Kim Leader General Manager, Digital Workplace. Sophie Velzian Behavioural Architect, Microsoft Adoption and Change Management Global Practice

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1 Session Summary The cornerstone of a digital business is a digital workplace. Where do you start on this journey? The journey starts with the employee at the center and a key driver is transforming the culture at work. Microsoft s recent cultural transformation is centered on a growth mindset, challenging each employee to focus on three distinct areas: Customer-obsession, diversity and inclusion, and acting as One Microsoft. We look at our technology as an enabler to empower our employees, connect the organizations and innovate securely across location and workstyle boundaries. Our Digital Workplace solutions engage employees through intuitive line-of-business experiences. In this session, Kim Leader, Microsoft Digital Workplace Solutions General Manager will share her perspective drawing on her worldwide experience on developing a digital workplace strategy and transforming culture at work. Sophie Velzian, Microsoft Behavioral Architect in Adoption and Change Management Global Practice will share customer examples on how organizations can create a behavior change program that unites people, technologies and process to embed new ways of working under a digital culture.

2 Kim Leader General Manager, Digital Workplace Sophie Velzian Behavioural Architect, Microsoft Adoption and Change Management Global Practice

5 It s about People Organizations don t change Change doesn t just happen People naturally resist change People are different

6 Microsoft s mission Empower every person and every organization on the planet to achieve more

7 Our culture is who we are and how we treat one another; it's what allows us to make a difference in the world. Growth Mindset Customer Obsessed Diverse and Inclusive One Microsoft

8 Culture is the New Currency

9 Culture starts at the top...

10 but it shouldn t stay there.

11 Leadership Matters

12 Our Leadership Principles Create clarity Generate energy Deliver success

13 Driving cultural transformation through behavioural change

14 Value Usually achieved Usually poorly achieved or not done Deployment Technical migration and deployment Activation People see new features but don t know what to do with them Adoption People use the solution on a regular basis Proficiency People change their behaviours and leverage the full solution Time Project responsibility Who s responsibility is this? Ultimate ROI relies heavily on our ability to embrace Digital Transformation and embed an innovative and learning culture that can enable change to continuously renew itself and bring about the long tail of proficiency gain

15 Who Why Business Strategy What Chief Executive Sponsorship Scenarios New ways of working Executive Coaching & Resistance Management Communication Training Personas How people get work done Manager Team Member Champion Network Rewards & Recognition Enablers Creates opportunity for improvement Adoption Measures & Benefits How

Huge subsidies alone failed to prompt adoption rates until the Unit discovered what its chief executive,

16 EASY ATTRACTIVE SOCIAL TIMELY Similarly successful was the unit's work to improve the uptake of loft insulation. Huge subsidies alone failed to prompt adoption rates until the Unit discovered what its chief executive, David Halpern, described as a "friction cost": no one wanted to clear the junk from their loft to allow for installation of energy saving measures. Once that barrier was removed, uptake increased five-fold.

Front line engagement with new mobility tools Toyota implemented a new mobile platform to improved their service management and used an adoption program to engage front line

remove outdated communication methods involving 6,000 emails a month per person, to embracing a dynamic collaboration space based on Microsoft Teams where knowledge was easily shared

managing bed availability in nursing homes, to a bookings.

17 Front line engagement with new mobility tools Toyota implemented a new mobile platform to improved their service management and used an adoption program to engage front line technicians and customer service teams in new ways of working Rethinking agency collaboration models J Walter Thompson changed their working practices in their global Rolex team to remove outdated communication methods involving 6,000 s a month per person, to embracing a dynamic collaboration space based on Microsoft Teams where knowledge was easily shared and team working culture changed Reimagining care home bed provision NHS Belfast Hospital Trust Trust inverted part of their business model in Community Care from manually chasing and managing bed availability in nursing homes, to a bookings.com model where nursing home providers self-maintain live bed availability information centrally in the Trust Removing cultural silos to promote company wide innovation Network Rail started a cultural change programme by using Yammer to drive an innovation sharing campaign that connected leaders and front line employees equally

18 Driving Change at Network Rail

Key Adoption Challenges at Network Rail 01 02 03 04 05 GENERAL LACK OF AWARENESS WIIFM?

19 Key Adoption Challenges at Network Rail GENERAL LACK OF AWARENESS WIIFM? what is in it for me and Network Rail CLARITY OVER PRIVACY, SAFETY & SECURITY Enterprise Social is not Public Social Media Front-line staff not allowed to use devices on when working on track or in signal boxes USER PERCEPTION Yammer is additional responsibility to their day to day workload 10 min less s vs 10 min on Yammer BUSINESS VALUE Notion that Yammer is not a gimmick by sharing real business examples ACCESS TO WORK DEVICES Getting the right technology and increase in usage of smart phones Unionised Workforce Users resisting to use their personal devices

20 EASY ATTRACTIVE SOCIAL TIMELY Substitution Friction Costs Simplification 10 mins on Yammer instead of 10 mins Coached users to download phone app, log in and post Leaders were asked to do just 3 things join Better Every Day group, like others posts, comment

Yammer is such a brilliant way of sharing experiences across the company, and I find the better everyday examples on there and they genuinely make my day.

