評估組織的變更整備程度Assess organizational change readiness

2021/1/20
適用於:

Microsoft Teams

本文是您升級歷程的 [使用者準備就緒階段] 的一部分，您可以與技術就緒階段並行完成活動。This article is part of the User Readiness stage of your upgrade journey, an activity you complete in parallel with the Technical Readiness stage. 繼續之前，請先確認您已從先前階段完成這些活動：Before proceeding, confirm that you've completed these activities from previous stages:

在您保護專案小組並定義您的願景、範圍和目標之後，升級歷程的下一步是確保您的組織和使用者已準備好使用小組，這是您與確保您的技術就緒性並行完成的活動。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. 若要實現來自團隊的價值，使用者必須實際使用它。To realize value from Teams, users must actually use it. 簡單地讓團隊不保證您達到目標。Simply enabling Teams doesn't guarantee that you achieve your goal. 使用者有不同的使用案例和不同的學習樣式，而且它們會以不同的速度來適應新技術。Users have different use cases and varying learning styles, and they adapt to new technology at different speeds. 好的是，管理變更並不是很複雜，而是需要進行專門的工作。The good news is that managing change isn't all that complicated, but it does take a focused effort. 以下的指導式討論旨在協助您瞭解您的使用者基底，讓您可以準備正確的教育程度，以促進並加速使用者的採用。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. 您可以透過兩種方式來查看您的使用者基底：There are two ways you should look at your user base:

組織變更準備：瞭解 (或不) 使用者通常會對變更作出反應的速度。Organizational change readiness: Understanding how quickly (or not) users typically react to change. 這項資訊將協助您告知您可能需要執行的意識、訓練及價值銷售，以推動使用者採用。This information will help inform the amount of awareness, training, and value-selling you might need to do to drive user adoption.
團隊共同作業案例：瞭解使用者的運作方式可讓您將團隊對應至他們的工作活動、加速採用並促進從商務用 Skype 移開。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.

注意

您可以將以下所述的評定活動調整為貴組織中的任何變更計畫。You can adapt the assessment activities given below to any change initiative in your organization. 只需根據專案範圍來解決問題。Simply address the questions based on the scope of your project. 在下列討論中，「新方案」可套用至音訊通話、音訊會議，或從商務用 Skype 升級至團隊。In the following discussions, "new solution" can apply to audio calling, audio conferencing, or your upgrade from Skype for Business to Teams.


決策點Decision points	貴組織需要變更時的文化是什麼？What is the culture of your organization when it comes to change? 新技術能如何優化使用者的運作方式？How can the new technology optimize the way users work? 哪些使用者可能需要特別注意，才能讓他們變更其運作方式？Which users are likely to require special attention to get them to change the way they work?
後續步驟Next steps	使用下列指導方針和相關聯的活動來捕獲貴組織的使用者準備情況設定檔。Use the following guidance and associated activities to capture your organization's user readiness profile.

組織變更就緒性Organizational change readiness

透過評估貴組織的就緒性，您可以決定 receptive (或不) 使用者可能要變更其運作方式及採用新技術的方式。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. 瞭解使用者對變更作出反應的方式，讓您的組織能夠主動解決問題、調整您的推出方案以取得最佳的購買，以及找出可協助您利用其對等進行變更的使用者。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.

活動Activity

使用下列交談初學者進行組織的準備評估，並在變更時記錄貴組織的文化。Use the following conversation starters to conduct an organizational readiness assessment and document the culture of your organization when it comes to change. 此資訊可協助告知您的專案可能需要多少意識與訓練。This information can help inform how much awareness and training you might need to implement for your project. 請勿擔心確切數位。Don't worry about exact numbers. 這個練習代表您組織文化的一般瞭解。This exercise represents a general understanding of your organizational culture. 如果您需要開始協助，只需評估過去推出的時間即可;這可協助您預測使用者如何回應變更，並協助您主動處理預期的反應。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.

使用者占每個 bucket 的百分比是什麼？What percentage of users fall into each bucket?

早期採納者Early adopters	已告知使用者Informed users	LaggardsLaggards
這些使用者在提供方案之前先要求它。These users request the solution before it's available.	只要示範，這些使用者就會接受此方案。These users accept the solution as soon as its value is demonstrated.	即使將其推入變更，這些使用者也會拒絕方案。These users reject the solution, even when pushed into change.

