teams, is definitely one of those products, that it's not a do as I say not as I do right you, have to lead by example it's. Really important, that users, are going to start picking up like okay well if, you're a department on a manager you hope make sure you're hosting your team meetings and teams make sure you're doing your any, one-on-one chat in teams it's, really up to you to start forging, that road forward. And, then. It's. Really critical, so a lot of people are saying well how do we get users to really want to go to teams if. I, had to answer this in one sentence I would say use memes and gif he's I. Think. I've, had entire conversations. With my colleagues just, trying to find a meme that should have an entire chat back and forth but, focus, on those cool little shiny objects, like those cool, fun, things that are going to get them to want to move over things that Skype doesn't, have, everyone's. Like well yeah you know teams it's easy to use right it's a chat tool we've all been ingrained, in chat whether it's for. Work or for personal life I mean everyone has a cellphone and they're texting each other I mean everyone, gets that concept if that's not rocket science but, where. You can take it to the next level of things. That Skype doesn't have today that teams does you're. Going to start seeing like oh this is really cool I know I can do that and that. Mentions, right places, like that where you can start shining, the light on all, the greatness that's within teams you're going to start seeing that. Come up and yesterday we had one of our customers that came on stage, I don't, think Nathan is in here I'm. Didn't see him come in and Nathan, from Trek and they actually had we were talking about creative, ways of, using teams. And. One. Of his teams they actually said, okay you know we can totally get carried away with memes and gifties and all of that so they have a channel in one of their teams and, it's called me metropolis.
And That's. The place when you want to send. Kudos or happy birthdays or you know want to go for a drink after work over ever like that's the channel to do it and they actually a channel set up and it's, a fun Channel, and it gets people using, the tool, in. A, very informal way so. Just think think about what. Are those things that we can build in and that. Get people going, and. Then next I talked we talked about this earlier everyone I think almost everyone in this room said yeah it's six, months it's a year it's more than a year to get people to really change and ground. Themselves in this new technology, so, you have to nurture that right, it's just like watering a plant right, I am the worst advocate, because I have zero green thumb I everything. Dies but. You. Have to water it it has to get sunshine right you have to nurture it if you want it to continue to thrive and end user adoption is the same way you. Have to continue to support your users check in with your users keep, an open feedback loop I think that is so important, users, they just want their voice to be heard a lot of times those laggards push back because. They feel like you. Don't care about me I'm just a number in your organization, they, just want their voices to be heard so give them a feedback loop you, know we recommend surveys we actually we're going to share with you some URLs. At the end of the session and one, of those links is an upgrade success kit that has surveys. And templates and things that you can use, within. Your own transition. Plan, so. Make sure you're gathering, information from users. Nurturing. That and supporting. Them launching, new training, as, you go along because. That's your operational, plan that's going to keep that agile, change management approach as, you go forward and, then I'll close here, and, anyone. Ever hear of the east model. Yeah. Good all right um is, I actually learned about this probably just a few months ago and, so. I always say like use your change compass right make your plan go east and what do I mean by that make. It easy make it easy for people to change right. So you want to make sure the clients deployed with quality, that it's been tested you want to focus. On the communication, channels that are familiar to users like don't come, out of left field and they're like well you know they're kind of surprised our way what is this over here, make it really easy for them to. Start making the transition. Make. It attractive this is the value prop that we've been talking about make it attractive for them to want to start using teams. Keep. It social right this is the. Champions, this is the peers working together this is leading by example, right, no one wants to feel like they're just left out on the cold they want to feel like they're part of a community and. Teams is just that it's that communication. It's the. Collaboration. Part. That you really want to bring in and then. The final piece, and this to me is the most important one here we haven't talked about this yet today which is why I want to get through the other ones I can focus here the last one is make it timely, what. You want to do is really consider, when you're looking at your timeline, for your upgrade or when you're gonna be launching to different groups or different use cases, look. At Microsoft our fiscal year ends June 30th we probably don't want to be rolling out new technology, to our sales folks June. 15th, right, they're focused, on closing sales and making getting everything in before the end of the year maybe.
