WEB BASEDWORKJoão Günther Amaral16/05/2013Study and conclusions aboutwebization opportunities @Sonae
51%SONAE INDÚSTRIASONAE MCFood RetailSONAE SRSpecializedRetailSONAESIERRAShoppingCentresSONAECOMTelecom,SSI & MediaSONAE R...
SONAE MC SONAE SR SONAESIERRASONAECOM SONAE RP INVESTMENTMANAGEMENTCOREBUSINESSESCOREPARTNERSHIPSRELATEDBUSINESSESACTIVEIN...
SONAE MC SONAE SR SONAESIERRA SONAECOM SONAE RP INVESTMENT MANAGEMENTGLOBAL FOOTPRINT2. CORPORATE PROFILE/* June 2012 (inc...
4. KEY FIGURES/2011Market CAP0.92B€Recurrent EBITDA661M€Turnover5,738M€Financial Net Debt2,660M€Free Float0.43B€Net Income...
97 stores5,000m2 sales areaCONTINENTEMODELO/ BOM DIAMini-hypermarketsand supermarkets*BOOK.ITBook storesCONTINENTEHypermar...
ELECTRONICSDIVISIONWORTEN*White goods, consumer andentertainment electronicsWORTEN MOBILEMobileCommunications9M12* Not inc...
FASHIONDIVISIONMODALFAApparelZIPPYClothes and accessories for children9M12* * included: franchise stores100 stores (47 in ...
SPORTSDIVISIONLOOPCasual Footwear112 stores (35 in Spain)109,000sqm sales areaSPORT ZONESport9M129 stores1,000sqm sales ar...
CloudSocialMobileConsumerizationof ITBusiness SocialIn an enthusiastic start we EXPLORED TRENDS and available SOLUTIONS to...
What tosolve?And we decided to ask ourselves what Web Based Work means and where it can beapplied…Web Based Work is a solu...
WebBasedWorkFor the scope of our project Web Based Work was defined as…Use of collaborative business tools to helppeople i...
We defined the main value drivers and approach for WbW: to enable Sonaeimproving Communication, Collaboration , Knowledge ...
15- Customer immersion sessionswith Microsoft, focused inexperimentation of differentsolutions- Presentations by BCG, GFI ...
16External partners Other sourcesEnterprise 2.0ConferencePartners and Case Studies made us aware of the immaturity of over...
We need to start from the beginning, i.e. by opportunities and specific problems.Success is highly determined by way a PRO...
Internal Communication – Campaign Management1ObjectiveWhat we did…- Improve communication of campaigns between stores and ...
20Internal Communication – Campaign Site1From emitter to receptor orientationBefore After
21Internal Communication – Campaign Site1Evolution after the pilot with intensive use
Internal Communication – Campaign Management1ObjectiveWhat we did…What welearned…Potentialfuture use- Improve communicatio...
Own brand feedback3ObjectiveWhat we did…- Capture all employee’s feedback regarding own brand products- Understand the pro...
“We need a websiteto captureemployee’s pro activefeedback on ownbrand products”PILOT SCOPE“We need a websiteto captureempl...
25Own brand feedback3Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)Favoring coverage o...
Own brand feedback3Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)Favoring usability an...
For each problem we need adapted solutions: usability, scope, breadth…Own brand feedback3Need 1:Reactive Feedback(before o...
Own brand feedback3ObjectiveWhat we did…What welearned…Potentialfuture use- Capture all employee’s feedback regarding own ...
…define & solve!EVOLUTION AFTER THE PILOT: CHALLENGE TO INTERNAL TEAMSContinente ReviewInterpretation of the challenge que...
DESIGNING THE SOLUTION USING NEW RECIPEContinente ReviewHow to define a product review• Identifying aspecific product• Ass...
31EAN through keyboardEAN through scanning Search results Review layoutEVOLUTION AFTER THE PILOT: SOLUTION DEVELOPED BY UN...
Define thePROBLEM…(WHAT)…the PEOPLE whohave the problem…(WHO)…the CONTEXT inwhich the problemoccurs…(WHERE)And ensure ther...
CreateCOMPELLINGSOLUTIONS…(HOW)BuildINCREMENTALLYand reuse(HOW)…MixedCOMPETENCIES(WHO)TECHNOLOGY is anenabler(HOW)-We are ...
