Online collaboration at Electrolux based on consumer insights<br />Ralf Larsson, Director Employee Online Engagement and D...
Online collaboration at Electrolux based on consumer insights<br />Ralf Larsson, Director Employee Online Engagement and D...
3<br />Electrolux<br /><ul><li>Sales SEK 106 billion
Op income SEK 6,5 billion
Sales in more than150 markets
A world leader in appliances</li></ul>Position<br />People<br /><ul><li>52,000 in 60 countries</li></ul>Products<br /><ul>...
E-gate - our Intranet<br />A global intranet with<br />+100 ”info portals” managedby 450 editors (EpiServer)<br />16000 re...
5<br />E-gate mission, goal and objectives<br />Mission: 	To engage people in our strategy,culture and change<br />Goal: 	...
6<br />The challenge: Changing user, leadership and workplace behaviour! Stop sending e-mails at all times.<br />
7<br />The challenge: Smarter business in real life<br />New and better ways for dialogue integrated with Lotus Notes e-ma...
E-gate mission, goal and objectives<br />Intranet Key Objectives<br />Content to inspire and engage<br />Keep employees up...
9<br />E-gate rated the best strategic channel by employees<br />How well do you feel the following channels work as a mea...
10<br />Online engagement starts with our leaders<br />
The reported value from online collaboration on Intranet<br />Reported value for speeding up innovation, networking and kn...
12<br />Involving our leaders<br />Employees can follow their leader – in a more effective and engaging way than today. Le...
  Leaders can reach their work force faster to a smaller cost
  It’s by far more engaging than sending e-mails
  Personal informal dialogue is more effective</li></li></ul><li>12<br />Another good way to involve our leaders is to get...
14<br />Involving our leaders<br />As we will move away from “flat address book” to a “social address book” (by integratin...
Usability study and our learning from social business so far <br />We involved 200 employees<br />in 4 countries – from VP...
Usability study and our learning from social business so far <br />Social business at Electrolux since Nov 2010<br />We ha...
Usability study and our learning from social business so far<br />Managers buy in crucial – how it can improve their leade...
18<br />How we create a seamless user experience<br />Employees spend on average 4 hours in the e-mail client. Our collabo...
19<br />How we create a seamless user experience<br />Very soon ALL personal profiles, including our leaders’, will be one...
20<br />     Our 450 editors can help to promoteEditors can activate ongoing communication from IBM Connections and have i...
21<br />Facilitate sharing – also via leaders<br />     Share functionality available via pc (web) and mobile.<br />     I...
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Online Collaboration at Electrolux based on consumer insights

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Ralf Larsson, viser hvordan Electrolux bruger online collaboration. Præsentationen er fra IBM Smarter Business 2011:
smarterbusinessdk.wordpress.com

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Online Collaboration at Electrolux based on consumer insights

