True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help reframe the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization's capabilities and also review some of the commonly supported models for measuring the results and ROI.

1. Making Workflow
Automation Personal:
The Next Step In Digital Transformation
Sharepoint Saturday Charlotte – August 26, 2017
Mike Oryszak - @next_connect
www.mikeoryszak.com

2. MIKE ORYSZAK
2
Managing Director
@next_connect
linkedin.com/in/michaeloryszak
moryszak@bandrsolutions.com
mikeoryszak.com

3. Thank our Sponsors!

4. • Concept Overview
• Low/No-Code Tools
• Time For a Shift?
• Making the Culture Shift
• Wrap-up and Questions
Agenda

5. Making Workflow Personal
CONCEPT OVERVIEW

6. • Increase the use of workflow automation
• Increase the pace of innovation
• Increase the spread of innovation’s impact
• Improve employee morale and engagement
My Goals

7. Step Three Begin developing solutions, repeat as necessary
Step Two Define a project/process backlog
Step One Decide on (and buy?) a tool
Companies New to Workflow
Common Transition

8. • Most Orgs focus on complex, multi-department business processes
• Processes are high ROI, but high cost from a resources and focus perspective
• Incremental improvements, but platform and tool investments not fully leveraged
• Average worker not engaged in helping to drive efficiency and innovation
Common Challenges

9. • Lack of trained personnel to implement workflow solutions
• Complex workflows require a lot of the organization’s time, focus, and resources
• These are typically long running projects
• Limit to the number that can be taken on in parallel
• This all leads to a deep project backlog, typically 3+ years
Why Is That? - Lack of Resources

10. • The process improvements tend to be focused on specific problems with no
improvement in strategic thinking or in driving innovation
• People who participate in the process improvements, only focus on the steps they
own or manage
• Understanding that in most cases IT is responsible for planning and delivering the
solutions
Why Is That? - Culture

11. • Classic methodology focusing on process planning and optimization
• Formal approach for increased efficiency and improved business outcomes
• Associated with the common challenges previously defined
• Works great for Big and Complex projects, but is too formal for personal or team
based workflows
Traditional Workflow and BPM Focus

12. • Emerging methodology focusing on Content, Process Automation, and Insights
• Significantly less formal than BPM
• Can support both structured/unstructured processes and content
• Focuses on addressing integration, hand-offs, and mundane repetitive tasks -> low
hanging fruit
• Less formal, and a broader reach -> organization members can be empowered to
automate!
• Generating insights and analytics is a core component allowing for usage and trends to be
analyzed
• Great for individuals and teams; fast, informal, innovative!
Workflow & Content Automation Focus

13. Educate, enable,
and empower the
org to leverage the
tools
Point 1
Create a culture of
innovation and
strive to automate
mundane, repetitive
tasks
Point 2
If an employee can
save 30 mins per
day, that equals 130
hours per year for
higher value work
Ex.
Making Workflow Automation Personal

14. Making Workflow Personal
LOW/NO-CODE TOOLS

15. • Microsoft
• SharePoint Designer
• Flow: flow.Microsoft.com
• Logic Apps: azure.microsoft.com/en-us/services/logic-apps
• Nintex: www.nintex.com
• K2: www.k2.com
• Ultimus: www.ultimus.com
Low/No-Code Tools

16. Making Workflow Personal
TIME FOR A SHIFT

17. • There are not enough trained developers in the world to automate everything
• This cannot be a problem wholly owned by central IT or IS groups
• Individuals will understand their personal needs and opportunities better than
anyone
Why Is a Shift Needed?

18. • Who suffers from email overload?
• Ever create an outlook email rule to route email to a
particular folder?
• Did you call IT to create the rule, or did you sit down
and figure it out?
• How much time can be saved with creating rules?
• Workflow tools are no different!
Outlook Rules Analogy

19. • IT and Corporate Governance still plays a strong role
• Focus should be on user enablement and using the tools
• User enablement does not mean lack of governance or the rise of Shadow IT
• People should not be automating complex, shared processes in isolation
• People or teams should not be automating a process they do not own
What About Governance?

20. • In environments with consumption based pricing, metrics should be monitored
• Microsoft Flow
• Nintex for Office 365 Subscription Packs
• With Nintex, simple workflows of 5 or fewer steps do not count against subscription limits
• The goal is to drive valuable innovation, and active workflows should provide ROI on
license costs
What About Costs?

21. Making Workflow Personal
MAKING THE CULTURE SHIFT

22. 1
Get executive
buy-in
2
Promote
innovation and
the use of tools
+ solutions
3
Focus on
mundane and
repetitive tasks
4
Iterate and
experiment
5
Share their
solutions,
templates, and
ideas
Culture and User Enablement

23. • With the proper enablement and controls in place,
organizations can properly support Citizen Developers
that can unleash innovation.
• Gartner: “A citizen developer is a user who creates
new business applications for consumption by others
using development and runtime environments
sanctioned by corporate IT…”
Rise of the Cititzen Developer

24. Job descriptions
should include and
support
collaboration and
innovation activities
01
Employee incentives
and bonus goals
could have
individual and team
targets
02
Publicly
acknowledge and
reinforce the
contributions
03
Formalize The Shift

25. • Kaizen Events are part of Six Sigma and Lean management methodologies
• Used to promote constant improvement through identifying and monitoring ongoing
improvements
• Key: Includes cross-functional, cross-domain participants
Kaizen Events for Innovation Quickstarts

26. • Some organizations will make coaches or experts available on a regular basis for
collaboration and user enablement support
• Unstructured Q&A
• How To
• Success Showcase for a template or solution
“Office Hours”

27. • Promote the sharing of templates and acceleratorsTemplates
• Provide Workflow Technology Workshops: Focus on how-toWorkshops
• Provide Innovation Workshops: Focus on finding opportunitiesInnovation
• Offer “Office Hours”“Office Hours”
• Define goals and find a way to measure progressGoals
• Communicate the advances and winsCommunicate
Immediate Action Items

28. • Scheduled reminders or notifications
• Moving documents from your email inbox to your OneDrive
• Automate creation of Planner tasks
Examples

29. Making Workflow Personal
WRAP-UP AND QUESTIONS

30. Questions?

31. • Book: Leading Digital
• https://www.amazon.com/Leading-Digital-Technology-Business-Transformation-ebook/dp/B00NE6MG0Y
• Gartner Report: Process-Centric Technologies Increase Revenue
• https://info.nintex.com/CNT-GartnerReprint-Process-CentricTech-April2017_LP.html
• Blog: Making Automation Personal: The Next Step in Digital Transformation
• https://bandrsolutions.com/blog/2017/6/13/making-automation-personal-the-next-step-in-digital-
transformation
Resources

32. QR
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33. SHAREPINT!
There will be a Happy Hour event held after SPSCLT. SharePint will be held at
Duckworth’s in uptown. Duckworth’s is within walking distance of UNCC Center City
campus and the 7th street light rail stop.