Q&A: Erika Namnath Delivers Insights on Microsoft 365 Change Management

Erika, what is your primary focus area with clients?

I’ve been working with clients on Microsoft 365 change management for records management and e-discovery for many years. A common challenge I’ve seen across projects is helping people understand the available features in their existing Microsoft license and how to leverage those in a way that best fits with current processes. We like to make sure folks don’t reinvent right out of the gate, while we also consider whether changes to processes are required to better use the range of capabilities within Microsoft 365. Organizations need people to use these tools effectively, so it’s important to make sure changes are not so jarring that they will be difficult for end users to adopt.

Tell me more about the human element in the equation.

It can be easy to overlook usability when excited about possibility. We always examine human processes first and determine how to fit the tool to those while also balancing efficiency and potentially competing goals across stakeholder groups. As a first step, it’s important to establish baseline, must-have requirements. Then, we can make incremental adjustments that make sense, recognizing that just because something can be done, that doesn’t automatically mean it should be done.

Can you provide an example of a lesson learned in one of these projects?

I worked with a large financial services firm that wanted to completely replace their existing e-discovery solution and process with Microsoft 365 Purview. However, while Microsoft 365 Purview can do a lot, it was not the best option for the client’s needs at the time, particularly when dealing with their external data sources. Though initially frustrated they couldn’t simply swap programs, mapping their types of matters helped reveal varying levels of complexity. A triage system was implemented, indicating what tool to use when, and as Microsoft 365 e-discovery capabilities have evolved over time, the client has been able to shift more e-discovery work to it. 

How can Microsoft 365 be leveraged for records management?

In this type of use case, the choices made up front, during implementation, should be tailored to records management needs. It’s challenging, but possible, to take existing processes and port everything fully into Microsoft 365. With one client, I supported a “lift and shift” of an existing records retention schedule of more than 375 unique records labels. It was complex. The client quickly recognized they needed to revise and simplify their labels. This Increased the change management burden, as their team needed training on how to use existing record labels and become accustomed to the new schedule. To avoid that extra step and effort, it’s important to evaluate the full scope of implementation and change management needs before beginning. Often, teams really want to do something and think it will be easier than it is. 

Are there additional challenges clients should be prepared for? 

The technological pace of change can be an issue, which is a general theme for any cloud-based platform. The end user does not have control over changes — they get the update one way or another. This makes change management a continuous, evolving effort. You’re never done. That’s daunting for some people, but there are so many benefits to leveraging technology and continuously updating it. Ultimately, it’s worth the challenge of ongoing change management. A governance structure is necessary to monitor what’s developing for the platform and whether upcoming changes will affect processes. The need for oversight is constant. 

Is there a role that would typically own that responsibility?

We typically advise clients to establish a governance committee. The committee should include stakeholders from different parts of the organization (IT, privacy, legal) to be watching, checking and weighing in on how a shift will affect their department and the business operations in general. The biggest thing is minimizing reaction time and avoiding potential adverse impacts to the extent possible — sometimes these changes get discovered by accident, so being proactive is important. Given the dedicated effort and specialized expertise required, some companies choose to outsource to a trusted partner, which is a great option.

Is there anything else you’d like to share about your work?

I want to emphasize there isn’t a one size fits all when it comes to change management. With technological change, it’s important to understand there are many benefits that can often outweigh risk. But this requires changes to be mapped out carefully with consideration across all impacted areas of the business and for users to have access to continuous education and training. The way a tool is used today might not be the same way it’s used a year from now. Teams should expect programs to evolve and change, be open to changes and be prepared to adjust. 

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The views expressed herein are those of the author(s) and not necessarily the views of FTI Consulting, its management, its subsidiaries, its affiliates, or its other professionals.