Neha Datt

SharePoint eSignature is getting a big upgrade. I think SharePoint eSignature is a great option, but up until now it has had a really significant functional limitation versus a competitor like DocuSign, it was limited to only three very specific fields to collecting information from signers. If you needed something extra - as many signing scenarios do - you'd be out of luck with this solution. Now though, rolling out between October and January, eSignature requests created in Word will be able to include free text fields. For the first time you'll be able to define what you want to capture on your request outside of the three provided default fields. I'll link to my video summarizing SharePoint eSignature in the comments, but this is a quick overview of where you might, or might not, find this feature attractive: ✅ If you have a low volume of signature requests distributed across a team, SharePoint eSignature's per document versus per user pricing can be attractive versus mainstream competitors. ✅ If you want signature requests fully integrated into Microsoft 365 (or you can also optionally integrate Adobe Sign or DocuSign similarly if you are licensed for these) ❌ You require more complicated templating or signing scenarios than eSignature can handle, platforms like DocuSign are much more sophisticated here. ❌ You need eSign automation. Right now SharePoint eSignature requires user intervention to work. I hope bringing this tool to Power Automate is at the top of their product roadmap (nothing on the M365 Roadmap about this right now). Until the end of 2025 you can try SharePoint eSignature out for free if you have PAYG activated in your tenant. See the link in the comments for more info. See MC1152319 in the Microsoft Message center for more info. ❓ Have you tried SharePoint eSignature yet? Does this new feature make it fit better to your situation? Or are there other features you're still waiting for? 🖼️ original image from Microsoft 365 message center

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Last month the UK government published results of an M365 Copilot evaluation in the Department for Business and Trade (DBT). They found high satisfaction, but no measurable productivity gains. Before leaping to the defence of, or jumping in to condemn, your favourite AI application the report is worthy of critical analysis and consideration.    The evaluation was balanced and highlighted positives where AI excels; drafting, summarisation, and enabling self-directed learning. It also highlighted how AI positively impacted neurodiverse colleagues and non-native English speakers. Areas in which it failed to delight include workflow integration (booking meetings and coordination) and visual presentation creation. Notwithstanding the fact that this technology moves at an unprecedented rate and the findings are probably already due a refresh, there are some insights worthy of a look.    The evaluation’s key insight applies directly to wider UK public sector transformation: shallow, horizontal AI deployment on unchanged processes will only deliver "productivity vibes" rather than measurable value. There is of course benefit in individual use of AI applications. Personal use will allow you to explore the benefits of working with AI assistants and to stay connected to advances in the technology. But at an organisational benefits level, where are the biggest benefits likely to be felt?   Using Copilot to draft emails about housing applications or summarise patient notes saves seconds. Deeper integration within systems to automatically triage cases based on urgency and completeness, flag missing documentation before manual review, and predict realistic processing times saves hours.    In healthcare, AI within patient pathways could identify discharge bottlenecks and suggest interventions, rather than only (usefully) helping write discharge summaries.   Sharna Quirke (Chief Strategy Officer) and Max Jones (Chief AI Officer) have joined RPNA this month, bringing their AI and transformation expertise to help public sector organisations safely unlock the benefits of AI enabled transformation. They can help you; - Move quickly and safely beyond "AI pilots" to process redesign - Build learning loops that capture institutional knowledge - Embed AI safely for measurable, meaningful outcomes The DBT evaluation suggests that shallow adoption will mostly bring minor gains and at best, reasonable satisfaction scores. ROI lives in the depth of integration, the quality of training, and the courage to redesign rather than overlay.   If you want to explore how to move safely to a world in which we work side by side with AI, please get in touch and follow us as Sharna and Max unpack more of the RPNA approach over the coming weeks.   #PublicSector #AIStrategy #DigitalTransformation #LocalGovernment #NHS

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Too many transformation programmes still treat assurance and delivery as separate functions - one builds, the other checks. We have seen transformation teams succeed when they treat assurance and delivery as parts of the same operating system - one team, one governance model, one coordinated rhythm of delivery. Assurance should be an ongoing feedback loop. It’s how you stay honest and agile about scope, dependencies, and risk - in real time. When assurance and delivery move in sync, predictability increases, momentum builds and transformation ramps up.

