►
From YouTube: M365 Maturity Model - July 2021
Description
July 2021
Recorded:
July 20, 2021
Topic:
How to run an MM4M365 Workshop
Overview:
In this session, we break away from talking about the maturity model. In this session we discuss how can you run a workshop to engage your organization and calculate where you are in the maturity model and where you want to be. This session introduces the support tools and techniques for running a successful workshop.
Agenda:
• Practitioner & Maturity Model overview
• Artifacts and Updates
• Purpose
• How to get more involved
• Shout-out & Picture Time (Together Mode!)
• Discussion: How to run a MM4M365 Workshop
Hosts:
• ⭐Guest stars⭐ You!
• Emily Mancini, Sympraxis Consulting | @eemancini
• Marc Anderson, Sympraxis Consulting | @sympmarc
• Simon Doy, iThink 365 | @simondoy
• Simon Hudson, Novia Consulting | @simonjhudson
A
Maturity
model
for
microsoft,
physics,
practitioners
mark
and
emily
have
sort
of
dangerously
let
the
two
simon's
run
this
the
show
today.
So
I'd
like
to
thank
david
for
hosting
and
sending
the
recording.
Thank
you
for
that.
So
today
we're
gonna
be
talking
about
okay,
so
we've
been
in
the
last
few
sessions,
we've
been
talking
about
various
aspects
of
the
maturity
model,
and
today
we're
going
to
talk
about
some
tooling
that
to
be
fair,
mr
hudson
has
done
most
of
the
work
on
to
to
build
up
to
help.
A
A
Mr
hudson
you're
on
mute.
Thank
you.
So,
as
ever,
we've
done
a
few
of
these
now
I
will
give
a
a
overview
of
sort
of
what
the
this
practitioners
group
is
looking
to
do
and
an
overview
of
the
maturity
model
and
then
discuss
any
if
there's
been
any
updates
to
artifacts
and
we'll
then
have
a
together
mode
picture
and
then
we'll
get
into
the
discussion,
which
is
how
to
run
a
maturity
model
for
microsoft,
365
workshop
so
next
slide.
Please.
A
So
the
maturity
model
we
we've
got
it's
based
off
the
capability
maturity
model
and
we
have
these
five
levels
of
maturity.
Going
from
this
level.
100
this
initial
chaotic
world
to
the
level
500
sort
of
this
narnia
unicorn
maturity
level.
Where
everything
is
automated
and
just
you
know
almost
as
reached
self-actualization,
I
guess
is
working
beautifully
and
we
can
measure
and
understand
how
we
can
tweak
and
make
that
that
area
better.
That
process
that
competency
better.
So
we
moved
from
level
102
to
level
500
level.
A
300
is
where
we
see
that's
kind
of
you
know,
that's
a
that's.
A
really
good
place
to
be
and
different
businesses
will
need.
You
know,
will
want
to
reach
different
levels
depending
on
what
it
is
that
they
need
to
need
to
do
and
need
to
get
from
from
those
competencies.
So
you
know
a
regulated
industry.
A
A
So
you
know
the
purpose
of
this
as
well.
You
know
this
this
session
and
everything
we're
doing.
You
know
it's.
It's
a
community
based
effort.
You
know
we
just
put
some
time
each
each
week
to
to
get
involved
and
do
what
we
can
and
we'd
love
to
get
other
people
involved,
and
so
you
can
get
involved
by
contributing
on
github
or
presenting
a
case
study.
A
If
anybody
fancies
talking
about
how
they've
done
their
own,
you
know
them
should
use
the
maturity
model
or
aspects
of
it
to
to
get
some
benefit
or
even
if
it
was
a
nightmare
and
there's
you
know
there
was
pain
it'd
be.
I
think
that
would
also
be
equally
useful
too,
but
we're
available.
You
know
through
github.
You
can
create
get
issues
and
start
discussions.
A
So
please,
you
know
get
involved
and
the
idea
of
this
this
practitioners
group
is
it's
sort
of
a
safe
space
to
hone
your
pitch,
and
you
know,
discuss
your.
You
know
your
ideas
and
problems,
and,
and
hopefully
we
can,
all
you
know
make
it
a
bit
better,
make
it
easier
to
get
organizations
to
adopt
365..
A
A
I
think
you've
got
some
slides
later
on,
but
if
you
want
to
get
involved
and
understand
how
to
get
involved
with
the
community
docs
and
how
to
contribute
to
the
you
know
to
your
first
time,
you
know
get
pull
requests
then
there's
some
sessions
here
available
which
are
on
another
another
date,
I'm
guessing
sort
of
later
on
this
month,
I'm
guessing
the
end
of
next
next
tuesday.
I
would
imagine,
and
then
this
wednesday,
so
thank
you
for
joining
us.
B
A
B
A
B
B
A
A
B
Yeah,
I
think,
and
I'll
just
chime
in
here
it's
it's
a
tenet
of
of
sharing
us
caring
to
not
record
these
sessions
when
discussions
get
started,
so
we
will
absolutely
kick
that
out
because
we
don't
want
anyone
to
feel
like
I.
