评估组织更改是否就绪Assess organizational change readiness

升级旅行图,强调用户准备情况阶段Upgrade journey diagram, emphasizing the User Readiness stage

本文是你的升级过程的用户准备阶段的一部分,与技术准备阶段并行完成的活动。This article is part of the User Readiness stage of your upgrade journey, an activity you complete in parallel with the Technical Readiness stage. 在继续之前,请确认您已完成以前阶段中的这些活动:Before proceeding, confirm that you've completed these activities from previous stages:

在你保护项目团队并定义你的愿景、范围和目标之后,你的升级开始的下一步是确保你的组织和用户已准备好团队——你可以与确保你的技术准备工作同时完成的活动。After you've secured your project team and defined your vision, scope, and goals, the next step on your upgrade journey is to ensure that your organization and users are ready for Teams—an activity that you complete in parallel with ensuring your technical readiness. 若要实现来自团队的价值,用户必须实际使用它。To realize value from Teams, users must actually use it. 只是启用团队不保证你实现目标。Simply enabling Teams doesn't guarantee that you achieve your goal. 用户具有不同的使用情形和不同的学习风格,并且它们以不同的速度适应新技术。Users have different use cases and varying learning styles, and they adapt to new technology at different speeds. 好消息是,管理更改并不是很复杂,而是要做重点工作。The good news is that managing change isn't all that complicated, but it does take a focused effort. 下面的指导性讨论旨在帮助你了解你的用户群体,以便你可以准备好合适的教育级别,从而促进和加速用户采纳。The guided discussions below are designed to help you understand your user base so that you can prepare the right level of education to facilitate and accelerate user adoption. 你可以通过两种方式查看你的用户群:There are two ways you should look at your user base:

  • 组织更改准备情况:了解用户快速(或不)响应更改的方式。Organizational change readiness: Understanding how quickly (or not) users typically react to change. 此信息将帮助通知关注程度、培训和销售,您可能需要执行这些操作来推动用户采纳。This information will help inform the amount of awareness, training, and value-selling you might need to do to drive user adoption.
  • 团队方案:了解用户工作方式将使你能够将团队映射到其工作活动,从而加快采纳和促进从 Skype for business 的转变。Teamwork scenarios: Understanding how users work will enable you to map Teams to their work activities, accelerating adoption and facilitating the shift away from Skype for Business.

备注

您可以将下面给出的评估活动调整到您的组织中的任何变更计划。You can adapt the assessment activities given below to any change initiative in your organization. 只需根据您的项目范围解决问题。Simply address the questions based on the scope of your project. 在以下讨论中,"新解决方案" 可应用于音频呼叫、音频会议或从 Skype for Business 升级到团队。In the following discussions, "new solution" can apply to audio calling, audio conferencing, or your upgrade from Skype for Business to Teams.

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决策点Decision points
  • 您的组织在更改时有何文化?What is the culture of your organization when it comes to change?
  • 新技术可以怎样优化用户的工作方式?How can the new technology optimize the way users work?
  • 哪些用户可能需要特别注意才能让他们更改其工作方式?Which users are likely to require special attention to get them to change the way they work?
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后续步骤Next steps
  • 使用以下指南和相关活动捕获组织的用户准备情况配置文件。Use the following guidance and associated activities to capture your organization's user readiness profile.

组织更改准备情况Organizational change readiness

通过评估你的组织的准备情况,你可以确定你的用户可能是如何更改其工作方式和采用新技术的 receptive。By assessing your organization's readiness, you can determine how receptive (or not) your users are likely to be to changing the way they work and adopting new technology. 了解用户对更改做出反应的方式使你的组织能够主动解决问题,调整推出计划以获得最佳购买,并确定可以真正帮助你通过其对等进行更改的用户。Understanding how users react to change empowers your organization to proactively address concerns, adjust your rollout plan to get optimal buy-in, and identify users who can actually help you facilitate the change with their peers.

活动Activity

使用以下对话初学者进行组织准备情况评估,并在您的组织文化发生变化时记录其文化。Use the following conversation starters to conduct an organizational readiness assessment and document the culture of your organization when it comes to change. 此信息可帮助通知你可能需要为你的项目实现多少意识和培训。This information can help inform how much awareness and training you might need to implement for your project. 不要担心确切数字。Don't worry about exact numbers. 此练习介绍组织文化的总体理解。This exercise represents a general understanding of your organizational culture. 如果需要帮助,只需评估过去的推出;这可以帮助你预测用户对更改做出反应的方式,并帮助你主动解决所期望的反应。If you need help getting started, simply evaluate a past rollout; this can help you anticipate how users might react to change and help you proactively address the reactions you expect.