提示

除了提供對等擁護者之外，還會針對您的試驗測試登記您的早期採納者。Enlist your early adopters for your pilot testing in addition to serving as peer champions. 擁護者說明 evangelize 新的技術，並根據範例向客戶示範如何實現價值。Champions help evangelize new technology and lead by example to show their peers how to realize value. 若要深入瞭解如何建立正式的擁護者程式，請參閱 Office 採納指南。To learn more about creating a formal champions program, see the Office adoption guide. 您的 laggards 可能需要更多的說服，才能採納新的技術。Your laggards might need more convincing before they adopt a new technology. 如果貴組織有超過20% 的範圍落入此桶，請花更多的時間傳達價值訊息，並提供經過量身定制的訓練。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，您可以開啟意見反應迴圈來進一步瞭解並解決其 hesitations，以支援這些變更。In addition, support them through the change by opening a feedback loop to better understand and address their hesitations.

在每個資格中，有哪些使用者百分比？What percentage of users fall into each competency?

自我熱情Self-motivated	小組玩家Team players	手動保留 seekersHand-holding seekers
這些學員會搜尋資源，具體做法請參閱。These learners seek out resources, learn by doing.	這些使用者欣賞群組和互動式訓練;它們會與同事一起進行。These users enjoy group and interactive training; they'll go along with coworkers.	這些使用者預期是「白 glove」或一對一的協助。These users expect "white glove" or one-on-one assistance.

提示

並非所有人都以相同的方式學習。Not everyone learns the same way. 如果您是自行行事，請指向 Microsoft 的線上影片和訓練文章。For those who are self-motivated, point to Microsoft's online videos and training articles. 如果有20% 以上的小組玩家，請登記您的訓練小組或合作夥伴，在個人或線上) 中傳送即時、互動的訓練 (。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，您會在 [手放] 類別中找到主管或目標角色。Typically, you'll find executives or targeted roles in the hand-holding category. 這是一組重要的群組，可從個人化的簡短訓練課程中獲益。This is a critical group who would benefit from personalized, short training sessions. 登記您的擁護者，協助您提供訓練給這些使用者，以獲得最佳體驗。Enlist your champions to help deliver training to these users, for an optimal experience.

評估團隊合作案例Assessing teamwork scenarios

Microsoft 團隊擴大商務用 Skype 的功能，提供全面的溝通與共同作業解決方案。Microsoft Teams expands the capabilities of Skype for Business, offering a comprehensive communication and collaboration solution. 當您設計從商務用 Skype 將使用者升級至團隊的方案時，請考慮如何使用共同作業共同作業的 excite 使用者，並協助其從商務用 Skype 轉至團隊。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.

從其核心來看，小組是人們共同作業的方式。At its core, teamwork is how people work together to get things done. 這就是將適當的人員與相關工具搭配使用，以適合它們的方式來調整。It's about aligning the right people with the relevant tools in a way that works for them. 團隊會將人員、交談、檔案和專案集中到一個工作區，為貴組織中的小組建立真正的中心。Teams brings people, conversations, files, and projects together into one workspace, creating a true hub for teamwork in your organization.

瞭解使用者的運作方式，以及它們的搭配方式，可協助使用者瞭解如何使用團隊，讓您不在商務用 Skype 中進行。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. 您可以透過兩種核心方式來考慮團隊合作案例：人員中心與專案中心。There are two core ways to think about teamwork scenarios: people-centric and project-centric.

以 專案為中心的團隊合作 在特定專案或計畫 (，例如規劃產品啟動事件) 。Project-centric teamwork centers on a specific project or initiative (for example, planning a product launch event). 從 [範圍規劃] 到 [預算管理] 到 [行銷活動]，專案中心團隊可協助調整專案工作，讓每個人都能得到通知。From scope planning to budget management to marketing efforts, project-centric teamwork helps align project workstreams, keeping everyone informed.
以 人員為中心的團隊合作 是針對具有類似職責或屬性的人員所進行的，這些人可能可以在同一個小組 (例如，sales 團隊、公路 warriors) 或跨團隊 (例如對等擁護者) 。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). 從與同事聊天，以取得參與團隊會議的問題的答案，以人員為中心的活動包括資訊共用與 rapport 建立。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.