I
can't
ask
my
questions
because
number
one:
maybe
it's
going
to
be
something
I
don't
want
my
organization
to
share,
or
you
know
you
don't
want
to
feel
intimidated
by
asking
it
knowing
it's
going
to
get
recorded
and
that's
okay.
I
feel
the
same.
B
A
So
all
right,
yeah
we're
going
to
just
just
put
it.
If
you
want
to
say
your
piece
you
want
to
get
involved,
then
please,
you
know,
raise
your
hands
if
you
like
what
you're
hearing
thumbs
up
and
all
that
good
stuff
and
yeah
when
you
do
are
talking
but
lovely,
to
see
your
face
as
well.
So
don't
be
shy
and
I
will
let
simon
thank
kick
off
thanks
very
much
cool.
C
Thanks,
simon,
okay,
so
we're
going
to
do
this
session
a
bit
differently
to
some
of
the
other
ones
that
we've
run.
This
is
going
to
be
more
of
a
show-and-tell
with
me
in
the
the
pilot
seat,
given
that
jeff
bezos
has
just
successfully
landed.
Maybe
it
should
be
astonishing
today,
so
we're
going
to
take
a
bit
of
a
show
and
tell
absolutely
you've
got
questions.
C
Please
stick
your
hand
up
or
post
the
question
into
the
the
chat,
but
that,
notwithstanding
I'm
going
to
try
and
keep
the
pace
going
because
there's
quite
a
bit
to
do
and
then
we'll
have
more
of
a
discussion
at
the
end.
But
if
you've
got
a
burning
question,
it's
fine
to
to
interject
we're
going
to
try
and
lay
out
some
agendas
for
how
you
might
choose
to
run
some
maturity
model
workshops
and
some
tools
that
we've
built
some
of
those
built
on
some
legacy.
Tooling.
C
We
had
and
some
of
those
awesome
ideas
that
sharon
threw
into
the
pot
about
a
month
ago,
so
we're
going
to
share
those
they're
for
you
to
use
as
you
wish.
So
don't
feel
these
are
prescriptive.
It's
a
set
of
tools
to
to
to
modify
to
your
needs.
What
we
do
want
to
know
so
that
we
can
try
and
improve
these
further.
Is
you
know
what
have
we
got
right
and
what
we've
got
wrong?
You
know:
is
there
anything
that
we've
missed
completely?
C
Has
anybody
else
got
some
useful
tools
that
they
use
when
running
workshops
that
they
want
to
share
back
into
the
community
that
we
can
incorporate
into
this
or
just
some
insights
on
running
workshops
that
they
would
like
to
share
and
I'm
a
bit
concerned.
I
guess
about
it's:
fine,
if
I'm
running
a
workshop
for
a
company
of
20
or
50
people,
and
maybe,
if
I'm
running
a
workshop
for
a
company
of
thousands,
I
can
find
a
team.
But
how
do
we
do
that
scaling?
C
C
I'm
going
to
start,
though,
just
with
thinking
about
the
challenges
of
running
these
things,
I
mean
the
tool
we're
going
to
show.
You
is
based
on
something
I
built
based
on
something
that
celia
van
buren
built
a
decade
ago
for
sharepoint.
The
sharepoint
itself
is
pretty
bloody
complex,
and
then
you
try
and
scale
this
up
to
microsoft,
365
the
whole
platform
and
yeah
we've
got
this
problem.
C
That
365
is
just
slightly
huge
and
it's
really
complex
and
it's
not
always
clear
to
know
where
to
start,
and
there
isn't
a
best
place
to
start,
and
we
know
that
if
you're
going
to
try
and
assess
every
aspect
of
maturity
across
the
entire
platform
with
the
entire
organization,
that's
going
to
take
a
chunk
of
time.
So
we
mustn't.
C
C
The
amount
of
new
information
or
struggle
with
the
amount
of
time
and
investment
that
they
need
to
make
in
it.
So
we
know
that
we
know
that
people
want
to
run
before
they
walk
and
that's
a
particular
problem
that
I
have
I
like
to
walk
or
I
like
to
to
walk
after
I've
learned
to
run,
and
we
need
to
get
that
in
the
right
order.
C
Not
everyone
gets
the
benefits
and
not
everyone,
but
again,
I'm
in
that
right
bucket
that
everyone
wants
to
really
establish
where
we
are
now
before
they
start
building
the
future,
and
that
would
be
a
mistake.
You've
got
to
understand
where
we're
starting
from
so
there's
all
these
different
problems,
I'm
not
going
to
read
all
the
rest
out.
There's
all
these
problems,
we
recognize
them
and
we
need
to
take
them
into
account
when
we're
trying
to
build
these
workshops.