每个存储桶中的用户百分比是多少?What percentage of users fall into each bucket?

早期采纳者Early adopters 已通知的用户Informed users LaggardsLaggards
这些用户在解决方案可用之前请求它。These users request the solution before it's available. 只要演示了该解决方案的价值,这些用户就会接受该解决方案。These users accept the solution as soon as its value is demonstrated. 即使将这些用户推送到更改,这些用户也会拒绝该解决方案。These users reject the solution, even when pushed into change.

提示

除了作为对等拥护者之外,还可针对先导测试登记早期采纳者。Enlist your early adopters for your pilot testing in addition to serving as peer champions. 拥护者帮助布道新技术和潜在顾客示例,以展示其对等的实现价值。Champions help evangelize new technology and lead by example to show their peers how to realize value. 若要了解有关创建正式的拥护程序计划的详细信息,请参阅《 Office 采纳指南》To learn more about creating a formal champions program, see the Office adoption guide. 你的 laggards 可能需要更多的说服才能采纳新技术。Your laggards might need more convincing before they adopt a new technology. 如果您的组织中有20% 以上的组织归入此存储桶,请花更多的时间传达价值消息传递并提供定制的培训。If more than 20 percent of your organization falls into this bucket, spend more time communicating the value messaging and delivering tailored training. 此外,通过打开反馈循环来更好地了解和解决其 hesitations,支持他们完成更改。In addition, support them through the change by opening a feedback loop to better understand and address their hesitations.

每项能力的用户百分比是多少?What percentage of users fall into each competency?

自我积极Self-motivated 工作组玩家Team players 手动保留 seekersHand-holding seekers
这些学员将寻找资源,通过执行此操作进行学习。These learners seek out resources, learn by doing. 这些用户享受群组和交互培训;他们将与同事一起讨论。These users enjoy group and interactive training; they'll go along with coworkers. 这些用户期望 "白 glove" 或一对一的帮助。These users expect "white glove" or one-on-one assistance.

提示

不是所有人都能以同样的方式学习。Not everyone learns the same way. 对于自准备的人员,请指向 Microsoft 的在线视频和培训文章。For those who are self-motivated, point to Microsoft's online videos and training articles. 如果有20% 或更多的团队玩家,请登记您的培训团队或合作伙伴,以提供实时、交互式的培训(个人或在线)。If 20 percent or more are team players, enlist your training team or a partner to deliver live, interactive training (in person or online). 通常情况下,您将在 "手持" 类别中找到主管人员或目标角色。Typically, you'll find executives or targeted roles in the hand-holding category. 这是一个关键组,可从个性化的简短培训课程中受益。This is a critical group who would benefit from personalized, short training sessions. 登记您的冠军,以帮助向这些用户提供培训,获得最佳体验。Enlist your champions to help deliver training to these users, for an optimal experience.

评估团队方案Assessing teamwork scenarios

Microsoft 团队扩展了 Skype for Business 的功能,提供了全面的沟通和协作解决方案。Microsoft Teams expands the capabilities of Skype for Business, offering a comprehensive communication and collaboration solution. 在设计将用户从 Skype for Business 升级到团队的计划时,请考虑如何使用团队协作协作实现 excite 用户的强大功能,并帮助他们从 Skype for Business 切换到团队。As you design your plan for upgrading users from Skype for Business to Teams, consider how you can use the power of teamwork collaboration to both excite users and facilitate their transition from Skype for Business to Teams.

在其核心工作中,团队协作是人们如何协同工作来完成任务。At its core, teamwork is how people work together to get things done. 这就是将适当的人与相关工具进行协调,以适合他们的方式使用。It's about aligning the right people with the relevant tools in a way that works for them. 团队将人员、对话、文件和项目集中到一个工作区,为组织中的团队协作创建真正的中心。Teams brings people, conversations, files, and projects together into one workspace, creating a true hub for teamwork in your organization.

了解用户的工作方式以及它们如何协同工作可帮助用户可视化他们如何使用团队,从而促进离开 Skype for Business 的工作。Understanding how user work and how they come together can help users visualize how they can use Teams, facilitating the shift away from Skype for Business. 考虑团队协作方案有两种核心方法:以人员为中心和以项目为中心。There are two core ways to think about teamwork scenarios: people-centric and project-centric.