若要充分發揮團隊的效用，請建立一個包含這兩種案例的小組戰略，協助使用者瞭解團隊可以如何處理他們。To get the most out of Teams, build a teamwork strategy that includes both scenarios, helping users understand how Teams can work for them.


決策點Decision point	您將利用哪些 relatable 小組方案來協助您加快使用者採用，並協助您從商務用 Skype 升級？What relatable teamwork scenarios will you employ to help accelerate user adoption of Teams and facilitate your upgrade from Skype for Business?
後續步驟Next steps	使用下列範例來協助您精心編制您自己的小組方案。Use the samples below to help craft your own teamwork scenarios. 在升級活頁簿中記錄這些檔案。Document them in the Upgrade Workbook. 如需其他案例和範例，請移至生產力庫For additional scenarios and examples, go to the Productivity Library

範例Examples

以 專案為中心的團隊合作：產品啟動事件 (範例：貴組織已準備好將新產品投放市場，且正在規劃廣泛的促銷活動，以促進知名度、產生潛在客戶，以及鼓勵銷售) 。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).

考慮Consideration	注釋Notes
核心屬性Core attributes	具有各種專案工作的跨團隊干係人Cross-team stakeholders with various project workstreams 常見的目標會議Frequent targeted meetings 大量的棋子/人員 (預算、排程、簡報、登記等) Lots of pieces/people coming together (budget, schedules, presentations, registration, and so on)
今天的團隊合作挑戰Teamwork challenges today	工作流在具有有限可視性的思洛儲存體中運作，且總體專案狀態或跨團隊工作：Workstreams are working in silos with limited visibility into overall project status or cross-team efforts: 已中斷交談且缺少「誰在做什麼」Disconnected conversations and lack of "who's doing what" 在不同位置追蹤的資訊，沒有跨團隊的可視性Information tracked in various places with no cross-team visibility 讓新成員在任何時候，或從遺失的會議中移出時，生產效率下降Lost productivity time when bringing a new member on board or catching up from missing a meeting
團隊合作需求Teamwork requirements	快速存取專案排程及任務指派Quick access to project schedule and task assignment 開啟交談頻道，讓每個人都知道Open conversation channel to keep everyone in-the-know 目前簡報檔案與其他資源的中央位置Central location for current presentation files and other resources 能夠快速快速地將新的專案小組成員帶入Ability to bring new project team members up-to-speed quickly 鼓勵並支援另一個人來保持動量Way to encourage and support one another to keep momentum
團隊中的團隊合作Teamwork in Teams	小組/頻道，以組織專案內容和執行緒交談Team/channels to organize project content and threaded conversations 主控 PPT 檔案¹的 SharePointSharePoint for hosting PPT files¹ 指派個別專案工作和到期日期¹的 Planner/TrelloPlanner/Trello for assigning individual project tasks and due dates¹ 線上會議的團隊Teams for online meetings [團隊行動裝置] app 可在旅途中進行連接Teams mobile app for connecting on the go

¹ 支援在團隊中進行 app 整合或對齊。¹ Supporting app integration or alignment in Teams.

以 人員為中心的團隊合作 (： 例如，regionally 分散的銷售小組需要從路上保持連線、持續保持在管線上，並瞭解可協助促進每年配額目標的主要優惠與計畫) 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)