C
The
first
thing
is
actually
to
get
the
organizations
you're
working
with
or
for
on
board,
so
you've
got
to
create
some
kind
of
proposal
that
lays
out
your
pitch
for
why
we
should
do
these
workshops,
and
I
think
that
a
great
place
to
start
is
the
simon
sonic
concept.
Let's
start
with
the,
why
you
know
the
purpose
of
doing
these
workshops
and
I
think
there
is
a
strong
purpose.
C
But
the
benefit
of
technology
is
what
it's
about,
but
the
detail
of
the
technology
isn't
so
important
as
part
of
your
proposal
is
input
is
a
key
emphasize
the
fact
that
the
technology
choices
will
drive
these
benefits
from
these
different
competencies.
That's
what
it's
about
not
getting
into
the
detail
of.
Oh,
we
should
be
turning
on
this
feature
in
excel,
or
we
should
be
setting
up
governance
in
in
email
that
isn't
where
we're
at
right.
C
Now,
I'm
certainly
not
saying
I
should
be
turning
on
sharing
mode
or
whether
it
is
in
in
teams
we're
not
at
that
level.
This
is
about
the
high
level
pitch
of
the
benefits.
Yes,
that's
the
one!
Thank
you
for
that
all
right,
right
and
equally
important,
if
you're
going
to
have
to
pitch
this
to
get
by
and
from
the
organization
think
carefully,
who
you're
going
to
pitch
it
to
who
the
stakeholders
are.
C
So
this
is
something
that
I
picked
up
from
sharon's
conversation
with
us
say
a
month
ago,
which
is
not
try
and
get
into
the
detail
to
begin
with,
but
to
try
and
do
a
fairly
high
level
fast
and
simple
workshop
that
sets
out
some
expectations
uses
some
lightweight
approaches
to
unders,
get
people
to
understand
or
or
discuss
where
they
think
they
are
right
now
and
where
they
think
that
they
would
like
the
organization
to
be
so.
What
are
the
weaknesses
in
your
organization?
C
Can
we
pinpoint
those
in
terms
of
parts
of
the
organization
and
parts
of
the
the
maturity
model
competency
set?
So
we
might
say
we
know
that
marketing
are
deeply
rubbish
at
process.
We
know
that
communication
are
in
need
of
some
improvement
with
their
communication
competency
because
they
only
think
about
it.
From
this
perspective,
we
know
that
operations
are
really
good
at
process,
but
not
so
great
at
collaboration.
C
But
there's
this
mix
of
deciding
where
you're
going
to
do
additional
deeper
workshops
and
why
you're
going
to
do
it
in
those
places
and
that
actually
takes
us
to
the
end
of
sort
of
you
know
the
first
round,
if
you've
done
all
that
you've
got
your
action
plan,
you're
rolling
it
out,
you're
starting
to
deliver
benefit.
And
then
the
final
stage
is
at
some
point
and
I'm
going
to
suggest
it's
about
a
year's
time.
You
then
go
back
and
do
some
progress
workshops
to
measure.
C
Where
are
we
now?
How
much
change
have
we
affected
and
what
else
do
we
need
to
do
so?
It's
now
getting
into
this
sort
of
plan.
Do
act,
improve
sort
of
deming
cycle,
so
a
proper
quality
cycle
to
say:
we've
done
some
things,
we've
measured
it.
We
know
where
we
are
now
we're
going
to
make
the
next
set
of
steps.
C
C
So
again,
I'm
going
to
fly
through
some
of
these,
because
I
want
to
get
into
the
tools
themselves
without
using
up
all
the
time.
So
this
is
kind
of
what
I've
said.
It's
about,
starting
with
the
y
decide
who
you're
going
to
pitch
it
to
sets
expectations
and
again
the
kind
of
things
that
we
do
on
these
calls
about.
You
know
participate,
get
your
workshop
attendees
to
be
open.
There
are
no
wrong
answers.
C
Try
and
get
consensus
in
workshops,
don't
let
people
bow
to
seniority
because
look
I'm
a
senior
director
in
my
organization,
and
I
know
that
I'm
wrong
or
uninformed
a
lot
of
the
time.
So
I
think
it's
really
important
to
get
people
not
to
go
he's
the
boss.
What
he
says
is,
is
you
know
the
answer?
I
want
to
see
what
the
ground
truth
is
when
I
run
workshops.
C
We
also
think
it's
really
valuable
to
pre-brief
people,
so
they
bring
examples
of
content
and
process
and
issues
and
opportunities
to
those
workshops,
so
they
come
in
with
their
own
personal
agenda.
Going
look,
you
know,
we've
got
a
problem
around
communication
in
in
marketing
and
how
we're
going
to
solve
that
or
or
whatever
that
particular
problem
is
and
address
some
of
these
issues
about.
Well.
Why
is
this
process
or
their
thing
annoying
or
takes
so
long
or
or
frustrating
for
us
or
frustrating
for
our
customers,
but
bring
those
bring
those
problems
to
the
meeting?