Right Before the holidays and you know Christmas, and New Year's is not the right time to be rolling out you, know making these big changes really, think about what, are those critical, change, freezes, or other things going on in your organization, that, may. Prohibit people, that may otherwise want. To change to. Say I can't, do this right now it's way too much so, really consider the timing of, when you're looking to roll things out so the easte model it kind, of starts tying everything together of, everything we talked about right make it easy make it attractive for people to want to do it keep, it social and interactive and then consider the timing. So. With that so that was a little about the considerations you want to think about and. Then how to go start formulating your plan at. This point I'm gonna turn it back over to Sarah and we'd also like to invite Charlie. Kerlick from Ojai to come up on stage and. Have. A quick chat awesome. Thanks Deb. Hi. Charlie, yeah. I'm, great good all right will you just introduce. Yourself a little bit tell us a little bit about oh I and your role at the organization, sure. Well, so here's the disclaimer don't leave, come. On this is the good part yeah so, before. Before, I introduced, myself in oh I I. Do have a disclaimer most, of our experience has been in. This early adopters program so some, of our experience. Microsoft. Miss has done a great job and already figured. Some, of those complexities out, so. Stay. With us and it's. A great journey so. I don't. Have any fancy polls like, Debbie. So. We're just gonna go old school and raise your hand so who here likes beer. Right. Okay. How about from time to time a. Nice glass of wine or whiskey. Or the. Good stuff right some. Of you too, much right, or. Heavy during this event right that's right or. Maybe. Have. You ever used that ketchup bottle where. You. You tip it over and nothing comes out until you hit that one little spot right and, then it just pours out. So. So, that's who we are we we are the. World's largest glass. Container matter of fact glass, container. Manufacturer. So. We make some. Of the glass containers, for the world's biggest. Food, and beverage. Brands. We. Have. 27,000. Employees. Spread. Throughout, 23. Countries I think in just. Just shy of 80 manufacturing. Facilities, and we. Support. 14. Different languages. So. I am Charlie I'll, touch mic I, am, Charlie Karluk I lead global, collaboration, services, which. Is. Responsible. Of both for the technical, and the, adoption, of office, 365, we. Tell us a little about where, you guys started you were Skype online, no. We were actually Lotus, Notes. Back. That, that was I didn't mean that far back where you started. That's. A funny story yeah so really, the journey begins, in, 2014. When. We did migrate from. Lotus Notes and. Same. Time to to. Office 365. Back, then like Outlook was amazing. Like. Blow. Your mind compared to what what, we had in Lotus Notes. Skype. Was it took a little bit more time, and effort to get our users to it to adopt the. Chat was fine but. The. Calling, and the meetings and all that stuff took took, some time we're, there now after, after. Several years so we primarily, just use Skype, for all of our non face-to-face, meetings. I. Say. That so, just to say that our, users are this. Whole collaboration, technology, I mean we're a manufacturing, company it's, there no it's not second nature to them yet right. But. We. Have we have great leaders that have really truly bought in to, collaboration. Whether it's, across. Geographies. Or teams or departments, or whatever but. So. They, they and they understand, that that technology really enhances, our ability. To work together so.
That's. Great we don't we don't take that for granted that, their support so, we still, mostly. Proceed, with caution when. When introducing, new tools. On. The bleeding edge yeah, no we are definitely not on this tell. Us a little bit about so when you guys first heard I assume roughly, around, the same time ever about a year ago right about a year ago now about. Microsoft's. Intent to, build. Skype, capabilities, into teams and then eventually you. Know move users from the online service into teams what. Was your response and, how did you guys start to think about an approach for how you were gonna do this yeah good question so my, personal response, was. Woo-wee. My team had been using teams really. Are exploring, it since since it was in preview, and we, absolutely loved, the experience and, whatnot. But. We. Were. Approached by. Our, our. Microsoft. Team end of, last or, end yeah end of last year to say hey would, you consider volunteering for this early adopters. Program. I immediately said, yes and then. Had, a heart attack when I saw I didn't actually run, that by anybody so I should probably go, make, sure the organization's, okay with. Doing that so I, did. Get the okay to move forward obviously. So yeah. That's we we started to plan. Our pilot at the beginning of this year and. Really. Tried to focus on much like Debbie said we really tried to focus on non IT, groups. Or maybe, groups that we thought. Teams. Could meet me to business need or. Early. Adopters so. We. Did that we, ran. And. Some discovery, sessions and whatnot to figure. Out how they were using our. Current technology. Give. Them some materials ask. That they go back and share. Those materials, with their teams and teach them the teams in hopes, to really build that champions, program. But. Frankly I don't know if as they just loved the tool that much but they just they just jumped right in and I'm, not sure they, actually chained their teams they just started using the tool so. The. Champions, program didn't take off unnecessarily. Like we, had hoped but, we got some raving fans in. The whole process it's, really cool what what were some of it like when you think back what were some of those initial features and teams that kind of were sticky, with with folks right, yeah well, give ease. So. That's. The funnest my hate the hate mail that I got when we moved from Lotus. Notes in same time. To. Office. 