考慮Consideration	注釋Notes
核心屬性Core attributes	在公路、賓館、客戶網站上遠端工作 () Work remotely (on the road, hotels, customer sites) 關係焦點–核心外部Relationship-focused – core external
今天的團隊合作挑戰Teamwork challenges today	與多個欄位代表 (聊天、通話、會議等) 重複交談Repeated conversations with multiple field reps (chat, calls, meetings, etc) – can't get everyone together at once 錯過銷售「獲勝」（僅限嘴共用的單字）的機會Missed opportunities to learn from sales "wins" – word of mouth sharing only 在應用程式之間持續 shuffling：Continually shuffling between applications: Excel 中的銷售管道Sales Pipeline in Excel Power BI 中的趨勢Trending in Power BI 電子郵件中的銷售宣傳資料Sales collateral in email SharePoint 上的客戶示範資源Customer demo resources on SharePoint 1:1 聊天與時間點會議1:1 chats and point-in-time meetings Yammer 中的銷售群組推廣Sales community outreach in Yammer
團隊合作需求Teamwork requirements	快速存取銷售輔助資料Quick access to sales collateral 快速吸引專家Reach an expert quickly 快速解決問題與核准Fast turn-around for questions and approvals 銷售會議、管線評論Sales meetings, pipeline reviews 銷售訓練資源Sales training resources 客戶資料庫管理Customer database management
團隊中的團隊合作Teamwork in Teams	依地區或客戶設計的小組/頻道，主要內容與交談Teams/channels by region or customer designed to focus content and conversations 輔助資料的 SharePoint/資源¹SharePoint for collateral/resources¹ XLS/Power BI for 管線和資料庫¹XLS/Power BI for pipeline and databases¹ 線上會議的團隊Teams for online meetings [團隊行動裝置] app 可在旅途中進行連接Teams mobile app for connecting on the go 團隊 app 與 CRM 系統¹整合Teams app integration with CRM system¹ 適用于廣泛的 SME 真知灼見與資訊共用的 Yammer ¹Yammer for broad-reach SME insights and information sharing¹

¹ 支援在團隊中進行 app 整合或對齊。¹ Supporting app integration or alignment in Teams.

針對您的小組合作戰略找出「適合」的秘訣Tips for identifying a "good fit" for your teamwork strategy

針對每位使用者、每個小組，以及每個專案，都可以輕鬆地形成團隊間戰略。It could be easy to get carried away forming a teamwork strategy for every user, every team, and every project. 並非每個專案或團隊都需要完整定義的小組合作戰略。Not every project or team requires a fully defined teamwork strategy. 以下是快速入門的一些最佳做法：Here are some best practices for getting started:

考慮剛開始或即將到來的交叉團隊專案。Consider cross-team projects that are just starting out or are upcoming.
- 事件規劃–從多個團隊 (預算、物流、簡報等) Event planning – coordination from multiple teams (budget, logistics, presentations, and so on)
- 試驗式新產品-共用資訊，在受控制的環境中收集意見反應Pilot new product - share information, gather feedback in a controlled environment
識別使用者角色和核心工作群組，將與其他人相互互動的方式連接在團隊中Identify user personas and core work groups, connecting the various ways they interact with one another into Teams
- 銷售團隊/地區-公路 warriors、輕鬆存取資源、快速的回應Sales teams/regions – road warriors, easy access resources, quick turn-around responses
- 每個部門都要經過標準化的人力資源，以一致的方式進行聘用HR – standardized processes across all divisions, consistent approach for hiring
- 第一線工作者–連線至其對等/管理、存取程式、NEOFrontline workers – connection to their peers/management, access to procedures, NEO
請牢記下列考慮事項：Keep these considerations in mind:
- [從小] 開始。Start small. 在 vetted 團隊模型之後，儲存較大、更複雜的專案。Save bigger, more complex projects for after you've vetted the teamwork model.
- 將焦點放在新專案上。Focus on new projects. 避免變更已順利進行的現有專案，因為這可能會中斷工作流程。Avoid changing an existing project that's well underway as this may disrupt workflow.
- 考慮時間。Consider timing. 在會計年度結束時，推出新的小組戰略來銷售，可能不是理想之處。Rolling out a new teamwork strategy to sales at the end of your fiscal year may not be ideal.
- 加入.Iterate. 不需要再徹底改造滑輪。No need to reinvent the wheel. 當您找到能正常運作的小組結構時，請將它與其他工作組和專案重複使用。When you find a teamwork structure that works, repeat it with other workgroups and projects. 定義範本小組，並設定指導方針，協助使用者快速 assimilate 小組，並提供一致性。Define a template team and set guidelines to help users quickly assimilate into Teams and provide consistency.

使用您在上述收集的資訊來通知您的使用者準備就緒方案。Use the information you've gathered above to inform your user readiness plan.