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Introduction

This enterprise case study looks at the successful rollout of collaboration and productivity tools to a large and complex government agency, with a focus on the organizational change.

Highlights

  • Change programs should be strongly linked to the organizational strategy to ensure ongoing executive sponsorship. Do not underestimate the impact of technology change on the leadership and staff.
  • Use relatable business scenarios linking the organizational strategy and the change program into tangible activities for the management and staff.
  • Because government agencies are policy- and process-driven, change needs to come with a framework that resonates with public service thinking and permits change. Leverage the existing organizational hierarchy to engage staff and management to ensure active engagement and explicit permission.

Features and Benefits

  • Learn how the linking of strategy to execution via relatable scenarios increases staff engagement levels and thus the likelihood of success.
  • Identify opportunities where newer collaboration platforms can have a material impact on the day-to-day operations of a government agency.

Key questions answered

  • What change and communication plans work within a highly bureaucratic organization?
  • What benefits can be realized by moving to a modern, integrated collaboration and productivity platform?

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Organizational and behavioral change was needed to improve collaboration and communication

  • Legacy platforms and collaboration tools were holding DHHS back
  • While important, delivering new collaboration tools was secondary to business practice and culture change

The approach to delivering change was closely linked to business strategy

  • Starting with strategic direction
  • Change, in a complex organization, required elaborate and flexible planning
  • Change management activity spanned initial awareness to reinforcing new practices
  • Actionable change messaging
  • Four sprints designed to uplift capability

A rolling program of change started with early adopters in each area

  • Early-adoption program
  • Technology rollout
  • Developing an approach to managing continuous change

Good technology coupled with user-focused change management can transform collaborative behavior

  • Looking to the future

Appendix

  • Methodology
  • Further reading
  • Author

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