C
C
Which
teams
need
to
have
the
most
attention,
and
where
do
we
have
pockets
of
expertise
that
we
can
lead
on,
draw
on
and
perhaps
even
sort
of
cross
populate?
You
know,
there's
some
great
stuff.
You
can
do
in
bigger
organizations,
potentially
smaller
ones,
where
you
go.
This
guy's
done
some
great
work,
we're
going
to
implant
him
into
this
other
team
for
a
while,
so
he
can
take
that
expertise
with
them
right.
Let's
just
move
this
side
along
we've
talked
about
setting
expectations.
Again,
I'm
not
going
to
go
through
that
again.
C
And
then
we're
going
to
look
at
these.
Are
these
set
up
instructions?
So
I'm
going
to
show
you
a
tool
in
a
minute,
but
what
we're
going
to
do
using
the
tool
is
set
up
the
tool
so
feed
in
the
organization
we're
talking
about.
There
are
some
dates
and
those
kind
of
things
and
then
we're
going
to
run
the
run
the
workshop
and
that's
about
familiarizing
everyone
with
some
criteria.
C
Those
criteria
are
the
same
criteria
that
we've
used
all
the
way
through
the
maturity
model.
So
if
you've
read
the
maturity
model,
go
and
reach
out
and
grab
the
criteria
that
describe
the
the
the
different
levels
of
365.
they're,
the
same
things
that
simon
showed
us
earlier
on
slide
five
or
thereabouts.
C
So
he's
talk
about
level.
100
means
that
we
look
like
this
and
we
do
these
things
level.
200,
we're
we're
doing
more
repeatable
activities,
level,
300.
It's
documented
and
defined
level,
400,
it's
repeatable
document,
refined
and
we're
measuring
and
we
have
feedback
loops
level.
600
500
is
about
automating
a
lot
of
that
process,
but
it's
really
important
going
into
this
high
level
overview
that
we've
ensured
that
people
understand
that.
That's
what
we're
measuring
maturity
as
and
it's
definitely
not
about
the
technical
features.
C
Just
because
someone
has
got
all
the
security
features
set
up
and
running
does
not
mean
that
their
process
is
running
at
level,
500
or
400,
or
even
at
level
200..
They
haven't,
documented
it
and
got
it
embedded.
It's
probably
a
level
1
or
200.
Only
so
that's
important,
and
then
what
we're
going
to
do
is
we're
going
to
have
a
discussion
with
the
people
in
the
workshop
about.
C
Where
do
we
think
we
are
for
the
sake
of
argument
without
content
and
where,
on
that
level
of
100
to
500,
do
you
as
a
individ
as
individuals
and
then
as
groups,
so
reaching
a
consensus?
Think
we
should
say
the
current
level
of
the
organization
is
for
content,
and
we
should
call
out
in
that
any
examples
of
parts
of
the
organization
who
are
really
good
and
parts
of
the
organization
who
are
a
bit
rubbish.
C
So
we're
going
to
do
that
and
we're
going
to
do
that
across
all
the
competences
and
then
we're
going
to
run
it
again
and
go
okay,
that's,
maybe
is
all
true.
Let's
do
it
again,
but
think
about
what
should
we
look
like
in
a
year's
time?
Where
do
we
want
to
be
for
all
these
competencies?
Let's
say
we're.
You
know
running
at
level
200
and
300
on
average.
Where
do
we
want
to
be
at
level
300
or
400
and
which
of
the
parts
of
the
organization
who
have
to
be
absolutely
excellent
at
that?
C
So
that's
what
we're
going
to
do
and
I
think
what
I
should
do
is
show
you
what
this
tool
looks
like.
So
I'm
going
to
do
a
quick
bit
of
sharing
swapping
I'm
going
to
try
and
share
screen
number
three,
please
with
a
little
bit
of
luck
and
the
following
wind,
everyone
can
now
see
my
screen
number
three,
which
is
where
I
got
the
the
excel
tool
that
we've
built.
C
Let
me
just
talk
this
through
and
if
you've
got
questions
as
they
go
through
this,
please,
please
do
interject,
I'm
keeping
an
eye
on
the
on
the
chat.
This
is
the
tool
I'm
going
to
start
at
the
back
and
look
forward
strangely,
so
those
instructions
that
I
just
described
to
you
and
shared
on
the
powerpoint
they're
all
in
here
it
tells
you
exactly
how
to
do
it.
C
It
also
gives
you
those
those
levels,
so
you
should
be
able
to
work
through
with
this
excel
sheet
shared
with
your
workshop
attendees
and
go
right.
This
is
what
we're
going
to
try
and
work
out
we're
going
to
try
and
say:
are
we
on
level
100,
etc?
This
is
the
overview.
These
are
the
criteria,
so
I'll
be
sharing
that
with
them.
We
then
have
a
data
capture
sheet,
and
this
is
where
we're
going
to
capture
all
this
stuff,
so
we're
going
to
say,
content.
C
Let's
name,
we
might
run
this
workshop
with
a
bunch
of
different
people.