361. In, Skype, that they I mean we, had to keep same time up, for an extra year, and a half just because, people wanted to send gifts getting. Gifts back and forth so obviously, gifts. Frankly. If I look at our statistics now, there's, people. That have really adopted, it teams quickly or ones that we're using they found that the share, point integration and the, files just made made, life so much simpler for for. Their their, teams or Department. And. From. My perspective, the meeting. The. Meeting experiences, is far far superior, but. We do we try to do a lot of video where our, teams are geographically. Dispersed, whether it in Europe or Latin, America, and whatnot so that's really our ability to to, build relationships, and our team meetings and what not so the videos, it, much, improved that's cool that's great so. I'm gonna ask you to talk a little bit about some. Of the things you did which these pictures relate but before we do that when, you think back about like lessons, learned or challenges, you had or if you could go back and do it again since I imagine, a lot of you guys in this room or maybe just starting on this journey like what are the top, couple things that you would tell, people to keep an eye on or. Plan for. Plan. For people that really want, the tool like once they see, it, for. Us I almost. Can't keep up for people trying. To pull us faster, much. Like Debbie's. Presentation. Said. Well. So, it hasn't been perfect for us right so we. We. Are on our third approach, on trying, to roll this out some. Of them technical, reasons because, we are in the early adopter, program. As. Far as the the side-by-side. Compatibility. And whatnot. You've, been working really hard on the coexistence modes, to make no you, know I think originally sorry, to interrupt you about I'll just share a little bit I think originally when we thought. About how we would engineer. This upgrade. Originally. A year ago or before we saw more of a lift kind of a moment in time customers. Would upgrade all their users at once what. We learned super quickly from. Customers, when they understood the vision and kind of saw the here to there is that that's not what most customers, want that's not going to work for most customers even if they want it like in the logically. That makes sense and it feels a lot cleaner it just isn't practical for, a lot of customers so, immediately, we started thinking through okay well what is it gonna look like and Microsoft.
We've Been living this for, the last year, and a half what, is it going to look like how do we really make it, so. That you know users and IT doesn't, go insane having, these two apps in their organization, that have a lot of Oprah overlapping, features, and so hopefully if you saw that session you saw a lot of innovation, there in terms of putting control, in your hands, of what the user experience, is what they can do in each app when, you have them in your environment together but also some, things that can help you accelerate getting, to that one hopefully. You. Know kind of virtuous. Place. For your users so that you you were really in in, that when it was time right, and frankly, we were just there we were taught hey let's just deploy this like we have done all of the other tools for office 365, well, just migrate. People by function, or geography. And whatnot and they'll just. You. Know time, you know but, that, really wasn't the case so we took. That. Approach. Initially. Took, a group of IT people. Happen. To be our IT leadership, team that's. Probably. Not recommended. But. You know the hey there's my mind hey they're there their interface. With the business right they're. Not. Not. A NOC there there are basic users of the technology and they're trying to do anything fancy. And frankly I knew they would give me feedback so. One. Of those leaders was our CIO and, I. May. Have forgotten to tell his assistant that, we moved. Him to teams teams, only. And. So. It. May, have been that he, thought she was ignoring him for an entire day ignoring, his messages, for an entire day because I forgot to tell her to open her team's client. We. All worked it out he loves, teams and loves the whole leadership team loves, teams but so. We worked we worked through that but definitely. Through that approach. Realized. Okay let's. Do something different so. I was. Debbie. Closures so, I said well let's just flip the switch right, team's teams. Is amazing, let's just literally, flip the switch they give you a switch and in the, admin portal will. Will send an email out, to ten thousand twelve, thousand people and, they'll. Come back the next morning and we'll, be in teams from, Skype so my, change readiness. Colleagues. Didn't like that, so. We. Are actually on to our third approach which, again. Because the experience. Both. Laggards, and those early adopters adopters. Have loved the product once they're in it, we're. Like hey let's how do we get this how do we get, everybody adopt quickly, so. We put. A six week plan together to. Introduce the tool and train people all. Over, the globe so that's, a good segue and just so tell us especially. I love the World Cup story tell us about some of the things you guys did yeah so, this. So this is our Medellin. Colombia. Office. Which is one of our bigger offices, not not headquarters, and I I, think when.
