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www.office.com/setup Blogs: The new admin center reached general availability one month ago. This was a big milestone in our mission to provide you with a first-class admin experience, with tools that enable you to efficiently manage all aspects of the service. We continue to evolve the admin center. This month, we focused on providing you with additional usage insights, including new usage reports, the preview of the Office 365 adoption content pack in Power BI and more role-based permissions through a new Power BI admin role. Here's a summary of the October updates: NEW USAGE REPORTS STARTING TO ROLL OUT TODAY In March, we launched the new reporting dashboard in the Office 365 admin center that makes it easier for you to efficiently monitor your service, identify issues, plan training and report back on the investment to your management. Today, we are happy to announce four new usage reports for active users, Email clients, Skype for Business clients and Office 365 Groups, that provide you with additional insights about how users in your organization are using and adopting Office 365. Here's a look at each report: Active Users report-Lets you see which of your users actively use one or more of the different Office 365 services. This report is especially helpful for admins to identify users for whom they might want to plan some additional training and communication. Often, after being assigned an Office 365 license, users need a helping hand to get started with the different services. They might not know how to activate the product or how the product can help them to be more productive. The image below shows all users that are licensed for one or more products and the last date they used any of those products. By clicking the Column icon, admins can modify the table to see which license has been assigned to a user, as well as when the license was assigned to the user. admin-center-october-1 - www.office.com/setup Blogs Skype for Business clients used r

A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther