#Skype for business end user experience upgrade#

Next, and perhaps most important of all, is that every organization must ensure business leaders understand the significant potential long-term view of exactly how they can use Teams. And due to the large variance in the types of organizations going through the upgrade, your strategy will vary greatly as well. In summary, every organization will face various risks and challenges you’ll need to identify along with corresponding risk mitigation strategies.

#Skype for business end user experience upgrade#

Note that this list is a summary of various areas you might overlook, leaving the devil in the details as your organization really begins its Skype to Teams analysis, planning and upgrade journey. These are different depending on the organization’s risk tolerance, IT infrastructure, IT and security policies and applications, current usage of Skype and so on. You can look at these as a “checklist” of areas you need to analyze and the mitigations to put in place as needed. Overlooking either, or both, of these almost always results in negative consequences, putting the organization’s operations at risk and significantly increasing the frustration of its end users and business leaders.īelow is a table highlighting the most overlooked technical aspects which I truly believe we need to address for any upgrade.

Specifically, I’ll cover some of the secondary (but still just as important) technical areas and the “people side” of the changes. Instead, I will focus on several other issues that many organizations don’t invest enough in or almost completely ignore. Ultimately, getting to the end of the Teams journey results in everyone in the organization is in “Teams Only” mode “with the flick of a switch” in the Teams Admin center (see screenshots below).Īlong the journey, companies can have some or all of their users make “rest stops,” meaning they may be in one of several different Teams upgrade modes over time, such as the options available in the Teams Admin center and shown below.

While this information is extremely important in every upgrade, the various nuances for each organization’s overall plan makes it nearly impossible to provide adequate advice in this post. There are many articles you can find that discuss the various approaches to moving to Teams, each providing a wealth of information and advice on many important topics such as which coexistence modes to use (e.g., Islands Mode, Collab + Meetings Mode, Meetings Only Mode, or Teams Only mode) and the various methods and plans to finally get an organization to “Teams Only” in order to completely eliminate its SfB. The Technical Approach in Migrating from Skype to Teams I wrote this post to provide some insights and advice to those who are on their own inevitable journey transitioning from SfB to its Teams replacement. The pandemic itself just sped up the inevitable move to Microsoft Teams for many of our clients from which we’ve helped guide through a variety of different and unique upgrade scenarios, from very basic and quick transitions to much more complex and drawn-out transitions. This has proven especially true since the beginning of the ongoing pandemic. In hindsight, this decision was inevitable as the growth of Teams took the world by storm, and has continued through today and with no sign of slowing down. In July 2019 Microsoft announced that on July 31, 2021, they would no longer support Skype for Business Online (SfB). We walk you through what you need to consider as you make the transition, from the technical issues to the human element, to make your migration as smooth as possible. While it’s still a few months away, the end of Skype for Business Online is upon us. Digital Strategy and Transformation Consulting.Products We Like for the Digital Workplace.Artificial Intelligence & Machine Learning Consulting.Enterprise Portfolio and Program Management Consulting.Business Process Improvement (Lean/Six Sigma).Customer Experience And Design Consulting Services.Mergers, Acquisitions and Divestitures Consulting.