Planning Your Digital Workplace Transformation Michelle Caldwell MVP

Planning Your Digital Workplace Transformation Michelle Caldwell, MVP Mary. m. caldwell@Avanade. com

Click to add title Agenda Executive Summary Detailed Findings/Recommendations Business Technology Experience Organization © 2016 Avanade Inc. All Rights Reserved. 2

Click to add Example – Summary title Intro Problem Statement The Company has installed many new technologies to help employees be more productive, but adoption is uneven, employees are not engaged and measurement of the business value achieved has been elusive. Business Goals Drive greater effectiveness of company’s [insert 1 st] workforce(s) by providing a Digital Workplace that delivers the information, data, applications and collaboration they need to work more effectively and [insert specific goals like increase win rate, customer satisfaction, speed to market, etc. ] and work anywhere, anytime and on any device. Define the scope of a Digital Workplace for [insert which workforce(s)], create a visualization Project Goals of what it may look like, define a roadmap for phased implementation, estimate the initial phase and create the business case for proceeding. © 2016 Avanade Inc. All Rights Reserved. 3

Click to add Planning for title a Digital Workplace Transformation Some of the key goals to consider when planning a Digital Workplace Transformation: • Develop a Digital Workplace Vision of how DW will help drive achievement of Company business goals • Create a mockup of what the DW may potentially look like • Assess the current state and gaps needed to be addressed around the six elements of the DW Operating Model Business What we need to accomplish What we deliver to users “Opportunity” Technology Experience “Enabler” “Desirable” Organization • Define the roadmap for phased implementation • Estimate the investment required and potential ROI “Adoption” How we sustain it Sample list of stakeholder to interview to help define the solution: • • • Business sponsors – [list people we talked to] End users – [list people we talked to] Process owners – [list people we talked to] Content owners – [list people we talked to] Technology owners – [list people we talked to] Others – [list people we talked to] © 2016 Avanade Inc. All Rights Reserved. 4

Click to Strategy add title Methodology: the IDEA model Digital Direction Action plan Insight Examination © 2016 Avanade Inc. All Rights Reserved. 5

Click to add Workplace title The Digital Operating Model You should identify your Company’s current state, identify current gaps and recommended areas for improvements across these four key areas What are the digital threats and opportunities facing our industry and our business? What are our competitors doing? What is the business case for digital change? What is technology making possible, and what opportunities does that represent to our business? What is the value of data that is being created and how do you best take advantage of it? What do our user journeys look like across all touch-points? How can we improve this experience? What do our users expect of us? Business How can we improve employee effectiveness? “Opportunity” Technology Experience “Enabler” “Desirable” Organization “Adoption” © 2016 Avanade Inc. All Rights Reserved. • Leadership engagement facilitating the change to drive adoption • Maintaining the organization and governance needed to make decisions, prioritize, manage content, monitor processes, facilitate collaboration, manage DW projects and onboard new workforces and users 6

Click add title IDEA to Methodology © 2016 Avanade Inc. All Rights Reserved. 7

Sample Digital Workplace Opportunity Assessment Identify foundation and quick-win initiatives that allow customers to move forward on their journey True teamw ork and knowledge sh aring Employee Engagement Knowledge management Digital sales enablement beh Data avio driv ral en cha nge En criti abling cal wormissio kfor n ces Customer service analytics Operational Efficiencies Vendor/partner connectivity Facilities self service Digital customer service HR self service Modernize (0 -6 months) • • Improved security Intelligent automation Digital operations Technology standardizatio n /upgrade Adoption e alu ev aliz Re Digital Workplace Strategy Mobile enablement s tal en am nd Fu Expertise finder Opportunity assessment Digital manufacturing ls oo et ctiv Effe IT self service Digital workplace insights Ex ten de su d em pp p or lo t ye e Cloud based telephony Virtual travel intelligent meetings Ba sic sel f se rvi ce Document sharing Merger integration Workforce Effectiveness ns tio ra pe to en llig te In Sales force analytics Modern intranet Collaborative communities work force s Other workforce enablement Multi channel communications Enable a ne connecting anw way of d sharing Other analytics Field service enablement Support and enhance the employee lifec ycle Improved onboarding Enab ling a ll Foundation Adoption Discard obsolete and ineffective technology Assess effectiveness and utilized capacity of current technology Learn to use collaboration tools effectively Prepare for change Energize (7 -18 months) • Adopt new technology to increase competence • Leverage new technology • Learn how to work in a new way that can be expanded globally Realize (19 -42 months) • Drive new ways of working through each key workforce • Anticipate disruptive changes • Avoid being forced to react when it is too late