We Approached, us we really didn't want to take. It from just the mothership if you will pushing it down so this was one of the offices, that are like hey let's, go here and let's introduce the tool but let's do something different so. We partnered with, Microsoft and another. Vendor called vitalist, and we put on this like exciting day so we were went, and set up in their cafeteria area. And. Gave demos, half hour demos throughout the day also, had games and scavenger, hunts really just just, amped up the excitement and tried, to engage, them, in introducing. The new tool, unfortunately. That. Was the day of their first World Cup match, and. They, lost. So. I was I was trying to I couldn't, tell if they were excited. Or sad, or whatnot, but it. Really was a great experience and and, frankly they're one of our biggest fans. Awesome. What. Other advice anything else you want to share with the group Charlie's. Gonna stay up here with questions, so if you're sitting there with a burning question based, on something we've got we're gonna have plenty of time for questions, but anything else you'd like to share. You. Know I would. Have liked to had Debbie's, presentation. When we before, we started this journey, because. I probably would've avoided some mistakes. No. I mean, I guess there. Is no perfect approach. One size doesn't fit all and I think early. On we tried, to like hey how do we get this perfect approach to to, roll, this out so. That slowed us down a little bit so I. Guess, my advice would be the. Tool is great right just introduce. It your, people you'll start to see that your people. Organically. Just move. Towards it away from, Skype. So. I plan. Certainly plan, but. Don't, over plan. Good. All right stay up here, before. You do that sure where you are today and kind of what has. The last mile look for you guys. So. We really have we haven't communicated a, physical, end date Skype. Say hey on 12/31. We're done right so but. We have been. Very. Forthright. In, communicating. That, we are that. Teams, is a replacement, for Skype right, so we. Know us, that, have used teams how much better the experience is at, least for our users, but. That. A little bit of okay. Skype. Is going away I should look at it so that would that was part of that, it. Really gives us some flexibility, based on. The. Feedback we're getting and the adoption rates on how fast we can how, fast we should or can move so. We. Have any. Given, day somewhere, between six. And seven thousand. Skype users, our. Activity, so. Currently. We're at about. I, just, looked this, morning, sixteen, hundred teams. Users um. Moving. Fast frankly, I mean it it's blowing up, yeah. Right in the midst, of our six-week program so yeah. Like seeing the numbers grow so they're very much following rate the Iike model they're really they've got that carrot, they're moving users to teams letting, those experiences. Kind of build on themselves letting some excitement, and some, confidence, generate, rather than kind of that unnatural. Forced, time, driven, some. Companies, will end up doing that whether by choice or it's just how they end up doing it but. Really. Typically, users don't respond, super well to what, what can feel like unnatural. Or forced timelines so, please. Give yourself give your users that. Give yourself give your organization, that time to really adopt and get to know teams it'll, make your life a lot easier and then we again inside, the product we've made it super easy to administer and, and, take those steps when you're ready to actually get those users into teams only so they no longer have, access to.
