how atos reduced internal email
TRANSCRIPT
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8 december 2015Digipolis Antwerpen
Michael Mingers
How Atos reduced internal email
The „e“ in „email“ does not stand for „evil“!
ProfileAtos is a leader in digital services delivering Systems Integration services, Consulting, Managed Services & BPO, Cloud operations, Big Data & Cyber-security solutions, as well as transactional services. Atos is focused on business technology that powers progress and helps organizations to create their firm of the future.
Atos operates under the brands Atos, Atos Consulting, Atos Worldgrid, Bull, Canopy, and Worldline.
Atos is a Societas europaea (SE)
billion pro formaannual revenue 2014
business technologists
countries around the worldAtos is the Worldwide Information Technology Partner for the Olympic & Paralympic Games and is listed on the Euronext Paris market.
Digital Transformation
What Atos did in Zero email™ program
• Launch an ESN (Enterprise Social Network)
• Unify instant messaging and (video) conferencing
• Renew document and knowledge management
• Update leadership role model and management principles
• Anchor the new way of working in the organization
Components of the program
A supportive leadership role model
Details: leadership role model
An evolutionary change managementCommon
methodology
Internal networkMotivation- driven approach
Appropriate change management increases probability of success significantly!
Don‘t believe in miracles!
Tell.
The only station people listen to:
Them.Why!
• A separate stream in the program, staffed and dedicated• Starting with quick wins, evolving the overall solution from there• Network of SPOCs (single points of contact) per org unit and change ambassadors• Addressing „Why?“, „Why me?“ and „What‘s in it for me?“
– Doing „persona videos“ for different roles, e.g. software engineer, project manager,personal assistant, HR manager, …
– Offering specific trainings for managers, community managers, knowledge managers– Doing listening groups to understand fears and reasons for resistance– Doing active stakeholder management for both, powerful individuals and interest groups
• Giving focus to the moving 80% (early adopters & followers)• Common change methodology (based on different major change schools)• Creating sustainable solutions by adapting both, processes and structure (a new
team of CSPs – community support professionals)
Details: change management
connectors
A coherent environment
email Lync(Skype for biz)
ESNblueKiwi SharePoint
Details: coherent environment
Successful communities
Interestingfor me
Interesting for
others
Interesting for the company
1: a good objective
Coach individually / as needed
Be more effective Be part of the community
Be recognized
Successful communities
2: a good reason to contribute
Successful communities
Ideation included Focus knowledge sharing
Questions and surveys
Statistics to monitor adoption
3: a network environment „in the flow“ … not „above“
6,000+ communities
10% „very active“
The community landscape
CEO & Management
Change Network
Action-oriented
Feedback
The key success factors
Details: The key success factors
Some lessons learned• Communication habits are too personal to mandate them
• Early adopters energize your project but require dedicated steering
• Changing the way of working isa public project … from the veryfirst moment
• Going for an evolutionary approachis not for free – feedback cyclescost a lot of time
CEO says he wants Atos to become the first Zero
email companyLaunch of Zero email™
programZero email™ starts to go
viral
Steps we did (1)
Zero email™ program is split in streams (ESN, tools &
processes, change)Lync (Skype for business) is the
new messaging toolblueKiwi is rolled out in all Atos
countries
Steps we did (2)
„Leading in the Zero email company“ –
management training starts
5,000 managers have attended LITZEC
Average mail reduction since 2011 is now at
70%
Steps we did (3)
• Ensure management support and first sponsors • Find your core team• Involve your teams – let them try• Go viral first, go structured later• Don‘t tiptoe! Move!
How to get started?
• Define your company rules for good email usage• Offer an alternative channel for quick messages (IM)• Use a file sharing system to share documents • Use your ESN as the only channel to participate in decisions
about non-professional add-ons (like team events)
How to energize the change?
• Start with „enhancing“ email usage in your environment – you always get what you give
• Respect good reasons to use email – but do not accept excuses like „because we always did it like that“
You might find it helpful to …
• Allow grass root communities *and* create your strategic company ones
• Have some gardeners taking care of the plantlets … and keeping the beds clean
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• Give room for experiments – no matter if it is about using the tools, needful communities or ground rules
• Let people play – gamification *can* be helpful
You might find it helpful to …
• Remember that „social collaboration“ at work does not follow the same rules as „social networks“ in private do
• Focus trust – trustworthiness and trust are mandatory conditions for social collaboration
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For more details please contact:
Michael Mingers+49 171 31 00 [email protected]
Michael‘s profile on
Thanks!