Click to add Another Sample title Digital Workplace Roadmap Build the foundation/prove the value Business By month 6 • Digital Workplace pilot for [insert 1 st] workforce • Determine records mgt, privacy and other legal needs • Determine legacy content that can be retired Expand the value delivered By month 9 • Enhance DW for [insert 1 st] workforce • Define content needed for people/expert search and where it resides • Identify archive criteria Build intelligent context Scale By month 12 Every 3 months • Create additional DWs for other key • Sense tasks and proactively deliver the relevant knowledge, people and applications • Launch DW for [insert 2 nd] workforces • Refine policies for sharing information with partners, contractors and vendors • Extend to partner, contractor and vendor ecosystems • Upgrade of intranet, collaboration and communication Experience Technology capabilities for all employees • Design metadata schema and content types • Create publishing templates • Migrate appropriate legacy content • Roundup, create or license content needed for [insert 1 st] workforce pilot • Design, build, test & deploy new intranet portal • Analyze legacy applications and determine which should be retired, ported to other Lo. B systems, consolidated or migrated • Implement Digital Workplace pilot for [insert 1 st] workforce • Aggregation of most relevant existing content in an intentions-based interface • Vastly improved usability, search, organization of content, mobile access and performance • Upgrade to O 365 for team sites, e-mail, publishing, Yammer and Skype for Business • Launch more relevant people/expert search across the • Roundup, create or license content needed for enterprise and drive creation of rich profiles [insert 2 nd] workforce • Rationalize apps delivered on old versions of technology • Expand metadata schema to cover [insert 2 nd] • Roundup, create or license content needed for [insert 1 st] workforce enhancements • Roundup, create or license content needed for additional workforces • Expand metadata schema to cover additional workforces • Enhance DW for [insert 1 st] workforce • Expand external content available • Digital Workplaces for additional • Enhanced integration of Lo. B systems • Install Intelligent Context Engine, integrate with • Add Touch Analytics taxonomy, point to key content sources, identify and workforces • Implement requirements for external integrate with key trigger points • Build new people/expert profiles party provisioning, access and • Implement Digital Workplace for [insert 2 nd] • Enhance search reporting workforce • Add capabilities to subscribe to content and people • Increase quality of additional nd • Increase quality of [insert 2 ] workforce internal • Enhance reporting features to drive behavioral change workforces’ internal content through improved capture and curation • Retire, port, consolidate and migrate legacy applications • Increase quality of [insert 1 st] workforce internal content through improved capture and curation Organization • Define Digital Workplace processes for content, profiles, metadata and search management • Establish Digital Workplace governance • Define and staff new Digital Workplace organization positions • Train new people • Engage working team members • For Release 1, define required behaviors, change enablement strategy, metrics, recognition program and • Define and manage processes for • Implement new Digital Workplace processes for existing and new content • Train people who will maintain [insert 1 st] workforce • Execute Release 1 plans • For Release 2, define required behaviors, change enablement strategy, metrics, recognition program and communications plan © 2016 Avanade Inc. All Rights Reserved. external access • Continue to manage Digital Workplace processes • Train people who will maintain [insert 2 nd] workforce • Execute Release 2 plans • For Release 3, define required behaviors, change enablement strategy, metrics, recognition program and communications plan • Continue to manage Digital Workplace processes • Train people who will maintain additional workforces • Execute Release 3 plans • For future releases, define required behaviors, change enablement strategy, metrics, recognition program 9

Click to add Proposed Technical title Architecture (High Level) Standardization and modernization of our Digital Workplace will increase business value and minimize redundant spending Future State Current State Insert graphic • Digital Workplace is not managed as a cohesive set of capabilities • Multiple Active Directories exist as a legacy of corporate acquisitions • Different tools and versions are used by different business units and functions (e. g. , Share. Point 2103, Share. Point Online, Box, Lotus Notes, Chatter, etc. ) • The lack of standards impedes mobile access, collaboration and sharing of information across the enterprise and increases overall IT cost • Lack of common metadata and content management processes causes poor user search experience, higher content maintenance costs and legal risk • Too much IT focus on maintaining current environment • • • Coordinated governance over the Digital Workplace capability set Standardization of authentication and security Standardization on the Microsoft tool set in a hybrid cloud environment Common metadata and content management processes Reduced maintenance, increased agility to meet business needs One place to go when you need to know with a unified look & feel © 2016 Avanade Inc. All Rights Reserved. 10