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Agile Shmagile! I was inspired by this podcast to talk about why we are (generally) so bad at Agile project/product management in Government! Podcast: Digital Directions – What next for councils? https://lnkd.in/ehqV-vhR Catherine Howe (Chief Executive, Adur & Worthing) and Kit Collingwood (Chief Digital Officer, Royal Borough of Greenwich) share some of the best advice I have heard in a long time and the whole thing is worth a listen but there is one particular bit that rattled about in my head for days (listen from 17:40) 👂 And you guessed it - why are we not so brilliant at doing agile in government? Using their discussion as the source of knowledge as well as my own experiences I can summarise our understanding and experience like this: So why is it not working well? 🧱 Agile methodology is often misunderstood, and through evangelism can become incredibly ridged and not agile at all. 🏅 The power of Agile isn't really in being the best scrum master the world has ever seen, it is about effective trusted team dynamics and shared purpose. 💪 Agile requires a lot of autonomy, without which it cannot function, but with too much it can create silos and a team that works in a bubble that isn't effective across the organisation. 🤖 To work in Government you need to speak the language of government to be trusted, we value human connection far above cool jargon. ❤️ Agile is culture not technology, fixing all of the above would be a waste if you aren't in an organisation that can experiment and get things wrong without blame. Agile can feel really messy. So what do I recommend as a leadership approach to embracing agile in government? 🦸 Build multidisciplinary teams that focus on psychological safety and genuinely understanding that each other’s professional perspectives are the true superpower. 🦊 Curiosity and humility are essential. Agile thrives when teams are empowered to learn from each other, not just follow rigid frameworks. 🚀 Autonomy matters, but not at the cost of collaboration. Agile teams must be part of the organisation, not operating in silos. 🔬 Digital maturity means moving beyond cult agile and into embracing flexibility, experimentation, and human-centred design. How mature is your agile practice? Is it cultural or procedural? Do you recognise any of what I have written here or have very different experiences? Local Government Association

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🔎 Tech Job Market Update – September 2025 The technology job market is shifting, and I’m seeing some clear patterns across Business Analysis, Programme Management, and Project Management roles: ✅ High demand remains for professionals who can bridge the gap between business and technology especially those with strong stakeholder management and digital transformation experience. ⚖️ Contracting vs Permanent: We’re seeing a steady rise in contract opportunities as companies remain cautious with headcount but still push forward with transformation projects. 🛠️ Skills in demand right now: Business Analysts with data-driven backgrounds Project Managers experienced in Agile delivery Programme Managers who can oversee large-scale transformation and manage change effectively 💡 My top tips for candidates: Keep your CV project-focused highlight outcomes, not just responsibilities. Be clear on your niche generalists struggle in a crowded market; specialists stand out. Stay visible on LinkedIn engaging with your network often leads to opportunities you won’t see on job boards. For clients, the biggest challenge I see is securing top talent quickly. The best candidates are often snapped up within days, so speed and clear decision making are key in today’s market. I’d love to hear from both contractors and hiring managers what trends are you noticing right now? #TechJobs #BusinessAnalysis #ProgrammeManagement #ProjectManagement #Recruitment

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I’m so grateful for the support and encouragement I’ve had while writing User Needs Mapping: Aligning Teams Around What Matters. Here's what early readers and colleagues have said so far: “The most successful organisations of the future will be those that recognise that technology should serve human potential, not constrain it. Rich's book provides an essential guide for building more humane and effective organisations where clarity of purpose unlocks that potential. User Needs Mapping is a vital approach for any leader who wants to empower teams to deliver value with less friction and more meaning.” — Matthew Skelton, Co-Author of Team Topologies “We’ve all felt the frustration — projects dragging on, teams spinning in circles. Rich cuts through the chaos with User Needs Mapping: a clear, intuitive model that puts the user where they belong — at the centre. It’s smart, straightforward, and seriously useful.” — Vicky Brentnall, Product Director Hearing this kind of feedback reminds me why I had to write this book — to give teams a way to make the invisible visible, and align around what really matters. User Needs Mapping launches very soon. Link in comments to be notified when it goes live.

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💥 Caught in the Crossfire: The PM Struggle “Why is the tech team taking so long?” “Why does the business keep changing requirements?” Sound familiar? As a Project Manager, I often find myself standing between two worlds: 🧠 Business – focused on outcomes, speed, and value. ⚙️ Tech – focused on feasibility, stability, and scalability. Both are right. Both are under pressure. And both speak different dialects of the same language: delivery. The challenge? Translating vision into execution without losing either in translation. The best PMs are not just trackers of timelines. They’re interpreters, mediators, and bridge-builders. We ask: ✅ What does the business really want? ✅ What does the tech team really need? ✅ How can we protect both the why and the how? Being “stuck in the middle” isn’t a weakness. It’s the value we bring. #ProjectManagement #Leadership #BusinessVsTech #DeliveryMatters #PMThoughts

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