That's
absolutely
fine,
so
I
might
go
and
spend
some
time
with
the
marketing
team
and
the
exec
team
and
the
operations
team
and
do
it
with
them.
So
here's
where
we
put
that
group
in
so
I'll
run
this
live.
Let's
say
I'm
going
to
do
a
session
with
the
the
m4m3
and
pnp
team.
That's
unique!
I'm
going
to
enter
that
and
then
we're
going
to
say
have
a
discussion
about
how
good
do
you
think
we
are
at
content
management.
C
I'm
going
to
do
that
as
a
discussion
and
a
consensus,
so
just
to
prove
the
point,
can
I
ask
everyone
just
to
throw
in
what
their
view
is
of
our
level
of
content
management
that
we're
doing
as
part
is
microsoft,
365
maturity,
model
maturity,
modeling,
so
just
throw
into
the
chat.
Do
you
think
it's
level
100
200
300
400,
and
what
I'll
do
I'm
going
to
capture
that.
C
Thank
you.
I
see,
we've
got
some
scores
coming
now,
cool,
so
look.
It
is
coming
in
around
level
200
to
300,
which
is
great
and
that's
exactly
what
I
wanted.
I
won't
push
you
too
far,
so
let's
just
go
and
say:
look
we
reach
a
consensus.
We've
got
some
good
practice.
Some
get
some
gaps.
Some
some
of
us
are
better
than
others,
so
I'm
going
to
go
with
a
score
of
250.,
so
the
the
model
is,
although
you
should
be
at
level
200
or
300.
C
When
we're
doing
this
kind
of
consensus,
we'll
allow
multiples
of
10..
So
I'm
just
going
to
pick
a
number.
We
would
use
the
the
workshopping
process.
Have
the
conversation
with
the
workshop
attendees
get
their
views,
have
the
discussion
and
then
go
okay.
So
what
do
we
think?
Can
we
200
210
240
and
someone
will
go
with
400
and
you
you?
You
have
the
debate
and
eventually
you'll
settle
in
on
some
kind
of
number.
C
Yes,
you
can
do
150.
so
castling.
Let's
say
I
go
and
run
this
same
exercise
with
another
group,
so
I
do
the
same
workshop
this
afternoon
or
tomorrow
or
whatever
my
time
zone
is,
and
maybe
another
group
goes
no,
no
we're
at
150.
I'll
put
that
in
there
as
well
and
the
the
tool
is
automatically
calculating.
C
What
I
mean
value
is
so
if
we
were
to
do
that
same
thing
again,
for
how
good
are
we
in
the
whole
identification
thing
we
haven't
got
an
id,
that's
a
competency,
we
haven't
written
yet,
but
oh
no,
I
tell
a
lie.
These
are.
We've
actually
should
have
read
my
notes.
What
we've
done
is
for
each
competency,
we've
broken
out
the
sub-competences,
so
life
cycle
management.
We
did
that
score
and
I'm
going
to
just
accelerate
things.
Let's
say
we
now
say
content.
C
How
are
we
good
at
identity
and
identification
and
doing
sort
of
tagging
and
all
that
kind
of
stuff?
We're
really
good
at
that?
We're
going
to
come
in
at
300
and
the
other
group
goes
out
pretty
good
and
250.
How
good
are
we
formatting
and
presenting
the
content?
We've
got
yeah.
Well,
it's
pretty
good,
but
you
know:
marketing
have
really
nailed
it.
Comms
have
really
nailed
it.
C
C
Everything
is
being
stored
in
onenote
and
sharepoint,
and
teams,
and
so
we've
got
active
process
for
that,
and
we
monitor
that
and
it
gives
us
feedback-
and
you
know
we
come
in
with
some
scores
and
I'm
going
to
just
make
some
numbers
up
right
now,
but
yeah.
So
this
one
might
be
the
marketing
team
and
we
can
go
on
and
run
these
quick
workshops
with
other
groups.
C
I'm
just
sponsoring
a
collaboration,
yeah
we're
pretty
good
at
that,
and
I
won't
do
the
team
b,
yet
information
architecture
we're
pretty
rubbish
at
that
collaborating
on
content,
yeah
we're
we're
in
a
good
place
on
on
using
our
tools
for
that
task
manager.
Oh,
we
haven't
even
thought
about
doing
task
management
as
a
collaborative
exercise,
so
we're
down
there,
governance
and
security.
You
know
really
should
be
better
information
architecture,
yeah
commons
being
who
they
are.
C
C
C
C
It's
now
plotted
that
out
on
a
radar
plot,
and
you
can
see
a
bunch
of
things
coming
out
here.
We
can
see
some
data
we
put
in
up
here.
These
are
the
means
of
the
values
anything
which
is
green
flag
is
where
we're
really
good
as
an
organization
as
good
as
we
get
and
anything
that's
red
flagged
is
where
we're
rubbish
on
that.
I
need
to
tweak
this
tool
because
I've
got
a
zero
in
there.