  • 项目为中心的团队团队位于特定项目或计划(例如,规划产品启动事件)。Project-centric teamwork centers on a specific project or initiative (for example, planning a product launch event). 从范围规划到预算管理,再到市场营销活动,以项目为中心的团队可帮助协调项目工作流,让每个人都知道。From scope planning to budget management to marketing efforts, project-centric teamwork helps align project workstreams, keeping everyone informed.
  • 人为中心的团队成员围绕具有类似职责或属性的人员,这些人可能处理同一团队(例如,销售团队、公路虎)或跨团队(例如,"对等拥护者)"。People-centric teamwork revolves around people with similar responsibilities or attributes who might work on the same team (for example, the sales team, road warriors) or across teams (for example, peer champions). 与同事聊天以获取参与团队会议的问题的答案,以人为中心的活动包括信息共享和 rapport 构建。From chatting with a colleague to get an answer to a question to participating in a team meeting, people-centric activities include information sharing and rapport building.

若要充分利用团队,请构建一个包含这两个方案的团队协作策略,帮助用户了解团队可以如何为他们工作。To get the most out of Teams, build a teamwork strategy that includes both scenarios, helping users understand how Teams can work for them.

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决策点Decision point
  • 你将使用哪些 relatable 协作方案来帮助加快用户对团队的采纳并帮助你从 Skype for Business 进行升级?What relatable teamwork scenarios will you employ to help accelerate user adoption of Teams and facilitate your upgrade from Skype for Business?
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后续步骤Next steps

示例Examples

项目为中心的团队协作:产品发布活动(例如:你的组织准备向市场推出一种新产品,并计划广泛的促销活动来推动意识、生成潜在顾客和鼓励销售。Project-centric teamwork: Product launch event (for example: your organization is getting ready to launch a new product to the market and is planning a broad promotional event to drive awareness, generate leads, and encourage sales).

方面Consideration 注释Notes
核心属性Core attributes
  • 具有各种项目工作流的跨团队利益干系人Cross-team stakeholders with various project workstreams
  • 频繁定向的会议Frequent targeted meetings
  • 即将推出大量的棋子/人员(预算、计划、演示文稿、注册等)Lots of pieces/people coming together (budget, schedules, presentations, registration, and so on)
今天的团队合作挑战Teamwork challenges today
  • 工作流在具有有限的总体项目状态或团队工作成果的信息库中工作:Workstreams are working in silos with limited visibility into overall project status or cross-team efforts:
    • 已断开对话,缺少 "谁在做什么"Disconnected conversations and lack of "who's doing what"
    • 在不同位置跟踪的信息,没有跨团队的可见性Information tracked in various places with no cross-team visibility
  • 将新成员引入新成员或从缺少的会议中捕获时,生产效率损失Lost productivity time when bringing a new member on board or catching up from missing a meeting
团队协作需求Teamwork requirements
  • 快速访问项目日程和任务分配Quick access to project schedule and task assignment
  • 打开对话频道,让每个人都知道Open conversation channel to keep everyone in-the-know
  • 当前演示文稿文件和其他资源的中心位置Central location for current presentation files and other resources
  • 能够更快地让新的项目团队成员保持最快Ability to bring new project team members up-to-speed quickly
  • 鼓励和支持彼此保持动量的方式Way to encourage and support one another to keep momentum
团队协作Teamwork in Teams
  • 组织项目内容和串接对话的团队/频道Team/channels to organize project content and threaded conversations
  • 用于托管 PPT 文件的 SharePoint1SharePoint for hosting PPT files1
  • 用于分配单个项目任务和截止日期1的 Planner/TrelloPlanner/Trello for assigning individual project tasks and due dates1
  • 联机会议的团队Teams for online meetings
  • 用于在旅途中进行连接的团队移动应用Teams mobile app for connecting on the go

1支持团队中的应用集成或对齐。1 Supporting app integration or alignment in Teams.

人为中心的团队合作:销售团队(例如,regionally 分散的销售团队需要保持连接,保持在路上,保持与管道保持联系,了解可帮助推动年度配额目标的关键产品和计划)People-centric teamwork: Sales team (for example: your regionally-dispersed sales team needs to stay connected from the road, remain aligned on the pipeline, and understand key offers and initiatives that can help drive toward annual quota targets)