Click to add Scenarios Illustrating title New Capabilities Samantha - Salesperson Daily visits to her retail customers • Tablet based support for all her needs • Shows her where she needs to go and how to get there • Connects to social media to help her know her customers better • Keeps the corporate memory of previous visits by other sales people, issues noted, etc. • Helps her more quickly do inventory and product placement checks • Proactively recommends promotions that could drive extra revenue for the customer and the company • Shows her how to set up displays, check quality, etc. • Allows Sam to visit two more customers per day • Estimated to increase sales by $10 million • Estimated to increase salesperson satisfaction and retention by 10% Carlos - Customer Service Taking a customer call • DW brings together all the back end systems and knowledge he needs to answer customer calls faster and more accurately • Proactively provides the most likely information Carlos needs based on the customer’s profile and menu choices • Supports instant collaboration with supervisors and experts to answer customer’s questions on the first call • Shows Carlos his Key Performance Indicators to motivate him to perform at a higher level • Allows Carlos to reduce his Average Call Handling Time, increase Customer Satisfaction Scores and meet his Upsell Targets • Estimated to enable 23% increase in new business without adding new agents ($6 million per year savings) • Estimated to increase Customer Satisfaction by 15% © 2016 Avanade Inc. All Rights Reserved. Mike - Maintenance Engineer Repairing a piece of equipment • Low cost, tablet-based support for all his needs • Shows him which repairs are assigned to him, where he needs to go, how to get there and who to contact • Uses bar code scanning and Near Field Communications to automatically identify equipment, provide schematics/manuals and proactively recommend likely fixes to the problem • Enables real time voice and video communication through Holo. Lens to central experts • Enables quick social connections to creatively solve problems • Allows Mike to close 20% more tickets per day • Estimated to decrease maintenance costs by $5 million per year • Estimated to increase uptime of equipment by 3%, decreasing downtime cost by $50 million per year 11

Click to. Workplace Digital add title Behaviors Will Drive Digital Workplace Value Measurable changes in Digital Workplace behaviors will directly contribute to achieving Company’s business goals Other K Re-Use Behaviors K Sharing Behaviors Behavior Metrics • Contributor penetration and growth • Quantity of K/profiles contributed • Types of items contributed • Percentage of work products captured • Quality of K contributed • Recognition of top contributors • Projects using team sites & K harvested • % bus process K sharing steps completed • Increased search use/satisfaction • Increased use of Digital Workplace to self serve • Knowledge re-use penetration & growth • Number of K objects re-used • Recognition of top re-users • Search click-throughs • Recognition of top re-users by leaders (# of recognition e-mails, cites in newsletter, meetings, etc. ) • Satisfaction with Digital Workplace site (surveys, interviews, repeat visitors) • Creation of “best of”/lessons learned content • Leadership support and participation Value Metrics Company Business Goals • Survey hours saved • Productivity & Efficiency • Compare efficiency of teams who have adopted versus not • Top Line Revenue • Compare performance to budget of teams adopting versus not • Compare achievement of revenue goals of teams adopting (quotas, win rate) • Compare speed to completion of teams adopting • Service Excellence • Innovation • Quality/Risk • Compare satisfaction scores of teams adopting • Collect success stories from top users and projects • Survey team leads re contribution to success • Compare performance ratings of teams adopting © 2016 Avanade Inc. All Rights Reserved. 12

Click to. Benefits Similar add title. Achieved At Other Companies The Digital Workplace value metrics recommended for Company have been realized at other companies Magnitude of Benefits per Project Elapsed Time of Projects • Leading High Tech Co. implemented Digital Workplace to improve sales effectiveness - regular users were 10% more likely to meet sales quotas • Leading Telco implemented Digital Workplace and increased sales conversion rate by 102% • Leading Pharma Co. created a Digital Workplace environment for market launch processes which enabled more consistent results in new drug launches. They increased their success rate for hitting revenue targets from 33% to over 50% Potential increase in benefits 25 -35% for 50% of projects with substantial re-use Hours Spent Executing Projects • High Tech Co. professional services workforce increased productivity by 20% • Large Telco increased productivity by 23% • Large Professional Services Co. reduced project effort by 20 -30% Potential Company project efficiency gain 20 -30% • Leading Pharma Co. implemented Digital Workplace across its R&D process and, with the new ability to reuse prior findings, researchers were able to cut 15 to 30% off of their elapsed cycle time • Large Professional Services Co. reduced project elapsed time by 25 -35% • Leading Telco utilized Digital Workplace to store, share and retrieve knowledge and reduced time to competency by 75% Potential project reduction in elapsed time 15 -25% Satisfaction Scores • Leading Telco implemented a Digital Workplace solution and increased customer satisfaction by 16 points • Large Professional Services Co. used Digital Workplace to quickly ID best low cost ways to improve employee satisfaction with IT and increased satisfaction scores 15% Potential increase in customer satisfaction 15% © 2016 Avanade Inc. All Rights Reserved. 13

Clickfor ROI to Digital add title Workplace There is a strong business case for investing in a Digital Workplace that will pay back within the first year ROI Element Range (000 s) Annual additional benefits to Company from higher average benefit per project $XX, 000 Annual additional benefits to Company from ability to do more projects X, 000 Annual additional Digital Workplace staff costs over current budget (X 00) (0) Net annual benefits (when fully ramped up) $XX, 000 Up front Accenture costs to not only build technology, but support building of processes, create detailed change management plans, create communications, design training and manage the project $(X, 000) $(X 00) (X 0) $(X, 000) $(X 00) Annual additional Digital Workplace hosting costs over current budget Up front infrastructure/software setup costs Total up front costs © 2016 Avanade Inc. All Rights Reserved. 14

