Presentation on theme: "Bill English, CEO Mindsharp. About the Speaker Bill English 11 years as a SharePoint Server MVP Author on 14 books (whew!) Co-Owner of Mindsharp."— Presentation transcript:
About the Speaker Bill English 11 years as a SharePoint Server MVP Author on 14 books (whew!) Co-Owner of Mindsharp & Best Practices Conference Blog: sharepoint.mindsharpblogs.com/bill Twitter: @minnesotabill LinkedIn: Bill English Email: email@example.com@mindsharp.com Current Position: CEO of Mindsharp Hometown: Maple Grove, MN Latitude: 45.129793; Longitude: -93.47391 -6:00GMT
About Mindsharp Mindsharp® Purpose To best understand and deliver the essential education that our customers need to be successful. Mindsharp Vision To be a strategic partner with our customers, helping them do more than they thought possible through the people and technology they already have.
Mindsharp Core Values Value NameValue Definition Premier Educators We exceed customer expectations in a quality and value through delivering innovative education. Others turn to us for thought and technical leadership inside and outside the classroom. Ethical We do things right in order to do the right thing Professional Recognition by others, internal and external, that we are responsible and accountable as demonstrated by our actions and dealings—and the individual acceptance that our actions influence the perception others have of us PerseveranceThe choice to keep working until the results are delivered.
Sharepointmaturity.com Core Competencies Publication Collaboration Business Process Search
Sharepointmaturity.com Advanced competencies People and communities Composites and applications Integration w/LOB apps Insights (BI/Dashboards)
Sharepointmaturity.com Readiness competencies Infrastructure and administration Staffing and training Customizations
Sharepointmaturity.com Maturity Definitions 100 – Initial: fully immature 200 – Managed: managed by a central group, but the focus and definition varies by functional area or is limited to a single area 300 – Defined: not in use across the entire organization. Governance is defined but may not be widely understood / followed. ROI is considered. 400 - Predictable: The particular area is centrally supported, standardized, and implemented across the entire organization. Governance is defined and understood / followed. 500 – Optimizing: The particular area is functioning optimally and continuous improvement occurs based on defined and monitored metrics. ROI is demonstrable.
Sharepointmaturity.com Central Mgmt Focus & Definition Limited vs. Global Use GovernanceROI 500 – Optimizing N/AOptimized w/ Feedback Loop N/A Demonstrat- able 400 – Predictable Centrally Supported Standardized & Implemented Global UseDefined, Understood, Followed N/A 300 – DefinedN/AStandardized & Implemented Limited UseDefined, not Understood or Followed Considered 200 – Managed Managed Centrally Not Standardized Limited to Single Use Non-ExistentNot Considered 100 - InitialN/A
SharePointmaturity.com Competency & Adoption based model expressed in Feature/Functional standardized use Breath of use (adoption) Efficiency of use (Competency) Right effort, right focus, right time Applaud her leadership in this area Gathering customer data from willing participants is foundational to research success
Sharepointmaturity.com Starts with SharePoint rather than business requirements/needs Example: global use is assumed to be “mature” Lacks insight into how divergent business models emphasize different SharePoint features for internal use Does not account for adoption patterns Does not account for re-invention of SharePoint in normal maturation process
Alignment and Support of Business Strategies Define “Maturity” in SharePoint Implementations Core Assumption
Maturity Assumption “Maturity” vs. “Immaturity” The concept of “maturity” assumes the existence of “immaturity” Both refer to a standard that is outside each concept Similar to differentiations between “normal” and “abnormal” Frankenstein….”Abby….Normal”….
Competency Assumption Competency ≠ Maturity Competency = “what I can do” Maturity = “How do I measure up to the standard?” But isn’t Maturity measured by activity? Yes. But… The activity is *always* related to a larger context and the standard itself to classify the behavior as “mature” or “immature”
Example 500 – Publication: “Content is personalized to the user. Content is shared across multiple functions and systems without duplication. Feedback mechanism is in place for pages and taxonomy. Automated tagging may be present.” Counter: Some business use cases require duplication of content Some taxonomies are forced by regulation
Adoption Theory Adoption occurs through a process in which: 1. A new idea (innovation) 2. Is communicated through certain channels 3. Over time 4. Among members of a social system If it’s perceived as a new idea, it’s an innovation
Adoption Theory & SharePoint SharePoint is a new idea. I would submit that each “feature set” within SharePoint is a distinct innovation opportunity Reinvention will cause more innovation on the application of SharePoint to business needs and processes
Rate of Adoption Why are some new ideas adopted swiftly (cell phones or iPads) and others take decades, if at all? (Metric vs. Imperial systems) There are 5 characteristics of any innovation that must be taken into account, as perceived by the individual, if you’re going to understand the rate (how fast or slow) of adoption. This applies directly to SharePoint.