方面Consideration 注释Notes
核心属性Core attributes
  • 远程工作(在路上、酒店、客户网站上)Work remotely (on the road, hotels, customer sites)
  • 重点关注关系-核心外部Relationship-focused – core external
今天的团队合作挑战Teamwork challenges today
  • 包含多个现场销售代表(聊天、通话、会议等)的重复对话-不能同时让所有人联系到一起Repeated conversations with multiple field reps (chat, calls, meetings, etc) – can't get everyone together at once
  • 错过了从销售 "wins" 中学的机会-仅限 "嘴" 共享的单词Missed opportunities to learn from sales "wins" – word of mouth sharing only
  • 在应用程序之间不断 shuffling:Continually shuffling between applications:
    • Excel 中的销售漏斗Sales Pipeline in Excel
    • Power BI 中的趋势Trending in Power BI
    • 电子邮件中的销售宣传资料Sales collateral in email
    • SharePoint 上的客户演示资源Customer demo resources on SharePoint
    • 1:1 聊天和时间点会议1:1 chats and point-in-time meetings
    • Yammer 中的销售社区推广Sales community outreach in Yammer
团队协作需求Teamwork requirements
  • 快速访问销售宣传资料Quick access to sales collateral
  • 快速联系专家Reach an expert quickly
  • 有关问题和批准的快速转换Fast turn-around for questions and approvals
  • 销售会议、管道评论Sales meetings, pipeline reviews
  • 销售培训资源Sales training resources
  • 客户数据库管理Customer database management
团队协作Teamwork in Teams
  • 按地区或客户设计的团队/频道,用于关注内容和对话Teams/channels by region or customer designed to focus content and conversations
  • 辅助资料的 SharePoint/资源1SharePoint for collateral/resources1
  • XLS/Power BI for 管道和数据库1XLS/Power BI for pipeline and databases1
  • 联机会议的团队Teams for online meetings
  • 用于在旅途中进行连接的团队移动应用Teams mobile app for connecting on the go
  • 团队应用与 CRM 系统1的集成Teams app integration with CRM system1
  • 适用于广泛访问的 SME 见解和信息共享的 Yammer *1Yammer for broad-reach SME insights and information sharing*1

1支持团队中的应用集成或对齐。1 Supporting app integration or alignment in Teams.

有关为你的团队协作策略确定 "良好" 的提示Tips for identifying a "good fit" for your teamwork strategy

对于每个用户、每个团队和每个项目,您可以轻松地为每个用户构建团队协作策略。It could be easy to get carried away forming a teamwork strategy for every user, every team, and every project. 并非每个项目或团队都需要完全定义的团队协作策略。Not every project or team requires a fully defined teamwork strategy. 下面是一些适用于入门的最佳做法:Here are some best practices for getting started:

  • 考虑刚刚开始或即将到来的跨团队项目。Consider cross-team projects that are just starting out or are upcoming.

    • 活动规划-从多个团队(预算、物流、演示文稿等)中进行协调Event planning – coordination from multiple teams (budget, logistics, presentations, and so on)
    • 试点新产品-共享信息,在受控环境中收集反馈Pilot new product - share information, gather feedback in a controlled environment
  • 标识用户角色和核心工作组,将与彼此交互的各种方式连接到团队Identify user personas and core work groups, connecting the various ways they interact with one another into Teams

    • 销售团队/地区-公路虎,轻松访问资源,快速转到响应Sales teams/regions – road warriors, easy access resources, quick turn-around responses
    • HR-跨所有部门的标准化流程、一致的聘用方法HR – standardized processes across all divisions, consistent approach for hiring
    • 一线工作者-连接到其对等/管理、访问过程、NEOFirstline workers – connection to their peers/management, access to procedures, NEO
  • 请记住以下注意事项:Keep these considerations in mind:

    • 从小开始。Start small. 在 vetted 团队模型后,保存更大、更复杂的项目。Save bigger, more complex projects for after you've vetted the teamwork model.
    • 关注新项目。Focus on new projects. 避免更改正在进行良好运行的现有项目,因为这可能会中断工作流。Avoid changing an existing project that's well underway as this may disrupt workflow.
    • 考虑计时。Consider timing. 在会计年度结束时,将新的团队销售战略推广到销售人员可能不是理想之选。Rolling out a new teamwork strategy to sales at the end of your fiscal year may not be ideal.
    • 迭代.Iterate. 不需要彻底改造轮子。No need to reinvent the wheel. 当您找到工作团队结构时,请将其与其他工作组和项目重复使用。When you find a teamwork structure that works, repeat it with other workgroups and projects. 定义模板团队并设置准则,以帮助用户快速 assimilate 到团队并提供一致性。Define a template team and set guidelines to help users quickly assimilate into Teams and provide consistency.

使用上面收集的信息通知您的用户准备情况计划Use the information you've gathered above to inform your user readiness plan.