21 Yammer is such a brilliant way of sharing experiences across the company, and I find the better everyday examples on there and they genuinely make my day. MARK CARNE CEO Leader trained ANGLIA 1 Communications 7 Digital Railway 6 Executive 1 HR 7 Infrastructure Projects 6 Route Businesses 2 Route Services 14 SOUTH EAST 13 WALES 1 WASSEX 9 WESTERN 11 (Blank) 5 Leader Trained Total 83

22 EASY ATTRACTIVE SOCIAL TIMELY Loss aversion Personalise Scarcity Showed real life examples and used competitor case study Leaders sessions were on mobility, recognition and employee engagement Used project countdown to focus attention

23 Weekly drop-in sessions and online support sessions This delivered across 17 UK SITES The basics of Yammer training to whoever requests it Training for communications teams on how to teach and convince others to embrace Yammer Leaders sessions on how and why to use Yammer

24 EASY ATTRACTIVE SOCIAL TIMELY Descriptive Norm Network Nudge Relative Ranking Used CEO picture using Yammer to influence other leaders Promoted front line engagement story across the intranet Called out Wales Route Director as role model leader when talking to his peer Directors

Yammer Replaces Daily Incident Log Word Template Switching from a cumbersome and frustrating daily Word document process to Yammer for Daily Log

25 Yammer Replaces Daily Incident Log Word Template Switching from a cumbersome and frustrating daily Word document process to Yammer for Daily Log Solution Improved business performance ~30 min per day per Mobile Operating Managers (MOM) Mobile Operating Managers save on average ~128h per month using Yammer

26 EASY ATTRACTIVE SOCIAL TIMELY Head Start Got people to join a group which already had compelling content Implementation Intention Ran Business Scenario Workshops to get users to commit to a plan Prompts Well timed interventions using existing meetings rather than try and book new slots into diaries

27 Yammer usage per building location (not GPS Location) All time joining rate since the introduction of Yammer Week on week active engagement increasing Service Operating Centre Events and June s YamJam

28 Trends in the Workplace Sense of purpose Harnessing ingenuity Multi-generational teamwork Expertise without boundaries

29 Microsoft unveils amazing treehouse office where employees can brainstorm in fresh air

30 Transformation Strategy PEOPLE PROCESS TECHNOLOGY

31 TECHNOLOGY is an Enabler

32 Digital Workplace Share content & knowledge Use LOB Apps easily Find and give help Be more effective Innovate with my peers Manage my career

35 Gain insights into how you spend your time at work Set and track goals to improve how you use your time Understand your top connections and recent interactions Identify contacts that you may want to re-engage with

Engage all employees across your business Be productive anytime,

Foster collaboration and innovation Over 48,500 Tesco employees

across the organization British Airways empowered front-line

communicate and collaborate with colleagues from their mobile

and answers to questions quickly Johnson Controls fosters

36 Engage all employees across your business Be productive anytime, anywhere, on any device Discoverability of information and people Foster collaboration and innovation Over 48,500 Tesco employees are engaged to create communities, solve problems and share ideas across the organization British Airways empowered front-line staff to better serve customers by enabling them to easily communicate and collaborate with colleagues from their mobile devices ABB provided staff with a way to find information,tools and answers to questions quickly Johnson Controls fosters innovation and responsiveness to develop new products and improve customer satisfaction

37 Empower your workforce to do what they love

38 PEOPLE PROCESS TECHNOLOGY

39 aka.ms/digital-transformation-strategy Organisations must have the right culture and change programme in place to unlock the true value of technology. Creating a culture in which technology blends with human potential is where the magic happens. Clare Barclay, COO, Microsoft UK

40 Thank You

41 Microsoft Innovation Surface Hub Windows Mixed Reality Skype Translator Machine learning and predictive analytics Cognitive Services Office Graph Interconnected Office Cortana

42 FIXED MINDSET Leads to a desire to look smart and therefore a tendency to Avoid challenges Give up easily See failure as fruitless or worse Ignore useful negative feedback Feel threatened by the success of others GROWTH MINDSET Leads to a desire to learn and therefore a tendency to Embrace challenges Persist in the face of setbacks See failure as essential to mastery Learn from criticism Find lessons and inspiration in the success of others

At Microsoft we aspire to have a culture with a growth mindset, with an insatiable

43 Digital transformation starts with your employees and how your culture empowers them to transform and grow the business. At Microsoft we aspire to have a culture with a growth mindset, with an insatiable curiosity about our customers needs, and a drive to find new market-making opportunities. KATHLEEN HOGAN Chief People Officer, Microsoft

44 Address Collaboration Overload Break Down Organizational Silos Up-level Manager Practices Accelerate Acquisitions Root Out Process Inefficiencies Drive Sales Productivity Transform the Employee Experience Workspace Planning

Work Like a Network: Accelerating Team Collaboration with Social

Work Like a Network: Accelerating Team Collaboration with Social Published: July 2014 For the latest information, please visit http://aka.ms/socialcollaboration 1 Table of Contents Introduction 3 Organizational