Relative Advantage Degree to which an innovation is perceived as better than the idea it supersedes or is replacing Does not matter if SharePoint has “objective” advantage. What does matter is if the individual perceives SharePoint as advantageous.
Compatibility Degree to which an innovation is perceived as being consistent with the existing values, past experiences, and the needs of potential adopters. SharePoint might be incompatible with: Existing ECM systems Existing intranet systems Existing information flow processes Another political ploy by group(s) with turf issues??
Complexity Degree to which an innovation is perceived as difficult to understand and use. The quality of relationships and the opinions within the social system are foundational to this characteristic New ideas that are simple to understand are more readily adopted. This is why “dosing” out SharePoint features is such a good idea.
Trialability Degree to which an innovation may be experimented with on a limited basis. New ideas that can be tried on the “installment plan” will generally be adopted more quickly. “Learn by doing” overcomes risk and uncertainty This is why training is so important to a SharePoint deployment
Observability Degree to which the results of an innovation are visible to others. The easier it is for individuals to see the results of an innovation, the more likely they are to adopt. Stimulates peer discussions Leads to re-invention
Reinvention & Technology Clusters Reinvention is the degree to which an innovation is changed or modified by a users in the process of adoption. Technology Clusters consists of multiple, distinguishable elements that are perceived as being closely interrelated. “Package” innovations are usually adopted more rapidly, assuming the five previous characteristics are in play
Reinvention as Personalization Reinvention helps adopters customize an innovation to fit their unique situation. Innovations are adopted more rapidly when they can be reinvented.
Relative Advantage: Show how the solution eases pain Compatiblity: “Work up” Complexity: KISS, “Dose” Trialability: Training, Sandbox Observability: Learn/deploy in groups Top Down Bottom Up Start Small Start Big Adoption: Start Small, Bottom Up
Top Down Bottom Up Start Small Start Big Adoption: Start Big, Bottom Up Simplicity is Paramount. High visilbility leads to additional conflict. Emphasize Relative Advantage and Compatibility. Keep Complexity at Bay. Plan for Reinvention. Dose out in clusters, if possible.
Likely a “pet project” Focus on point solution Emphasize compatibility and complexity POC = Trialability Internal report = Observability Top Down Bottom Up Start Small Start Big Adoption: Start Small, Top Down
Relative advantage & Compatibility have been decided at top layer Solution may be complex Overcome resistance with Trialability and Observability Training on other three Top Down Bottom Up Start Small Start Big Adoption: Start Big, Top Down
Communication Channel Basics The nature of the information exchange relationship determines the conditions under which a source will or will not transmit the innovation to the receiver and the effect of such a transfer. Mass Media Personal Interactive (Internet)
Like it or not… Most people depend mainly upon a subjective evaluation of an innovation that is conveyed to them from other individuals like themselves who have adopted the innovation Adoption is mainly a social process based on interpersonal communication relationships
Homophily vs. Hererophily The transfer of ideas occurs most frequently between people who are similar or homophilous. A common problem: communication of an innovation occurs between people who are heterophilous. Best: homophilous on most variables, but heterophilous on the innovation.
Grassroots may become “lost” in the explanation of relative advantage, compatibility and/or complexity for a SharePoint adoption. Best to have management use others who are more homophilous to “make the case” Homophilous is high, so observability and compatibility should be high too. Heterphilous and homophilous will need to be understood the larger the divergent groups across which SharePoint is being deployed. Grassroots may become “lost” in the explanation of relative advantage, compatibility and/or complexity for a SharePoint adoption. Best to have management use others who are more homophilous to “make the case” Top Down Bottom Up Start Small Start Big Communication
Time Matters Three Parts to the Time Element in the Adoption of an innovation: The Innovation-Decision process The “innovativeness” of an individual to adopt compared to others in their social system An innovation’s rate of adoption, measured by sheer number of members in the social system who adopt over a given time period.
