Changing minds, accelerating adoption
Helping our people and business to make the best of Microsoft Teams
In the last couple of years, Accenture has been transforming our business to enable our people to work in a modern, smart way. We want Accenture people to securely connect, collaborate and create with each other and clients—and introduced the platform, Microsoft Teams, to help them do so.
Working without barriers is part of our organization’s DNA. Our global IT team wants to bring the right tools to where our people work, rather than expecting them to search out multiple, disparate tools to be effective and productive. As early as 2017, we decided to migrate to Teams, a chat-centered business collaboration platform that brings together people, content and tools to get things done.
The adoption of new tools and technologies is an ongoing journey that doesn’t end when the technology is implemented. For Teams, we employed a rigorous change management program to retire our existing platform. We started the Teams roll out with organic growth and then completed a large-scale deployment in December 2019.
We couldn’t have predicted the timing would be so fortuitous. By March 2020 our adoption program was given a hyper-boost. Faced with the need to engage 500,000 remote workers in a consistent way, we were ready as our employees were actively using Teams to chat, call and conduct meetings.
But we realized quickly that our people were at different stages of adoption and our journey continued. They needed to know how to use the extensive capabilities in Teams so that they could collaborate more effectively and securely and continue to innovate and create with clients.
"We couldn't have achieved our goals without the dedicated support of our senior leaders and the willingness of our people to adopt a new way of working."
Introducing any new technology is not without its challenges. When people are busy, they naturally prefer to use the tools and processes that are familiar to them. And with a half a million people, change and adoption activities needed to be tailored to the specific audience and how they use the digital worker tools to be effective.
Using an employee-centric approach, we were able to target our efforts on the new behaviors necessary to adopt and realize the benefits of Teams. Rather than focusing on the technology and how to do something in the tool, we talked about the way people worked, like whiteboarding and collaborating, increasing team engagement and being truly human along the way.
Our three-staged approach included:
Our change and adoption strategy focuses on making Teams a core platform where people spend their time. We are bringing services to our people and embedding them naturally, with collaboration. In this way we can connect business processes, services and actions—and support the next generation of digital workers—by placing information intuitively where people expect to find it.
Here are some of the successful elements of any change and adoption strategy for Teams:
active users in Teams
chat messages per month
minutes of audio per month
minutes of video conferences each month
mobile minutes per month