Click to add Company DW title Organization Preliminary Recommendation (To Be Updated Based on Company Guidelines, etc. ) Steering Committee IT DW Sponsor Business Unit/Function #1 part time Digital Workplace Sponsor Digital Workplace Core Team Digital Workplace Lead 1 person Functional Requirements 1 person Change Enablement 1 person DW Content Mgt 3 persons DW Process Mgt 1 person Admin/ Reporting 1 person Consult with BUs/ Functions 1 person DW Lead Business Unit/Function #1 part time Business Unit Part-time Digital Workplace Team Based on the priorities of the Digital Workplace program, the types and volume of content that need to be managed and the change efforts that need to occur, the following permanent Digital Workplace organization is recommended for Co. Total recommended Digital Workplace Core Team people = 9 SMEs © 2016 Avanade Inc. All Rights Reserved. Community Facilitators 15

Click of Asks to Steering add title Team Company Digital Workplace will not be successful without your direct support • Recommend that Company adopt the roadmap outlined above • Request additional funding of $X to $X million • Request additional staffing of X positions (included in $ above) • Provide input and guidance on an ongoing basis to implement the roadmap • Add success of Digital Workplace program to your personal objectives © 2016 Avanade Inc. All Rights Reserved. 16

Click to add title Contents Executive Summary Detailed Findings/Recommendations Business Technology Experience Organization © 2016 Avanade Inc. All Rights Reserved. 17

Click to. Workplace Digital add title Gaps Identified Organization Experience Technology Business Top Priority Gaps Recommendations to Close Gaps • Digital Workplace pilot for [insert 1 st] workforce • Determine records mgt, privacy and other legal needs • Determine legacy content that can be retired • • Enhance DW for [insert 1 st] workforce • Define content needed for people/expert search and where it resides • Identify archive criteria Search doesn’t utilize appropriate tagging, best bets, filters, thesaurus, etc. Discoverability of experts is too difficult Difficult to find people w/ specific experience and skills Contribution of content is onerous/not adapted to different content types Confusing when to go to which of the multiple existing sites Lacks integration (e. g. , applications used in daily work not tied to knowledge not tied to collaboration, etc. ) • • Analyze most frequent searches and create appropriate best bets, synonyms, etc. Create search filters for project and people based on new metadata schema Create capability to browse and search for experts Integrate applications with the knowledge needed to use them with collaboration with finding experts, etc. • Enhance DW for [insert 1 st] workforce • Expand external content available • Enhanced integration of Lo. B systems • Add Touch Analytics • Build new people/expert profiles • Enhance search • Add capabilities to subscribe to content and people • Enhance reporting features to drive behavioral change • Retire, port, consolidate and migrate legacy applications • Increase quality of [insert 1 st] workforce internal content through improved capture and curation • Implement Digital Workplace pilot for [insert 1 st] workforce • Aggregation of most relevant existing content in an intentions-based interface • Vastly improved usability, search, organization of content, mobile access and performance • Upgrade to O 365 for team sites, e-mail, publishing, Yammer and Skype for Business • Define Digital Workplace processes for content, profiles, metadata and search management • Establish Digital Workplace governance • Define and staff new Digital Workplace organization positions • Train new people • Engage working team members • For Release 1, define required behaviors, change enablement strategy, metrics, recognition program and • Implement new Digital Workplace processes for existing and new content • Train people who will maintain [insert 1 st] workforce • Execute Release 1 plans • For Release 2, define required behaviors, change enablement strategy, metrics, recognition program and communications plan © 2016 Avanade Inc. All Rights Reserved. 18

Click to add title Contents Executive Summary Detailed Findings/Recommendations Business Technology Experience Business “Opportunity” Organization Technology Experience “Enabler” “Desirable” Organization “Adoption” © 2016 Avanade Inc. All Rights Reserved. 19

Current Click to State add. Of title Company Digital Workplace Strategic Context Based on interviews and workshops, Digital Workplace has not been effectively tied to Company’s business goals Not addressed effectively Current State of Key DW Strategy Elements Addressed effectively Digital Workplace tied to business objectives Business impact of DW program measured Impact of DW understood by top leaders Top leaders rely on DW to achieve objectives Key target audiences defined Key target audiences highly satisfied by DW Most impactful use cases supported by DW DW embedded into personal goals/bus strategy = Current effectiveness © 2016 Avanade Inc. All Rights Reserved. 20

