Challenge

How can we consolidate a collaborative, efficient and secure work model that allows us to optimize the organization of work in a hybrid environment, improve coordination between teams and facilitate collaboration with external agents?

Context and problem

With the progressive implementation of teleworking since 2015 and its widespread deployment during the pandemic —a process that culminated in the definition of the AOC's hybrid and flexible work model—, the need to have our own model for organizing collaborative work in digital environments was evident.

In this context, the AOC already had a first initiative, the Endreça project, aimed at organizing information and supporting digital work. However, this model, based on the traditional file server and email as the central communication and document management tool, presented significant limitations in a hybrid work context:

  • Fragmentation of information and difficulty in identifying the current version of documents, resulting from the intensive use of email and attachments, which generated duplicates and little transparència in shared work.
  • Lack of adequate tools for collaborative editing and traceability of changes, which made it difficult for people to work simultaneously and to monitor the evolution of documents.
  • Difficulties in secure sharing with external collaborators and absence of homogeneous criteria in the use of digital tools, which caused inconsistencies in information management and limited cross-functional work between teams

Based on the initial Endreça project and the accumulated experience, the need to evolve towards a more advanced model —Endreça 2.0— was identified that would allow:

  • structure collaborative work on a daily basis in a clear and orderly manner,
  • ensure information security and governance,
  • and ensure a homogeneous adoption of the model throughout the organization.

Proposed solution

Endreça 2.0 is the AOC's collaborative working model, which redefines the way of working based on a common framework, shared by the entire organization, based on the consistent use of digital tools and clear governance criteria.

This model is not limited to incorporating new tools, but rather establishes a way of working homogeneous, structured and results-oriented, applicable to the entire organization.

Pillars of the model

The model is based on six pillars, five consolidated and a sixth in development:

  • Corporate intranet in SharePoint
    It is the single, centralized access point to tools, resources, templates, and information from different areas. It replaces the previous Confluence-based intranet and incorporates a federated maintenance model, in which each area is responsible for keeping its content updated, thus strengthening knowledge governance.
  • Teams, channels, and chat groups in Teams
    They constitute the organization's main space for communication and collaborative work, based on conversations, video conferences and integrated access to documentation, progressively replacing internal email and non-corporate instant messaging tools as regular channels for coordination and monitoring of work.
    The model clearly differentiates between:
    • Teams teams, when a stable collaborative workspace with document governance, channels, permission management and traceability is needed;
    • and chat groups, when the need is mainly for timely communication, rapid coordination or informal monitoring, without the need for a separate documentary space.
      This differentiation allows us to avoid the unnecessary proliferation of teams, reduce dependence on internal email and external instant messaging tools (such as WhatsApp or Telegram) and promote a more orderly, sustainable and easy-to-manage organization.
  • Documents in the cloud (SharePoint and OneDrive)
    They provide a secure environment for storage and collaborative editing, ensuring a single version of each document and facilitating access from any location and device.
  • Project and task management with JIRA
    It allows you to plan, track and visualize the status of projects and tasks, improving traceability, coordination and accountability between teams.
  • Open agendas
    They favor the transparència and facilitate the coordination and planning of meetings in a hybrid work environment.
  • Artificial intelligence (emerging pillar)
    The AOC is progressively incorporating artificial intelligence tools to support daily work, with the aim of improving efficiency, automating tasks and facilitating knowledge generation. This sixth pillar includes, among others, the use of Copilot as a corporate tool, as well as the exploration of other solutions (such as Perplexity, Fabric, NotebookLM or ChatGPT in controlled environments) for use cases such as drafting meeting minutes, analyzing information or supporting decision-making.
    This deployment is carried out under clear guidelines for use, with criteria of prudence, data protection and human supervision, and constitutes a new evolution of the Endreça model towards an environment of AI-augmented work.

This model is based on a key principle: always work on shared, accessible and updated information, with common criteria throughout the organization.

Model governance

Endreça 2.0 is based on a set of structural decisions defined from the beginning to guarantee the coherence and sustainability of the model:

  • Definition of teams as the basic unit of work, aligned with the organizational structure.
  • Establishing clear criteria to differentiate organic teams, project teams, and chat groups, with responsibilities, configuration and uses defined according to the nature of each need.
  • Use of chat groups for one-off conversations, quick coordination or informal monitoring, avoiding the unnecessary creation of teams.
  • Definition of usage and security policies from the very beginning.
  • Boosting a model ofhomogeneous and shared adoption throughout the organization.
  • Progressive integration of tools into a coherent digital ecosystem, which evolves by incorporating new capabilities, including artificial intelligence.