CULTUREMEASURE adoptionCOMMUNICATEsuccessGOVERN andREVISIT frequentlyCHANGEMANAGEMENT-Check the culture of the company bef...
Several companies are approaching Web Based Work by puting in place a neworganizational structure with Directors for…- Lea...
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201305 IT Simplification Web Based Work sonae

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201305 IT Simplification Web Based Work sonae

  1. 1. WEB BASEDWORKJoão Günther Amaral16/05/2013Study and conclusions aboutwebization opportunities @Sonae
  2. 2. 51%SONAE INDÚSTRIASONAE MCFood RetailSONAE SRSpecializedRetailSONAESIERRAShoppingCentresSONAECOMTelecom,SSI & MediaSONAE RPRetail RealEstate2. CORPORATE PROFILE/EFANORSONAE63%SONAE CAPITAL52%SONAEINVESTMENTMANAGEMENT100% 100% 50% 53% 100% 100%
  3. 3. SONAE MC SONAE SR SONAESIERRASONAECOM SONAE RP INVESTMENTMANAGEMENTCOREBUSINESSESCOREPARTNERSHIPSRELATEDBUSINESSESACTIVEINVESTMENTSSONAE2. CORPORATE PROFILE/
  4. 4. SONAE MC SONAE SR SONAESIERRA SONAECOM SONAE RP INVESTMENT MANAGEMENTGLOBAL FOOTPRINT2. CORPORATE PROFILE/* June 2012 (including operations, service to others, representative offices, partnerships and franchising agreements)65 COUNTRIES
  5. 5. 4. KEY FIGURES/2011Market CAP0.92B€Recurrent EBITDA661M€Turnover5,738M€Financial Net Debt2,660M€Free Float0.43B€Net Income *103M€CAPEX475M€* attributable to the group
  6. 6. 97 stores5,000m2 sales areaCONTINENTEMODELO/ BOM DIAMini-hypermarketsand supermarkets*BOOK.ITBook storesCONTINENTEHypermarketsWELL’SChemist, healthand beauty9M12FOODRETAIL38 stores282,000m2 sales area18 stores5,000m2 sales area143 stores255,000m2 sales area143 stores12,000m2 sales area5. BUSINESS PORTFOLIO/Core BusinessesBrandsBOM BOCADOCoffee Shops andRestaurants* Includes Continente Bom Dia* Includes franchising
  7. 7. ELECTRONICSDIVISIONWORTEN*White goods, consumer andentertainment electronicsWORTEN MOBILEMobileCommunications9M12* Not included: Worten Gamer and Azores INSCO stores45 stores1,000 sqm sales area184 stores* (41 in Spain)220,000 sqm sales area5. BUSINESS PORTFOLIO/Core BusinessesPortfolio* Includes franchising
  8. 8. FASHIONDIVISIONMODALFAApparelZIPPYClothes and accessories for children9M12* * included: franchise stores100 stores (47 in Spain and 13 in Middle East)33,000sqm sales area112 stores58,000sqm sales area5. BUSINESS PORTFOLIO/Core BusinessesPortfolio
  9. 9. SPORTSDIVISIONLOOPCasual Footwear112 stores (35 in Spain)109,000sqm sales areaSPORT ZONESport9M129 stores1,000sqm sales area5. BUSINESS PORTFOLIO/Core BusinessesPortfolio
  10. 10. CloudSocialMobileConsumerizationof ITBusiness SocialIn an enthusiastic start we EXPLORED TRENDS and available SOLUTIONS to reinforceWeb Based Work at Sonae
  11. 11. What tosolve?And we decided to ask ourselves what Web Based Work means and where it can beapplied…Web Based Work is a solution!What problems are we trying to solve?