The Digital Click to add. Workplace title Value Tree Most Important Areas for Company Highlighted in Bold Theme Category Increase Task Productivity Efficiency Improve the performance and productivity of the workforce & reduce operating costs Benefit Reduce time searching for info through improved aggregation of info and intelligent context Reduce time re-inventing work products by making best examples easily discoverable Decrease hand offs, call backs and cycle time through real time interactions and workflow Reduce information delivery costs by eliminating multiple electronic delivery systems and paper Reduce Expenses (non-payroll) Reduce training costs through just in time, point of need learning and access to information Reduce travel costs via improved collaboration and virtual meetings Reduce IT costs by eliminating redundancy, reducing license costs, shifting maintenance to low cost resources Reduce internal and customer support costs by facilitating self service & providing help desks with the right info in an intelligent context Provide robust real time support for business processes and tools via integrated process and tool support Decrease Time to Competency Provide in depth knowledge of customers, products, processes, policies, etc. at the point of need via the Intelligent Context Engine Reduce time/cost to train on new skills, processes, policies, etc. by quickly embedding support into the Digital Workplace Reduce knowledge drain when employees leave through capture of key artifacts, conversations and knowledge Improve Top Line Financial Results Effectiveness Increase revenue, innovation and quality Increase win rate by arming sales force and customer support with better product, customer and other info Decrease cycle time to close sales via expertise finder, re-usable work products, accelerated workflows, etc. Foster innovation, process improvement and replicating success by sharing what’s working Increase Time Focused Make information available anytime, anywhere so that people can use otherwise unproductive time on Key Tasks Decrease time spent on administrative & reporting activities by providing intelligent process support Help workforce make better decisions through providing analytical insights and best practices Reduce Risk Increase compliance to policies and processes by providing easy access to standards, process steps and examples at point of need Reduce error rates & misinformation via increasing information currency, quality and relevance Reduce cost of quality by harvesting lessons learned, sharing past process improvement projects, etc. Satisfaction Enhance customer and employee satisfaction, value perception & loyalty Increase Customer Satisfaction Increase customer satisfaction via improved customer service consistency & quality Enhance Employee Satisfaction & Engagement Reduce attrition by shifting work to higher value tasks, supporting performance at a higher level, better acclimating new employees, etc. Increase customer loyalty via better understanding their needs and fulfilling them Increase employee pulse survey results because people feel more supported in their job Improve reputation of company place to work by providing a modern environment © 2016 Avanadeas Inc. a All good Rights Reserved. 21

Digital Click to. Workplace add title Examples of Value Realized At Other Companies Theme Category Increase Task Productivity Efficiency Reduce Expenses (non-payroll) • Large telco increased customer service agent productivity by 23% • Insurance company increased agent productivity by 10% • High Tech Company field services workforce increased productivity by 20% • • Large energy company identified $200 million savings in applying lessons learned to large capital projects Insurance company reduced information distribution costs by $3 million per year Global bank reduced loan processing costs by $10 million annually and licensing costs by $35 million annually Top Pharma Co. R&D pilot resulted in $1. 5 M in cost savings within the first 6 months Large bank was able to double the number of branch locations without increasing IT headcount Large telco saved $6 million annually in customer support costs Leading retailer reduced internal help desk calls by 15% Decrease Time to Competency • Leading telco reduced time to competency for customer service reps by 75% • A large Internet Service Provider reduced customer service training from 8 weeks to 2 weeks • Consumer products co. researchers retained critical knowledge after consolidating R&D centers & met new product launch timelines Improve Top Line Financial Results • • Effectiveness Increase Time Focused on Key Tasks Satisfaction Examples of Value Achieved Insurance company increased sales conversation rate 20% Leading telco customer service agents increased sales conversion rate by 102% Leading high tech co. salespeople were 10% more likely to meet sales quotas Insurance company policy application process reduced from 4 -8 days to 4 -8 hours Global bank decreased loan processing time by 30% Leading Pharma Co. researchers were able to reuse prior findings and cut weeks off of the time to get new products to market Leading Pharma Co. marketing department increased meeting product launch targets from 33% to over 50% Professional Services Co. quickly identified best low cost ways to improve employee satisfaction with IT • Home health care provider eliminated duplicate entry of information by 15, 000 mobile workers and saved $10 million annually • Large retailer reduced time to pick online orders by 30% • Large Insurance company reduced logon times by 15 minutes person each time they log on Reduce Risk • Large property management company significantly improved inspector accuracy while increasing productivity • Large bank was able to decrease IT downtime by 20% Increase Customer Sat • Leading telco customer service agents increased customer satisfaction by 16 points © 2016 Avanade Inc. All Rights Reserved. 22

Click to add Detailed ROItitle Model There is a strong business case for investing in Company Digital Workplace that will payback within the first year © 2016 Avanade Inc. All Rights Reserved. 23