Strong idea of ​​the solution: Address 2.0 not only introduces new tools, but also consolidates a collaborative, efficient and safe working model, which transforms the way the organization communicates, manages information and coordinates its teams, and which evolves towards a future based on increased intelligence.

Use cases

Address 2.0 is embodied in a new way of working on a daily basis:

  • Work with a single version of the document
    Teams share links instead of attachments, eliminating duplicates and enabling real-time co-editing with full traceability of changes. These dynamics are increasingly enriched with the support of AI tools (such as Copilot), which facilitate the review, synthesis and generation of content from shared documents.
  • Access to documents from workspaces
    Documents are stored in SharePoint and accessed from Teams, preventing the dispersion of information and facilitating its location. This also allows for the evolution towards new capabilities for querying and intelligent exploitation of information.
  • Coherent organization of teams (organic or project) and chat groups
    Organic teams and project teams are distinguished, with clear criteria for creation, use and responsibility, ensuring an orderly, sustainable and aligned structure with the organization.
    Teams are created when you need a stable collaborative workspace with shared documentation, thematic channels, governance and traceability.
    On the other hand, when the need is mainly for timely communication, rapid coordination or informal monitoring, the use of chat groups is prioritized, avoiding the unnecessary proliferation of teams and simplifying the management of the digital ecosystem.
  • Secure sharing with external collaborators
    Documents are shared with defined permissions, access control and link expiration, ensuring security and legal compliance. This model is compatible with the use of AI tools in controlled environments, following data protection criteria and human supervision.
  • Email reduction
    Teams becomes the main coordination space, promoting contextualized and transparent conversations linked to projects, and reducing the use of email as an internal work channel.
  • Improved planning and coordination
    Open agendas allow you to know availability and organize meetings more efficiently, improving coordination between teams in a hybrid work environment.

Phases of the project

1. Exploration and definition of the model (2020)
In this initial phase, the organization's collaborative work needs are analyzed and the bases of the model are defined, both at a functional and governance level, within the framework of Microsoft 365.

Specifically:

  • Diagnostic sessions are carried out (Teamwork Assessment) with Nextret to analyze how to move the Endreça model to the Teams environment.
  • Microsoft 365 governance training is carried out to define the team model (organic, functional and project), the creation and administration criteria and the role of SharePoint and OneDrive.
  • Possible integrations with other corporate tools (such as JIRA or the intranet) are analyzed.
  • Risks and needs are identified, especially in relation to collaboration with external agents.

2. Pilot in the Sub-Directorate of Strategy and Innovation (2021)
The model is validated in a real, controlled environment, which allows its operation to be tested and adjusted before general deployment.

This phase allows:

  • Implement the model in a first area of ​​the organization.
  • Validate the work structure based on Teams and SharePoint.
  • Identify good practices and detect operational improvements necessary to facilitate their adoption.

3. Organization-wide deployment (2022–2023)
Once the model is validated, it is progressively deployed throughout the organization, combining technological implementation with training and change management actions.

The main actions include:

  • Orderly migration of documents from the traditional file system to the cloud.
  • Creation of Teams teams and definition of the SharePoint structure.
  • Generalized training throughout the organization, for both users and administrators (10/2022 – 01/2023).
  • Creation of the Teams AOCkers team: main internal communication medium/channel of the AOC (9/11/2022).
  • Communication and support actions to facilitate the adoption of the model.
  • Structured replication of the Address model within the SharePoint environment.

4. Consolidation and continuous evolution (2024–2026)
In this phase, the model is consolidated as a regular way of working and evolves continuously to adapt to new needs and technological opportunities.

The following are particularly encouraged:

  • The deployment of the new corporate intranet on SharePoint as a central access point (12/15/2023).
  • Reinforcing security and information sharing criteria.
  • The progressive incorporation of new functionalities of the Microsoft 365 ecosystem.
  • Promoting a collaborative culture through a new space on the Intranet for good practices and the reactivation of the support channel Endreça 2.0 – AOCkers (13/2/2026).
  • The gradual incorporation of artificial intelligence technologies as a new evolution of the model, aimed at improving efficiency and supporting daily work.

Expected results and impact indicators

Expected results

The implementation of Endreça 2.0 aims to improve the overall functioning of the organization based on a more collaborative, structured and efficient way of working.

Specifically, it is expected:

  • Improve organizational efficiency and reduce time spent on low-value tasks.
  • Reduce email volume and document duplication.
  • Improve the work experience of teams in hybrid environments.
  • Increase security and control over information.
  • Promote a digital culture based on the transparència and collaboration.