  12. 12. WebBasedWorkFor the scope of our project Web Based Work was defined as…Use of collaborative business tools to helppeople in organization to find each other, learnfrom each other, and to use these connectionsto improve the organizations effectiveness andefficiency
  13. 13. We defined the main value drivers and approach for WbW: to enable Sonaeimproving Communication, Collaboration , Knowledge Sharing and Talent FindingFrom Technology Driven Approach To Value Driven Approach
  14. 14. 15- Customer immersion sessionswith Microsoft, focused inexperimentation of differentsolutions- Presentations by BCG, GFI andAccenture regarding differentaspects of Web Based Work- Other contacts with differentexternal partnersExternal partners- Analysis of multiple casestudies, documents and analysisof international best practices- Detailed bibliography includedin annexesOther sources- Presentations at Enterprise 2.0Conference confirmeddiagnostic made through casestudies and partnersEnterprise 2.0ConferencePartners and Case Studies made us aware of the immaturity of overall status of webbased work
  15. 15. 16External partners Other sourcesEnterprise 2.0ConferencePartners and Case Studies made us aware of the immaturity of overall status of webbased workOverall high immaturity in the business use ofcollaborative tools with weakly defended expectationsstill needs to find a way to deliverreal business value
  16. 16. We need to start from the beginning, i.e. by opportunities and specific problems.Success is highly determined by way a PROBLEM is specified… and openness to learnInitial set of recommendations1. Solve specific problems2. Guarantee sponsoring3. Build incrementally4. Measure and communicate success5. Adequate governance model6. Change management process“If I had an hour to save the world I would spend 59 minutes defining the problemand one minute finding solutions”Albert Einstein
  17. 17. Internal Communication – Campaign Management1ObjectiveWhat we did…- Improve communication of campaigns between stores and backoffice- Involve all stakeholders and understand real business problem- Develop new site and processes focused on input from different areas19
  18. 18. 20Internal Communication – Campaign Site1From emitter to receptor orientationBefore After
  19. 19. 21Internal Communication – Campaign Site1Evolution after the pilot with intensive use
  20. 20. Internal Communication – Campaign Management1ObjectiveWhat we did…What welearned…Potentialfuture use- Improve communication of campaigns between stores and backoffice- Involve all stakeholders and understand real business problem- Develop new site and processes focused on input from different areas- Start with the problem in mind: Receptor (store) is in trouble- Build incrementally with all stakeholders involved (HR, DUN, MKT, Store)- ReUse best cases available that have worked before (e.g. Microsoft site to promote Windows 7 Worldwide)- Involve dedicated “development” team to implement pilot with constant feedback for immediate results- Usability of solutions in change management process is critical for success- Involving users through gamification makes tools appealing- Replicate to additional campaigns – start with “Regresso às Aulas” and Product Launching at Optimus- Use experience and lessons learned to change overall communication process (not only campaigns) 22
  21. 21. Own brand feedback3ObjectiveWhat we did…- Capture all employee’s feedback regarding own brand products- Understand the problem (with Quality Department and DCP): 2 problems – 2 solutions- From creating a website to analysing all available options: SMS, IVR, website, app23Characterize problem and find solution that fits scope and coverage
  22. 22. “We need a websiteto captureemployee’s pro activefeedback on ownbrand products”PILOT SCOPE“We need a websiteto captureemployee’s pro activefeedback on ownbrand products”“…Services”“…Brand Loyalty”“…Customer Service”“…Online Deliveries”…Own brand feedback3Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)24“We need a websiteto captureemployee’s pro activefeedback on ownbrand products”“We need a websiteto captureemployee’s pro activefeedback on ownbrand products”
  23. 23. 25Own brand feedback3Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)Favoring coverage of audience: any mobile phone userAny Mobile Phone
  24. 24. Own brand feedback3Framing the problem differently (WHAT, WHO) resulted in a different approach (HOW)Favoring usability and charm: any iOS, Android or Windows Mobile Phone user
  25. 25. For each problem we need adapted solutions: usability, scope, breadth…Own brand feedback3Need 1:Reactive Feedback(before or afterproduct launch)Capture employee’ssolicited feedback on ownbrand’s productsAllow employees to givefeedback on own brand’sproducts on their own will and inan easy, timely and worthwhileway.Need 2:Pro active Feedback  27