Click Prioritization Role to add title The following are the most important roles / job functions to initially focus on Role Priority Ranking Salespersons 1 Customer service agents 1 Maintenance engineers 1 Sales management 2 R&D 2 Marketing 3 HR 4 Legal 4 © 2016 Avanade Inc. All Rights Reserved. 24

Click. Cases Use to add title It is important for Co. to support six key Use Cases Use Case Daily visits to retail customers Answering and closing customer telephone call Repairing a piece of equipment Faster onboarding Reviewing execution Managing web site content across brands and countries Role(s) Priority Ranking Salesperson Customer service agents Maintenance engineers Salesperson, customer service agents Sales management Marketing 1 2 3 © 2016 Avanade Inc. All Rights Reserved. 4 5 6 25

Click to add. Pyramid Knowledge title for Company needs to manage knowledge at each level of the pyramid Central resources can refine the knowledge for continuous improvement Standards of lue Va at A small amount of effort takes the K to the next level of value w- wh ss E. g. , “Best Of” projects, statistics re improvements achieved on projects, info re what community members have worked on, lessons learned from projects, etc. e oc Best Of & Synthesized Knowledge Pr Co Synthesize of n Kn tent ow -h ow ity ur at M E. g. , training materials, guidance on tools/templates, certification process, guidance for other projects, etc. Kn o Evaluate Knowledge Artifacts of Key Processes E. g. , project abstracts and stage gate deliverables, community member profiles, etc. Harvest Project Sites Initial focus to capture experience to date Harvest Quantity of K © 2016 Avanade Inc. All Rights Reserved. Team. Sites 26

Click to add of Application title Knowledge Pyramid To Company Notes as to how the previous slide applies to Company • Company is currently gathering a lot of content in the bottom level, but it’s not easily discoverable or easily consumable • Company needs better metadata and abstracts to drive more effective search, browsing and personalization so the current content can be found and consumed • Even at the bottom, Company primarily has only capital projects – need to capture other types of projects • Company currently has some content at each level, but needs to have more complete content at all levels • Now when users search for something, they don’t know which is the best search result, we need to distinguish the bottom level from the other levels © 2016 Avanade Inc. All Rights Reserved. 27

Click to add title Contents Executive Summary Detailed Findings/Recommendations Business Technology Experience Business “Opportunity” Organization Technology Experience “Enabler” “Desirable” Organization “Adoption” © 2016 Avanade Inc. All Rights Reserved. 28

Click to add Capabilities Technology title The following potential Digital Workplace technology capabilities should be prioritized to determine Co’s initial focus Team Services People Network (repository, directory, (experts, blogs, skills, calendar, issues, risks, relationships, activities, social bookmarking, provisioning, etc. ) Groups/ etc. ) Real Time Communities (instant messaging, (members, discussions, presence, application ask expert, etc. ) sharing, conferencing, etc. ) Publishing (web pages, announcements, info re services offered, , policies etc. ) Knowledge Repository Application Integration Discovery (CRM, ERP, etc. ) (portal, browse, search, subscribe, feeds, personalized, intentions-based, role-based) Learning (documents, presentations, spreadsheets, wikis, etc. ) Video/ Podcasting (catalog, uploads, synchronization, rating, etc. ) (courses, LMS, podcasts, simulations, coaching, etc. ) Business Intelligence (reports, queries, dashboards, warehouses, etc. ) © 2016 Avanade Inc. All Rights Reserved. Process Support (process, guidance, templates, samples, workflow, etc. ) 29

Click to add Findings Technology title Capabilities Workshop Company should focus on the four technology capabilities that are the most important to achieving its business goals and have the biggest current capability gap Digital Workplace Capabilities Discovery of Knowledge Low High Publishing info re Company services Knowledge Repository Team Sites Online Forums People Network Real Time Communication Application Integration Learning Process Support Business Intelligence = Importance to high performance = Effectiveness of current capability Video/Podcasting 30 © 2016 Avanade Inc. All Rights Reserved.