It's
dragging
the
average
down.
So
I
need
to
think
about
that.
C
C
C
Identify
any
we've
got
some
stuff
here
about
gap
analysis.
They
get
identify
any
bad
performers
and
high
performers
and
commentary
around
it,
and
then
we
agree
or
we
do
it
individually
depending
on
your
model.
Are
you
going
to
reach
recommendations
by
consensus
where
you're
going
to
tell
the
organization
what
you
as
a
practitioner,
think
you
should
do,
and
you
pop
those
into
this
recommendation
section
here
and
then
just
to
finish
that
off
next
year
or
some
point
in
the
future?
C
I
will
probably
run
this
again
so
next
year
I
might
go
actually
we've
done
pretty
well.
We've
dragged
that
up
to
300
we're
running
it
through
20
on
that
we're
280.
Still
we
kind
of
dropped
back
of
it
there
and
I'm
just
going
to
stick
some
numbers
in
made.
Some
progress
made
some
progress
there,
that's
pretty
solid,
now,
even
better
dragged
then
up
to
there
300
still
room
for
improvement.
C
C
390.,
so
we
now
look
at
these
numbers.
We've
now
got
a
progress
chart,
so
we
can
look
at
where
we've
made
made
advances
and
where
we're
not
making
any
progress.
We
go.
Okay,
we're
not
making
any
progress.
Maybe
we
need
to
to
put
some
additional
resource
into
driving
that
part
of
the
organization,
so
this
one
would
be
a
worry
for
me.
You
know
we
still
haven't,
got
it
much
further
than
we
really
wanted
to.
C
So
that's
the
core
of
the
tool
and
the
idea
is
we'll
run
that
tool
across
you
know
all
of
the
different
you
know
I've
made
I've
made
a
mistake
which
I'll
explain
in
a
minute,
but
we're
going
to
run
that
across
all
of
the
different
communication
tools,
the
screw
up.
I've
done
just
to
make
sure
we're
really
clear.
Is
that
actually
one
of
the
deep
dive
tools?
So
I
apologize
for
that
and
what
I
should
have
been
doing.
Is
this
thing
on
this
high
level
tool?
C
So
hopefully
that
all
makes
sense.
I'm
just
going
to
read
the
read
the
comments
and
again,
if
you
want
to
come
on
and
ask
anything
in
particular
now
before
I
move
on
to
the
next
session,
please
do
so
right
me
and
simon
simon
d
feel
free
to
help
me
with
any
of
the
questions
that
you
think
you're
calling
out.
A
A
You
know,
you
know.
If
more
characteristics
are
falling
into
a
particular
level,
then
you
can
understand
where
the
business
is
and
then
you
know
you
can
then
look
at
what
the
impacts
are
on
the
benefits
using
the
maturity
model
content
to
understand
why
it
is,
you
might
want
to
move
from
that
level
to
another
level
and
what
the
benefits
would
be.
C
The
way
that
I've
done
it
with
some
success
is,
I
tend
to
start
with
that
simple
chart
on
the
right
hand,
side
of
the
screen,
the
level
100
through
500,
because
it's
not
too
wordy
and
people
can
hang
there.
Thinking
around,
that
the
bullet
points
and
the
keywords
and
then
what
I
get
them
to
do
is
I
ask
people
to
you,
know,
pick
a
process
and
describe
describe
the
content,
for
example
in
that
process,
because
content
seems
to
be
fairly
easy
to
get
your
head
around.
C
It's
like
talking
about
the
content
in
your
your
marketing
literature
process
and
and
get
get
the
team
to
describe
the
content
that
they
know
about,
and
then
we'll
have
a
conversation
about
it
and
go
okay.
It
sounds
to
me
like
you've,
got
some
routine
activity,
but
have
you
documented
how
you
go
about
generating
these
pieces
of
collateral
or
whatever
it
is,
and
I'll
ask
the
questions
and
get
people
to
describe
it
and
then
we'll
anchor
that
that
particular
example
as
well?
That
sounds
like
it's.
C
A
level
200
like
that
sounds
like
you've
got
some
pretty
defined
processes
and
it's
at
level
300.
So
I
do
it
by
talking
about
the
levels
and
then
anchoring
against
their
examples,
and
then
I
would
probably
go
on
to
say
so.
Let's
imagine
you
made
this
stuff
better.
What
if
you
were
using
sort
of
some
spc
or
real-time
analytics,
to
get
feedback
on
the
use
of
that
stuff,
and
you
had
some
team
who
was
looking
at
those
analytics
and
using
it
to
improve
that.
C
I
think
that
would
look
like
level
400.
So
I'd
then
describe
what
the
future
case
looked
like
in
terms
of
the
next
level
up
and
that's
how
I
go
about
introducing
them
to
those
ideas
and
my
experiences.