  26. 26. Own brand feedback3ObjectiveWhat we did…What welearned…Potentialfuture use- Capture all employee’s feedback regarding own brand products- Understand the problem (with Quality Department and DCP): 2 problems – 2 solutions- From creating a website to analysing all available options: SMS, IVR, website, app- Small steps are critical –build on already existing solutions and drive adoption strategy- Governance and Sponsorship is critical: Even the best processes have a small of adoption at the beginning- REUSE: the best solutions were near (Optimus, Npolls) – the right questions will lead to the solution- Be compelling and context oriented – provide users with flexibility, convenience and a reason to use- Technology can be both a path to success or a limitation (over complex sms requiring feedback)- Do not use a hammer if there are no nails- Capture customers feedback regarding own brand products (and not only customers)- Increase overall number and breadth of feedback- Promote non-solicited (e.g. proactive) feedback by both employees and customers28Characterize problem and find solution that fits scope and coverage
  27. 27. …define & solve!EVOLUTION AFTER THE PILOT: CHALLENGE TO INTERNAL TEAMSContinente ReviewInterpretation of the challenge questioning based principles[…] Collect employee feedback […] about own brand products from CONTINENTE […]in its usage context?What is a review?Smartphone app?How to classify a product? 1-5?How to identify a product?May I see other users reviews?How to motivate employee to opt in?How to give feedback to who submits reviews?Do I need Internet access to use thesolution?!29
  28. 28. DESIGNING THE SOLUTION USING NEW RECIPEContinente ReviewHow to define a product review• Identifying aspecific product• Associate Photos• Assign Comments• Classifying one ormore dimensionsof the product• Question relatedwith the product,product category,or generic• Progressiveclassification ofproduct• Allow no answer?• Price: purchasedate? Currentprice?• Suggest reviewsbased on pastpurchases
  29. 29. 31EAN through keyboardEAN through scanning Search results Review layoutEVOLUTION AFTER THE PILOT: SOLUTION DEVELOPED BY UNIVERSITYSTUDENTS IN AN OPEN INNOVATION ENVIRONMENT
  30. 30. Define thePROBLEM…(WHAT)…the PEOPLE whohave the problem…(WHO)…the CONTEXT inwhich the problemoccurs…(WHERE)And ensure theright SPONSORSHIP-Focus on solving specific and clearly defined problems-Here is where you must spend most of the time-Identify all problem owners and contributors-Collaboration problems have many stakeholders-The context is crucial for the adoption… create the context if needed-Analyse expected and unexpected use cases from every stakeholder-Make sure the project is adequately sponsored-Discard the project if sponsorship not availableExperience and pilots resulted in the following recommendations for the“webization” of collaborative processes at Sonae: Start with the PROBLEMKey issues32-Intranet-Yammer-Centro-Loja-Emitter-Receptor-Desktop-Mobile-Office /HomeChangeNew innitiatives
  31. 31. CreateCOMPELLINGSOLUTIONS…(HOW)BuildINCREMENTALLYand reuse(HOW)…MixedCOMPETENCIES(WHO)TECHNOLOGY is anenabler(HOW)-We are working on the non-compulsive side of the business: Make it useful-Gamification, rewarding and leaderboards may help-Start small and aim higher: focus on “baby steps” with final roadmap in mind-Do not reinvent the wheel: Check for existing solutions-Technical (non IT and IT) skills are not enough to solve the problems-Use different skills to design compelling solutions - soft skills mix, age, … are crucial.-Do not throw technology at users, even when they are asking for it (Big Data, RFID, …)- Adapt technology to problem, users, context and solution not the other way roundHaving defined the problem and its context we can now focus on the SOLUTIONusing a stepwise approach.Key issues33
  32. 32. CULTUREMEASURE adoptionCOMMUNICATEsuccessGOVERN andREVISIT frequentlyCHANGEMANAGEMENT-Check the culture of the company before forcing adoption any new solution.-Do not blame the culture of the company for bad specifications and solutions.-Identify and implement KPIs that can be regularly assesse-Measure adoption evolution-Develop a governance model: processes, teams and resources needed for adoption-Collaborative solutions have a short life cycle - measure and revisit solutions frequently-Be prepared to spend a lot of time managing change or making change happen.-Adoption will only occur if the solutions are compelling and really make work easierHaving defined problem and solution we need to focus on ADOPTION and beprepared to fail.Key issues34
  33. 33. Several companies are approaching Web Based Work by puting in place a neworganizational structure with Directors for…- Learning and Talent Development- Enterprise 2.0 Program Manager- Integrated Workforce Experience (IWE) and Community- Contemporary Work Practices- Internal Communications and Collaboration- Learning and Collaboration- Enterprise Social Collaboration and Technology Adoption35

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