Click to add Functional Technology title Gaps Company has major functional gaps to fill with respect to the high priority technology capability areas Important Capabilities Most Important Gaps Discovery of Knowledge • • Poor search results / can’t quickly tell if results are relevant (no abstract) Only searches meta-data, doesn’t search body of attachments (e. g. , Power. Point) Lack of comprehensive and user-friendly taxonomy/tagging/way to organize content and filter searches Multiple collaboration and document management systems creates confusion UX/UI isn’t easy to use – lacks true “intention-based” navigation (what did the user come to the site to do? ) Don’t know what content exists Often can’t find something you know exists In past, searching for K in Company was not always fruitful – will need to do change management get them to try again People/ Expert Connector • • • Takes a long time to track down the experts, people who are certified, in my location, done similar projects, etc. Can’t effectively search what profile info is there today Belt wannabes enter a profile, but no process to keep up to date/living/relevant Not integrated with Active Directory, Outlook, etc. We are doing auto group distribution lists to manage the customer base today and it’s not effective, too many disparate ones, not updated, people don’t know how to use, etc. Knowledge Repository • Only thing consistently captured are certification projects, missing GB project 2+ and non-Six Sigma projects – need to really motivate the community to contribute other types f projects • Input forms are poorly laid out and only geared to certification projects – certain fields are always required, even though they don’t apply to non-certification projects • No abstracts that would let someone quickly assess whether they have found the right information (need to be written in business language, not Company-speak) • Missing the taxonomy/metadata schema needed to perform effective searches • No process to remove and/or archive content when no longer relevant. E. g. , abandoned projects • Frequent problems syncing the content in PPT storyboards with the metadata captured in technology • No process or fields for users or SMEs to rate content so users can determine what are the best examples Reporting • Reporting capabilities aren’t meeting needs (in the current repository, across the learning area, people, etc. ) • Data in technology is not always accurate or up to date • Data has to be gathered from multiple sources to get what Company needs © 2016 Avanade Inc. All Rights Reserved. 31

Click to add Platform Technology title Gaps Company should re-platform the current multiple collaboration and document management systems and integrate the current components Issues • Current Information Architecture does not support finding information or reporting • Monolithic tables not as effective as a more relational approach • Exceeding recommended number of columns – can create performance issues and error messages • Exceeding list length recommendations – can create performance issues and error messages • List structures do not allow for consolidated reporting • Timeouts crash for Company and workflows - users frequently receive error message • List based search is disconnected from project files Recommendations • Implement new Information Architecture and utilize more relational approach • Implement Managed Metadata Services for a consistent tagging and search experience • Implement custom Content Types to increase of tagging and discoverability • Implement FAST and custom search center for people and content search leveraging • Leverage dynamic custom profile to allow expert search without need for continuous updates • Adjust features/charges of hosting option to match size requirements Conclusions • Technology needs a complete overhaul of its data structures • This will “break” most of the existing functionality • Technology will need to be re-built • Current data will need to be moved to the new platform © 2016 Avanade Inc. All Rights Reserved. 32

Click to add title Contents Executive Summary Detailed Findings/Recommendations Business Technology Experience Business “Opportunity” Organization Technology Experience “Enabler” “Desirable” Organization “Adoption” © 2016 Avanade Inc. All Rights Reserved. 33

Click to Digital Sample add title Workplace Process Model The following processes are necessary to successfully manage a long term, comprehensive Digital Workplace program Launching new DW program/initiative Managing an ongoing DW program (repeatable process at enterprise level to onboard new groups) Strategy/ Roadmap Design Build Test Deploy Design Processes: • Metadata • Search • UE • Knowledge Repository • Content Conversion • Team Sites • Social Sites • Profile • Real Time Collaboration • Application Integration • Learning • Process Support • BI • Video/Podcasting Management Processes: • Metadata • Search • Content Authoring • Content Management • Team Site Provisioning • Team Site Management • Co. P Site Provisioning • Co. P Facilitation • Profile Completion • Profile Management • Learning Management • Process Support Management • BI Management • Video Content Management © 2016 Avanade Inc. All Rights Reserved. 34

Click. Priority Top to add Processes title Based on the top priority technology capabilities for Company, the Digital Workplace processes that Company should focus on implementing should be around managing content, people profiles, metadata and search Priority Technology Capability Initial Design Processes Ongoing Management Processes Discovery of Knowledge Metadata Design, Search Design, UE Design Metadata Maintenance, Search Maintenance Publishing info re Company services Page Template Design, Metadata Design Content Authoring/Management Knowledge Repository K Repository Design, Metadata Design, Content Conversion Content Authoring/Management Team Sites Team Site Design Team Site Provisioning, /Management Online Forums Community of Practice (Co. P) Site Design Co. P Site Provisioning, Co. P Facilitation People Network Profile Design Profile Completion//Management Real Time Communication Real Time Collaboration Design Application Integration Design Integration Maintenance Learning Design Learning Management Process Support Design Process Support Maintenance Bus. Intelligence BI Design BI Maintenance, Ad Hoc Reporting Video/ Podcasting Video/Podcasting Design Video Content Management = Top priority per Technology Workshop © 2016 Avanade Inc. All Rights Reserved. 35

Click to. Current Assess add title. Effectiveness Of Key Ongoing Processes Co. needs to define and implement three of the top five process and significantly improve the other two Key Digital Workplace Processes Process not in place Process highly effective Metadata Management Search Management Content Authoring/Management Profile Completion Profile Management Notes: • No processes in place for Metadata, Search, Profile • Content Authoring and Approval processes in place for capital projects, but not other types • No Content Management process in place (e. g. , identifying best of content, retiring content from incomplete projects, etc. ) • No process in place for Profile Completion • No process in place for Profile Management (making sure they are kept up to date) © 2016 Avanade Inc. All Rights Reserved. = Effectiveness of current process 36