Most
people
get
that
you
know
they
may
not
really
understand
the
whole
modeling
process,
but
they
understand
how
things
are
better
when
you
move
up
from
you
know
just
making
up
as
we
go
along
through
to
you
know,
documented
through
to
analyze
and
improve.
So
that's
how
I
do
that
and
the
scoring
system
is
just
that.
C
You
know
it's
like
if
we
reach.
If
we
are
predominantly
doing
all
of
these
things,
then
you
are
at
level
200
or
300.
and
if
you've
got
pockets
of
stuff.
Above
that,
well
you're,
not
up
300
but
you're
on
the
way,
so
we'll
just
agree
a
consensus
of
score
and
that's
just
a
judgment.
That
really
is
just
saying
you
know,
I
think,
we're.
I
think
we're
really
good
we're
at
280,
and
someone
goes
now
in
this
area-
we're
just
a
bit
really
and
and
ago
and
we'll
just
say:
where
do
we
feel
comfortable?
C
Yeah
camera's,
looking
at
these
notes,
yeah,
I
think
jasmine
you've
talked
about
using
a
questionnaire
for
feedback
and-
and
you
can
absolutely
do
that
and
that's
on
our
list-
our
roadmap
of
tools
to
produce
so
if
you've
got
one
already,
that'd
be
very
good.
Thank
you
very
much.
I've
also
used
a
tool
in
cases
where
I
really
can't
get
by
and
to
do
deep
dive
workshops
with
as
much
of
the
staff
as
as
I
might
like,
I
think,
there's
great
value
in
doing
these
personal
workshops.
C
I
think
that
for
the
helicopter
workshops,
you
can
do
that
do
those
in
about
an
hour
hour
and
a
half
couple
of
hours
you've
got.
It
is
nice,
depending
on
the
amount
of
discussion
you
want,
but
for
me
the
value
is
in
the
discussion
and
the
numbers
pop
out
at
the
end
and
they
they're
valuable
later,
but
getting
people
to
understand
this
is
really
good,
but
sometimes
you
just
can't,
in
which
case,
setting
up
some
online
surveys
and
getting
a
broader
spectrum
of
people
to
participate
is
really
good.
C
What
I
tend
to
do
is
focus
on
one
topic.
It
tends
to
blow
people's
minds
if
we
do
a
a
survey
that
covers
all
the
departments
and
all
the
the
competencies
at
once
so
I'll
say:
let's
just
go
and
do
content
and
it
might
be
think
about
your
department
and
give
us
your
view
on
the
content
in
your
department
and
then
think
and
give
us
a
score
and
we'll
guide
people
through
that
and
then
run
it
as
a
a
series
of
surveys.
C
Go
this
month
or
this
week
we're
going
to
be
thinking
about
collaboration
in
your
department
and
then
we
can
collate
that
data
and
plot
it
onto
the
onto
the
tool
in
the
same
sort
of
way
or
if
you're,
really
clever.
You
can
go
and
point
power
bi
at
it,
but
I
haven't
done
that
yet.
So
that's
how
that's
how
I
would
do
that.
But
again,
if
anyone's
got
any
of
those
surveys
already
worked
up,
that
would
be
brilliant,
we'll
we'll
get
them
up
onto
the
github
and
doc
sites
and
credit.
A
C
So
I'm
going
to
come
back
to
the
the
point
that
seb
makes
about
doing
a
deep,
deep
dive
into
the
individual
characteristics
just
to
sort
of
round
this
off,
because
I
think
yeah
I
would
love
to
go
and
do
the
deep
dive
with
everybody
in
every
organization.
But
that's
probably
not
going
to
happen.
So
this
is
about
starting
the
top
demonstrating
some
some
interesting
insights
and
then
using
that
to
get
buy-in
to
go
the
next
level
down.
So.
A
Ralph
was
talking
about
you
know,
tooling,
to
help
visualize
this
information,
so
power
bi,
and
we
have
talked
about
that.
You
know
there's
some
really
interesting
data
models
that
you
could
have
around,
but
I
guess
you've
got
to
have
a
get
that
schema
in
place
first.
So
I
think
that
just
takes
a
bit
of
time
and
I
think
be
really
interesting
to
look
at
maturity
in
different
industries
and
things
and
sizes
of
companies
as
well.
C
You
know,
one
of
the
things
we
have
discussed
is
is
creating
some
sort
of
benchmark
models
where
you
can
compare
yourself
against
other
similar
organizations,
but
we
need
to
capture
the
data
first.
So
this
is
a
step
towards
that
again.
You
know:
we've
got
some
basic
visualizations
built
in
here.
If
anyone's
got
the
skills
to
build
us,
some
tooling,
in
power
bi.
That
makes
it
even
better,
then
that'll
be
fantastic,
because
that's
the
limit
of
my
skill
set.
I'm
also
just
going
to
draw
your
attention
to
this
gap
analysis.
C
I
mean
this
one
isn't
a
very
exciting
gap
analysis,
but
if
I
just
go
and
tweak
some
of
these
numbers,
so
let
me
oh
there's
another
another
point
which
is
where
we
talked
about
this
12-month
target.
