Maybe it happened before the pandemic for your organization, or maybe just as it was breaking, but everyone can pinpoint a time when they knew a change was needed. For Fraser Trickett, an Organization Change Lead at City of Lincoln, it was obvious that a strong ACM strategy needed to be put in place. “Giving everybody a laptop with Microsoft 365 on it was not going to be the best approach,” he said. “So we liked the idea of ACM.” Fraser Trickett said what was most important to his ACM strategy was truly working alongside people to understand their work styles and needs. By nailing down the personas of the organization, he was able to find the best path forward.
All the panelists agreed that while there are many employees ready to dive in, it tends to be a shock to the system for long-serving team members who are more set in their ways. That’s why, as Fraser Trickett pointed out, good ACM is so successful in getting the job done. Instead of end-users turning to a traditional help desk, they can ask their questions to a familiar face without hesitation.
For Jonathan Graham, Senior Configuration | SQA Engineer at pharmaceuticals company Almac, Shadow IT was of particular concern at the start of his ACM journey. “When I look back at how this journey started, we were seeing one of our business units was starting to take a liking to Slack.” The combination of needing to reduce the risks of Shadow IT and enhance communication posed a unique challenge for Almac: how could they transition their teams over to Microsoft 365 when they are attached to a similar platform like Slack? That’s precisely why an ACM team was needed. It was the piece of the puzzle that brought people and technology together. “The change was about driving the adoption and improving user productivity, and not simply passing the technology over to them,” Jonathan Graham explained.
And as Joe Morley - a Modern Workplace Pre-Sales Consultant for our own SoftwareONE UK team - pointed out, change seems impossibly hard when it comes to work. “IT departments are seen as the bastions of deploying and maintaining technology, but not the ones to actually go talk to the individuals in the business and understand their needs and requirements.” You have to reach out to users and see what would get them to change. And as Morley explains further, 67 percent of technology changes are driven by IT, and unfortunately, they often fail. When the change rollout comes from the people within, that’s when you will experience a successful project.