Click to add Content Authoring/Management title Process The following is a model content authoring/management process that should be tailored to fit each major type of content and the degree of control necessary for that content Artifacts of daily work of users Create Expert authors Quality control Capture/ Contribute Make it easy Taxonomy /metadata creation & maintenance Review /Rate ID best content Organize Build into daily work & key processes Distribute Push, browse, search, personalize, interrelate, contextualize Archive/ delete old K Apply Manage Measure value, usage & contributions Build into key processes © 2016 Avanade Inc. All Rights Reserved. 37

Click to add title Contents Executive Summary Detailed Findings/Recommendations Business Technology Experience Business “Opportunity” Organization Technology Experience “Enabler” “Desirable” Organization “Adoption” © 2016 Avanade Inc. All Rights Reserved. 38

Click to. Digital Model add title Workplace Governance Roles The following is a model for Digital Workplace governance roles that should be adapted to the scope of the Digital Workplace program Role Responsibility Recommendations DW Sponsor Overall responsibility for development, implementation and success of DW program Designate an enthusiastic leader and incorporate into annual objectives Steering Committee Member Set overall direction for Digital Workplace program including funding levels and prioritization of efforts Members should be highly respected leaders in the organization who see the value of Digital Workplace DW Lead Day to day responsibility for success of the DW program; management of the DW Core Team Full time person who wakes up each day thinking about how to drive value from Collab DW Specialists Full time personnel specializing in functions like DW technologies, editing content, research, consulting with organizational units re DW needs, facilitating communities, managing DW processes, etc. Small core team - push as much content authoring to end users as possible Working Group Member Help develop standards around areas like taxonomy, Digital Workplace processes, functional requirements, team templates, etc. (members may be a subset of K managers and SMEs) Select members who will work for the common good and have a passion around the topical area of the working group Knowledge Manager Determine DW needs for their part of the organization, synthesize and structure K, manage health of DW processes, ensure other parties are fulfilling their roles Allocate one person to this role for each organizational unit/major area of K - clear with their managers Subject Matter Expert Rate contributed knowledge, respond to knowledge/collaboration requests for internal and external purposes Define expectations including recognition for part time spent on this - clear with their managers User/ Contributor Leverage knowledge on a daily basis, contribute work products, serve as an expert to others, collaborate with others Define expectations and implement comprehensive change enablement program © 2016 Avanade Inc. All Rights Reserved. 39

Leading Click to add Practice title Collaboration/Collaborative Behaviors The following are behaviors that are necessary for the success of a Digital Workplace program Before I start something new Part of my everyday job Part of my job as a leader Knowledge Seeking Knowledge Sharing Knowledge Leading • • • Search & re-use existing content Find someone who’s done it before • • • Share things I create Keep my profile and experience up to date Participate in communities Respond to others’ questions Rate and comment © 2016 Avanade Inc. All Rights Reserved. • • Expect and measure these behaviors for my people Recognize my people for their behaviors Walk the talk 40

Whatto Click Digital add title Workplace Behaviors Exist Today? What Are New Behaviors? Company has major gaps in Digital Workplace behaviors and needs to start building these behaviors from the ground up Company as a whole Leadership as a whole Sales people Customer service agents Maintenance engineers Marketing Search & re-use existing content X X X Find someone who’s done before X X + X X X Share things I create X X X Keep my profile/experience current X X X Respond to others’ questions + + X + + + Rate and comment X X X + X X Expect & measure behaviors for my people n/a X n/a n/a Recognize them for their behaviors n/a X n/a n/a Walk the talk n/a X n/a n/a Leadership Sharing Seeking Key Digital Workplace Behaviors Positive aspects of Company culture we can leverage: • General willingness to share • General desire to seek information © 2016 Avanade Inc. All Rights Reserved. + = strong today, leverage X = weak today, need to instill 41

Click to add Changing Behaviors title A structured change management program is necessary to change people’s behaviors. The Change Enablement Methodology below represent key levers that should be built into a comprehensive plan transitioning to a Digital Workplace. From Begin tasks/projects from scratch Change Enablement Methodology Network through informal channels to find people & info Map the Digital Journey Store info on hard drive or shared drive Collaboration is one more thing you ask me to do Align the Digital Organization Align Leadership Manage Stakeholders Search & re-use existing content Use Digital Workplace to find experts and experience Share content on-line so others can use it Prepare the Business © 2016 Avanade Inc. All Rights Reserved. To Sharing is integrated part of my daily work & performance metrics 42

Click to add title Summary Executive Summary Detailed Findings/Recommendations Business Technology Experience Organization © 2016 Avanade Inc. All Rights Reserved. 43

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