So
let's
just
say
that
we
say
we
need
to
make
our
life
cycle
management
and
our
content
identification
and
our
presentation
skills
all
considerably
better
than
we
are
at
the
moment.
C
So
this
this
representation
of
visualization
is
intended
to
show
us
where
we've
got
a
real
problem
in
the
organization
and
that's
what
I
use
to
go
and
talk
to
senior
management
and
go
look.
You
know
there
is
a
problem
here,
the
rest
of
it.
We
can
manage
probably
organically,
but
this
needs
some
effort
thrown
at
it,
and
this
gap,
analysis
implication
is
something
which
I
spend
time
talking
to
the
senior
people
with.
When
I
run
these
workshops.
Okay,
look
yeah!
Taking
these
small
baby
steps,
you
know
going
up
a
couple
of
hundred
points.
C
It
is
doable,
but
if
I've
got
a
gap
which
is
you
know
in
the
three
to
four
hundred
range
like
this
one
is
then
that's
a
problem.
I
probably
need
to
do
that
in
two
steps.
I
I
need
to
take
the
organization
from
wherever
they
are
up
a
couple
hundred
points
and
then
do
another
iteration
doing
a
a
four
or
five
hundred
point
step
usually
is
ineffective
or
breaks
organizations.
C
B
C
Thanks
so
I'll
come
back
to
that
in
a
minute,
I'm
just
gonna
try
and
kick
off
a
couple.
Other
questions
which
have
been
asked.
I
think
that
there's
a
lot
of
stuff
around
the
whole
measuring
the
benefit,
but
putting
some
some
hard
dollars
behind
those
benefits
again,
if
people
have
got
some
some
insights
into
how
to
do
that,
we'd
be
very
interested.
C
A
C
So
yeah
this
is
question,
so
I
have
run
this
with
enterprises,
not
this
model,
because
this
one's
brand
new
for
for
365,
but
it's
its
predecessor,
I've
run
with
the
organizations
of
in
the
10
to
12,
000
personal
range,
and
you
can
make
it
work
in
my
experience.
You've
just
got
to
be
yes
quite
persistent
at
getting
the
organizational
buy-in
and
then
being
selected.
C
So
I'll
do
that
and
that's
the
high
level
helicopter
view,
then
I
take
it
back
to
the
insights
back
to
senior
management
go
right.
These
are
the
areas
we
need
to
look
at.
You
know,
according
to
the
the
insights
we've
got,
you
know
we
need
to
go
and
do
a
deep
dive
around
communication
and
marketing.
We
need
to
go,
do
a
deep
dive
around
security
and
operations
yeah.
This
is
what
I'd
like
to
do
and
then
we'll
map
out
a
program
of
work
for
that
once
we're
on
board.
C
A
Yeah
I
mean
it's
like
any
project,
though,
if
you
don't
put
the
effort
in
then
you
don't
get
the
results.
The
business
will
want.
So
you
know
you
do
have
to
put
effort
in
and
we've
all
been
on
projects
where
the
effort
doesn't
you
know
it
is,
it
doesn't
come
from
the
customer
and
and
so
they
don't
get
what
they
necessarily
would
have
liked,
because
I
don't
realize
they
need
to
put
the
effort
that
they
do.
C
Yeah
so
ralph
again,
I
think
you're
saying
maybe
the
way
of
doing
roi
is
by
showing
the
cost
of
not
doing
that,
and
there
are.
There
are
some
things
that
we
can
do.
I
think
what
we
haven't
been
able
to
do
is
create
a
model,
yet
that
says,
oh
win,
do
it?
Turning
this
feature
on,
which
is
related
to
improving
this
maturity
level
in
one
part
of
the
organization
is
worth
you
know,
thousand
dollars
a
day.
C
We
haven't
got
that
right
now,
because
it
it's
just
complicated,
it
depends
on
the
size
of
organization,
their
profit
model
and
and
the
industry
they're
in
all
these
things,
but
maybe
what
we
could
do
is
at
least
produce
a
tool
where
you
can
plug
those
numbers
in
and
say
what
is
the
cost
of
compliance?
What
is
the
cost
of
a
security
breach?
What
is
the
cost
of
a
two
percent
decrease
in
operational
efficiency,
and
let
people
punch
those
numbers
in
it
will
give
them
a
at
least
a
talking
point.
C
The
issue
I've
got
is
whenever
I've
built
financially
different
models.
I
end
up
having
people
just
arguing
about
the
model
assumptions
rather
than
taking
the
broad
picture
and
going
oh
so
it
could
be
somewhere
between
100
and
200
000
saving.
If
we
do
or
don't
do
this,
but
nevertheless,
I
think
building
some
tools
is
is
going
to
be
valuable
and
yeah
yeah.
Thank
you
for
the
fostering
gartner
model.
Again,
that
would
be
kind
of
interesting.
We
need
to
build
some
models.