Impact indicators

To assess the evolution of the model, a framework of indicative indicators, designed to observe changes in the way the organization works.

In a first phase, and while a completely systematized system of indicators is not available, qualitative and observational indicators can be used such as:

  • Perceived reduction of internal email in collaborative processes.
  • Increase in shared work in Teams and SharePoint in relation to local files.
  • Improvement in location and access to information.
  • Positive assessment of the model by the teams (through internal surveys or qualitative feedback).

Model key KPIs (monitoring framework)

In addition, five key KPIs are defined that configure the monitoring framework of the Endreça 2.0 model:

  • % of documents shared by link vs attachment
    Indicator of the degree of adoption of collaborative work.
  • % of documentation in the cloud (SharePoint/OneDrive)
    It reflects the level of centralization and documentary order.
  • Using Teams vs. email
    It allows you to observe the change in communication channels.
  • % of projects managed with JIRA
    It indicates the degree of traceability and structuring of the work.
  • Internal satisfaction with the model
    It measures the perception and acceptance of the model by the teams.

This set of indicators defines a conceptual framework for model monitoring, which can evolve progressively depending on the needs and capabilities of the organization.

The indicators are proposed as a continuous improvement tool, not so much exhaustive control, prioritizing those that bring real value to the organization

Evidence observed since deployment (2022–2026)

Since the deployment of the model (2022–2023) and with its progressive consolidation, significant changes have been observed in the way the organization works, which can be summarized through the following key indicators:

KPIWhat does it measure?How to interpret itCurrent status (2026)
% documents shared by link vs attachmentEmail attachment abandonment rateThe higher, the more maturity in collaborative work90% reduction in the use of attached documents and progressive increase in sharing via links.
% documentation in the cloud (SharePoint/OneDrive)Level of centralization and document orderIndicates whether the local files model has been overridden.95% of documents in the cloud.
Using Teams vs. emailChange in communication channelsIf Teams grows and email goes down, the model works90% reduction in internal email and increased coordination via Teams/Intranet.
% projects managed with JIRATraceability and structured work managementReflects control and visibility of projects100% use of JIRA in project and task management.
Internal satisfaction with the modelReal perception of staffAcceptance of changePositive assessment of the model and widespread adoption by teams. Pending satisfaction survey 2026.

This evidence reflects an evolution towards a more efficient, structured and aligned working model with the needs of a hybrid environment, and constitutes a basis for future development of more systematized indicators.

Benefits and conclusions

Main benefits

  • Improving organizational efficiency, reducing low-value tasks and facilitating access to information.
  • Improving cross-functional collaboration, with common tools and criteria for working between teams.
  • Greater security and control of information, thanks to cloud centralization and permission management.
  • Increase of the transparència and coordination, with accessible information and shared agendas.
  • Promoting digital culture and results orientation, with a clear, homogeneous and scalable work model.

Conclusion

Endreça 2.0 has been consolidated as the AOC's working model for structuring day-to-day work in hybrid environments, guaranteeing a more efficient, orderly and collaborative organization.

The model combines tools, criteria and governance to facilitate shared work, improve coordination and ensure quality in information management.

This is an initiative that can be transferred to other administrations that want to move towards digital, structured and results-oriented work models, with a progressive implementation adapted to their needs.

Best practices

The Endreça 2.0 model is reinforced with a specific space for good practices on the Intranet, which includes short, clear and applicable tips on the use of digital tools and work management.

This space aims to:

  • facilitate the adoption of the model in day-to-day life,
  • resolve recurring doubts in a practical way,
  • and guarantee common usage criteria throughout the organization.

Good practices address key topics such as secure document sharing, the use of Teams, agenda management, goal setting, and digital security, among others.

This is a living and evolving space, which is continuously updated based on the real needs and experience of the teams, and which contributes to consolidating more efficient and coherent work habits.

Examples of published good practices (2026):

  • Monitoring of supplier contracts
  • Safe use of USB devices
  • Appropriate use of digital corporate resources
  • Security policy and responsibilities
  • Document classification and cleaning
  • Open agendas
  • Goal setting
  • Phishing management
  • Reuse of materials for presentations
  • Professional use of Teams

Status of the project

In production. Implemented throughout the organization, with continuous review and improvement.

More information

Related documentation: previous studies, specifications, presentations, reports, prototype URLs, regulations, etc. 

Closed padlock

Internal documentation (access restricted to AOC staff):