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.

SessionSummary

Kim LeaderGeneral Manager, Digital Workplace

Sophie VelzianBehavioural Architect, Microsoft Adoption and Change Management

Global Practice

It’s about People

Organizations

don’t change…

Change

doesn’t just

happen…

People naturally

resist change…

People are

different…

Microsoft’s

mission

Empower every person

and every organization

on the planet to achieve

more

Growth Mindset Customer Obsessed Diverse and Inclusive One Microsoft

Our culture is who we are and how we treat one another;

it's what allows us to make a difference in the world.

Culture is the New Currency

Culture starts at the top...

…but it shouldn’t stay there.

Leadership Matters

Our Leadership Principles

Create clarity Generate energy Deliver success

Driving cultural transformation through behavioural change

“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”

ProficiencyPeople change their

behaviours and leverage

the full solution

AdoptionPeople use the solution

on a regular basis

ActivationPeople see new features

but don’t know what to

do with them

Value

Time

DeploymentTechnical migration and

deployment

Usually achieved Usually poorly achieved or not done

Project responsibility Who’s responsibility is this?

Who

Chief

Executive

Manager

Executive

Team

Member

PersonasHow people getwork done

ScenariosNew ways ofworking

EnablersCreates opportunity for improvement

What

Adoption Measures & Benefits

How

Business Strategy

Sponsorship

Communication TrainingCoaching & Resistance

Management

Rewards & Recognition

Champion Network

Why

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.

Rethinking agency

collaboration models

J Walter Thompson changed

their working practices in their

global Rolex team to 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

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

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

Driving Change at Network Rail

Key Adoption Challenges at Network Rail

01 02 03 04 05GENERAL 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

BUSINESS

VALUE

Notion that Yammer is

not a gimmick by sharing

real business examples

USER

PERCEPTION

Yammer is additional

responsibility to their

day to day workload –

10 min less emails vs

10 min on Yammer

ACCESS TO

WORK DEVICES

Getting the right

technology and increase

in usage of smart phones

Unionised Workforce –

Users resisting to use their

personal devices

EASY ATTRACTIVE

SOCIAL TIMELY

“10 mins on Yammer instead of

10 mins email”

Substitution

Coached users to download

phone app, log in and post

Friction Costs

Leaders were asked to do just 3

things – join Better Every

Day group, like others’

posts, comment

Simplification

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

EASY ATTRACTIVE

SOCIAL TIMELY

Showed real life examples and

used competitor

case study

Loss aversion

Leaders’ sessions were on

mobility, recognition and

employee engagement

Personalise

Used project countdown to

focus attention

Scarcity

Weekly drop-in sessions and online

support sessions

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

This delivered across 17 UK SITES

EASY ATTRACTIVE

SOCIAL TIMELY

Used CEO picture using

Yammer to influence

other leaders

Descriptive Norm

Promoted front line

engagement story

across the intranet

Network Nudge

Called out Wales Route

Director as “role model leader”

when talking to his

peer Directors

Relative Ranking

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

EASY ATTRACTIVE

SOCIAL TIMELY

Got people to join a group

which already had

compelling content

Head Start

Ran Business Scenario

Workshops to get users to

commit to a plan

Implementation

Intention

Well timed interventions using

existing meetings rather

than try and book new

slots into diaries

Prompts

All time joining rate – since the introduction of YammerYammer usage per building location (not GPS Location)

Week on week active engagement increasing…

Service Operating Centre Events and June’s YamJam

Trends in the Workplace

Sense

of purpose

Harnessing

ingenuity

Multi-generational

teamwork

Expertise without

boundaries

“Microsoft

unveils amazing

treehouse office

where employees

can brainstorm

in fresh air”

Transformation Strategy

PEOPLE

TECHNOLOGYPROCESS

TECHNOLOGY is an Enabler

Digital Workplace

Use

LOB Apps

easily

Be more

effective

Share content

& knowledge

Manage

my career

Innovate

with my

peers

Find and

give help

Understand

your top

connections

and recent

interactions

Identify

contacts that

you may want

to re-engage

with

Gain insights

into how you

spend your

time at work

Set and track

goals to improve

how you use

your time

Be productive anytime,

anywhere, on any device

British Airways empowered

front-line staff to better serve

customers by enabling them

to easily communicate and

collaborate with colleagues

from their mobile devices

Discoverability of

information and people

ABB provided staff with a way

to find information ,tools and

answers to questions quickly

Foster collaboration

and innovation

Johnson Controls fosters

innovation and responsiveness

to develop new products and

improve customer satisfaction

Engage all employees

across your business

Over 48,500 Tesco

employees are engaged to

create communities, solve

problems and share ideas

across the organization

Empower your workforce to do what they love

TECHNOLOGY

PEOPLE

PROCESS

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

Thank You

Microsoft Innovation

Surface Hub Windows Mixed Reality

Cortana

Office Graph

Skype Translator

Interconnected Office

Machine learning andpredictive analytics

Cognitive Services

FIXED MINDSET GROWTH MINDSETLeads 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

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

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

Break Down

Organizational Silos

Root Out Process

Inefficiencies

Drive Sales

Productivity

Transform the

Employee Experience

Address Collaboration

Overload

Up-level Manager

Practices

Workspace

Planning

Accelerate

Acquisitions