Innovators: Venturesome High degree of mass media exposure Like new stuff because it is new Seek out new ideas Wide interpersonal networks Cope with higher levels of uncertainty Willing to accept certain levels of setback in order to move forward Gatekeepers to new ideas in the organization
Early Adopters: Respect Highest degree of opinion leadership Serve as a role model (Observability) for others in the following categories Help trigger critical mass when they adopt and innovation Respected by their peers Embody successful, discrete use of new ideas Decrease uncertainty about new ideas for later groups
Early Majority: Deliberate Roughly 1/3 of the population Seldom hold opinion leadership positions Connected to both Early Adopters and Late Majority members makes them an important link in the adoption process Take their time – extend time period Deliberate over adoption Willing to adopt, but never lead in that process.
Late Majority: Skeptical Roughly 1/3 of the population Adopt due to peer pressure and/or economic necessities Most uncertainty needs to be removed before they will adopt – Trialability and Observability are important components
Laggards: Traditional Many are considered isolated in one way or another from the social system Point of reference is the past Suspicious of new ideas Adoption lags far behind awareness Must be certain the new ideas will succeed Fairly impervious to peer pressure Usually economic forces that drive them to adopt
Understanding social systems The social system defines the boundaries in which adoption occurs Norms are established behavior patterns for a social system. Some norms can be barriers to adoption (Compatibility and Relative Advantage) Opinion Leaders influence others’ attitudes and behavior Opinion leadership is earned based on competence, accessibility and conformance to the system’s norms
Opinion Leaders Count Don’t Ignore Them More exposed to all forms of external communication More cosmopolitan Generally have higher socio-economic status More innovate (compared to others in their social system) At the center of the interpersonal communication networks within the social system
Authority innovation-decisions Collective innovation-decisionsOptional innovation-decisions Authority innovation-decisions Top Down Bottom Up Start Small Start Big Social System
Commitment by single authority or very small group of individuals Make their project “shine” to gain credibility to move bigger Team or Department level commitment. Work to find Top Down/Start Small pet project to move up Work to generalize adoption to move bigger Must be some level of commitment by the organization to enable system- wide usage of SharePoint features Bear in mind – you have higher visibility than you think Commitment usually based on global, strategic needs. Unusual to have SharePoint defined as strategically necessary by CEO Know your place. It’s usually not here. Top Down Bottom Up Start Small Start Big Commitment
Other Indicators of Organizational Commitment? Champion at VP level or higher Funded, approved budget Hire/fire authority Clear connections between strategy, goals and SharePoint Have both bottom up and top down support
Several Main Points Do not try to align feature adoption rates across all features. Best to measure maturity based on fulfillment of clearly articulated business requirements Global use does not indicate maturity Correct use of features to support business requirements, strategic goals, etc… is how maturity is measured
Sites And Collaboration Are SharePoint’s Sweet Spots September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Sites And Collaboration Are SharePoint’s Sweet Spots (Cont.) September 2011 “SharePoint Adoption: Content And Collaboration Is Just The Start”
Other Notes on This Scale Lack of use of any given feature might indicate maturity in the Enterprise Application Architecture (see later slides) Slower than anticipated adoption may be due to Longer adoption periods within social groups Lack of adequate education (trialability) SharePoint hype led to dissonance and rejection
Adoption hindered when… Lack of Core Ideology Core Values + Clear Purpose for the Organization Long-Term Vision Clearly articulated short-term mission that is derived from the long-term vision Little connection between vision, mission and strategic plan Written business requirements that translate purpose and vision to an operational-level plan
(cont.) Lack of ability to resolve conflict at higher levels within the organization When governance is thought to be created rather than derived from risk and compliance assessments. When there exists redundancies in your enterprise ECM architecture because no one has done a gap/redundancy analysis with a view to articulating where Sharepoint starts and stops
Truths You can Count On Gaps and/or immaturity in your business model or in those holding positions in your business model will hurt and potentially reduce the “maturity” of your SharePoint deployment. CEOs generally don’t care what software platform is utilized. Get over it. Work with who you can.
One Final Truth The maturity of your SharePoint deployment is a direct reflection of the maturity and function (or dysfunction) of your organization.
Contact Information Bill English 7767 Elm Creek Blvd, STE 220 Maple Grove, MN 55369 firstname.lastname@example.org www.mindsharp.com @minnesotabill LI: Bill English FB: Bill English
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