Some Functionality, in Skype as hopefully. You know by now they can easily continue, to join Skype meetings so if you have external customers, they can continue to use Skype join meetings they can have the client on their desktop no, problem, we, know a lot of customers will have kind of a post transitional, phase too so, before we turn it over for questions so, if you guys if you have questions, if you'd like to start making your whip to the microphone we're kind of wrapping up here but, we want to just recap, and show you a couple resources, you'll have access to the slides you'll have access to the recording. Identif, you know get in touch with yourself know, what your organization. Is know what your users are know. The kind of change you're going through what's, the right timeline, are, you gonna go faster you're gonna go slow or you're gonna go in phases what might that look like we've enabled you, with the flexibility, to think about that and right now you have the timeline you. Have time to. Really figure out how to do this right for your organization and, based on all those answers about you, know kind of what you see in the mirror what you guys want this transition, to be build, your readiness plan and so, what I'd like to show you is if you we have put out on the single site so, here's, the link aka MS, Skype to do, teams, this. Is a landing page you can get into a. Whole, rich set of guidance that's. Organized, we're iterating on, this daily, so hopefully bookmark, this site we're. Constantly, kind of making this better layering, on more resources, templates. Downloadable, kits posters, things, you can easily customize we're we're, hopeful you're not having to do a lot from scratch sample, communication, plans surveys, as Deb said it's. All here for you I'll just quickly explain upgrade, basic, and upgrade pro don't, don't read too too much into that we didn't want to put out so much guidance, and then have smaller, companies, or, these with simpler deployments, small user groups have, to really wade through, a bunch of guidance to figure out how to do this quickly so, upgrade, basic if you're a small business if, you're, maybe a large organization. That has only deployed, I M and P in Skype or. You just want to run really, fast and you're willing to kind of take on the risk that evolves and just get everybody moved over upgrade. Basic whittles down it distills down into ten steps these, are the things you need to think about and attaches, that the exact resource, you need, upgrade. Pro is a little bit more of that assuming, you're gonna go in phases assuming, you're, gonna actually run a real project gives you a project template plan there's a lot more richness in that, guidance so you can mix and match there's. No these are not hard lines between these so. Really. Recommend you you, share, that site and push it to others in your organization they're gonna help you plan this change this. Is kind of new we're actually kind of announcing this at ignite we are going to, kick. Off some live webinars. They're actually going to be they're designed and hosted by folks in our same organization. We've, heard from customers a lot that you know hey you guys have built great asynchronous. Material there's. Great partners, out there there's tons of training as a service, solutions. Now if you've heard of companies like brainstorm, and vitalist, and, team fusion, and I know there's lots of others you, can there's all kinds, of ways to deliver, training, to your users we've. Also heard that customers, really value. Users. Value being able to talk to somebody being able to exchange, and, so we're gonna we're gonna think, of this as a little bit of an incubation project, but we're gonna run some live training, so we've got some classes that are just peer teams if you just want to start getting users.
Ready To you know kind, of introduction, to teams we have a couple classes but, we're also gonna do a couple upgrade, related so one for IT pros or change owners that, are actually planning the change we'll walk through some of this guidance continue, to share best practices, and then, one for, end-users who have been using Skype today and you want them using teams in the future well, that's. What that make. The switch from Skype to Skype for business to teams is so join us in one of these they're free, they'll. Run all month few times a week each session we'd love to we'd love to have you join us. Right, you. Switched to questions, anybody. Have questions just, come on up to the mic. Let's. Start since you're back there start with the gentleman and orange, I have, questions. Thanks for the presentation. Very, interesting, there's. One thing that I'm missing in, it and not just in. Your session, but, all. The discussions, about generally. Your body, sorry. That topic is. That the, main focus is on, the users adoption, but. My, experience, is. That. That's. Less. The, problem, the problem is more the management, adoption when. I'm talking about management adoption, it's not necessarily. The. Adoption, of the, tool that, you're trying to push but. About. All the, best practice, that you're presenting, because. In the end it's, an. Investment, and, a. Lot of the management and organization, don't want to make that investment. So. You might not have an. Answer in five minutes but if you could share some best. Practice, to try. To convince, those. People to get on board with those. Best. Practices that, would be very helpful yeah, that's a really good question do you want to sure, I know no you don't sure. Well. I we. Met I'm fortunate enough we. Again we we began, this journey, back. In 2014. And from, then right so it. Will really was baby steps for us right so, as. Far. As. Nothing. Was big we're flipping the switch overnight, like we said okay office 365. Were. On the train. Oh it's. It's coming right and then frankly we had a leadership change in, those four years at, the top and he's, much more. Open. To collaboration. In general. So. I mean we were very fortunate so and I'm not sure everybody has assured, your leadership was a little bit of a driving force yeah so yeah we've we've had buy-in. For. Years now so. It. A hard challenge right, and I took you're exactly, right it's really important, I mean it speaks a little bit to that frontline, manager, right everybody has a first their, manager, and so how do you make sure that, kind, of top-down you've, got that same. Connected. Stakeholder. Ship, you, know one thing I would say it's just really practical, guidance is you know h