  1. 1. Online collaboration at Electrolux based on consumer insights<br />Ralf Larsson, Director Employee Online Engagement and Development Corporate Communications, AB Electrolux<br />
  2. 2. Online collaboration at Electrolux based on consumer insights<br />Ralf Larsson, Director Employee Online Engagement and Development<br />Corporate Communications, AB Electrolux<br />
  3. 3. 3<br />Electrolux<br /><ul><li>Sales SEK 106 billion
  4. 4. Op income SEK 6,5 billion
  5. 5. Sales in more than150 markets
  6. 6. A world leader in appliances</li></ul>Position<br />People<br /><ul><li>52,000 in 60 countries</li></ul>Products<br /><ul><li>More than 40 million productsper year</li></ul>3<br />
  7. 7. E-gate - our Intranet<br />A global intranet with<br />+100 ”info portals” managedby 450 editors (EpiServer)<br />16000 readers monthly (95%), 9500 daily (60%)<br />825 team sites, 8500 members. Only closed (Sharepoint)<br />179 communities, 4500 members. Closed and public (IBM Connections)<br />Employee networking capabilities (IBM C)<br />
  8. 8. 5<br />E-gate mission, goal and objectives<br />Mission: To engage people in our strategy,culture and change<br />Goal: To deliver content, collaboration and effective self-service to Electroluxemployees anytime and from anywhere<br />Read more at: http://www.egate.electrolux.com/egate<br />
  9. 9. 6<br />The challenge: Changing user, leadership and workplace behaviour! Stop sending e-mails at all times.<br />
  10. 10. 7<br />The challenge: Smarter business in real life<br />New and better ways for dialogue integrated with Lotus Notes e-mail.<br />Drag an e-mail into this window, and discuss there. Better overview for all involved. Great for engaging your team. Can be private or public. Reduces attachments in e-mail inbox.<br />The activity area is part of IBM connections, and available via browser and mobile view.<br />
  11. 11. E-gate mission, goal and objectives<br />Intranet Key Objectives<br />Content to inspire and engage<br />Keep employees updated<br />Easy access anytime and from anywhere<br />Collaboration as integral part of business<br />Support and engage leaders<br />Implement smarter self-service<br />80%<br />20%<br />
  12. 12. 9<br />E-gate rated the best strategic channel by employees<br />How well do you feel the following channels work as a means of providing information on the Group’s goal and direction(%). Internal communication survey 2009. 8,500 replies.<br />My immediate superior<br />E-gate<br />CEO letters<br />My colleagues<br />Training<br />Very useful (9-10)<br />Useful (6-8)<br />Not useful (3-5)<br />Not useful at all (1-2)<br />Don’t know<br />9<br />
  13. 13. 10<br />Online engagement starts with our leaders<br />
  14. 14. The reported value from online collaboration on Intranet<br />Reported value for speeding up innovation, networking and knowledge sharing<br />A recent study in 440 global companies asking employees after implementing employee networking and collaboration on Intranet. <br />+80% felt more engaged (yrs5)<br />+75% knowledge sharing (yrs1)<br />+60% improved in innovation (yrs5)<br />Source: Global Intranet Report 2011<br />11<br />
  15. 15. 12<br />Involving our leaders<br />Employees can follow their leader – in a more effective and engaging way than today. Lets focus on words they appreciate: speed, reach and impact!<br /><ul><li> We can subscribe all to follow their leaders
  16. 16. Leaders can reach their work force faster to a smaller cost
  17. 17. It’s by far more engaging than sending e-mails
  18. 18. Personal informal dialogue is more effective</li></li></ul><li>12<br />Another good way to involve our leaders is to get our programs to think collaboration!<br />Product Management<br />Induction<br />Internal hiring<br />TMM extended<br />Customer Care<br />Strategy communication<br />Involving our leaders<br />
  19. 19. 14<br />Involving our leaders<br />As we will move away from “flat address book” to a “social address book” (by integrating E-gate with Lotus notes), we can involve them starting with their profiles…<br />> Profile sends a signal! Both if it’s updated or not.<br />> Our leaders already send out e-mails, and do communicate<br />> Our leaders can now communicate in a more personal way via E-gate<br />
  20. 20. Usability study and our learning from social business so far <br />We involved 200 employees<br />in 4 countries – from VP level<br />and down. Our findings<br />Users expect instant editing, like on modern external sites<br />Team Sites and Communities – they cant tell the difference<br />Integrate more or less, not half the way as per now<br />They want max 3 clicks – to everything<br />Users don’t think BLOG, WIKI or FILE. They think communicate and share<br />To reach all employees you need chocolate and balloons<br />
  21. 21. Usability study and our learning from social business so far <br />Social business at Electrolux since Nov 2010<br />We have found future ambassadors<br />The interest grows every day, it never “dipped” <br />The activity on Intranet has increased<br />Important programs are very active (R&D, etc)<br />Micro blogging works best<br />:-)<br />
  22. 22. Usability study and our learning from social business so far<br />Managers buy in crucial – how it can improve their leadership<br />It takes time for users to adjust (6 months at minimum) - Be patient<br />You need a roll-out strategy for a lot of things: communication, client, Intranet, leaders and users<br />Integration between different CMS is crucial. Goal is to avoid “context shifting”.<br />!<br />
  23. 23. 18<br />How we create a seamless user experience<br />Employees spend on average 4 hours in the e-mail client. Our collaboration areas need to be available there.<br />
  24. 24. 19<br />How we create a seamless user experience<br />Very soon ALL personal profiles, including our leaders’, will be one click away. In e-mails, calendar, chat<br />Calendar invitation Sametime (chat) E-mail<br />
  25. 25. 20<br /> Our 450 editors can help to promoteEditors can activate ongoing communication from IBM Connections and have it available on news pages, static pages, etc. It could be related blogs, bookmarks or discussions to facilitate sharing.<br />How we create a seamless user experience<br />
  26. 26. 21<br />Facilitate sharing – also via leaders<br /> Share functionality available via pc (web) and mobile.<br /> It’s a great feature for our leaders, who easily can add a personal comment to corporate styled news <br />How we create a seamless user experience<br />
  27. 27. 22<br />Our Intranet is available via work PC, home pc, mobile and plasma screens in most factories.<br />Our mobile solution is browser based, have news and people focus and collaboration spaces integrated.<br />How we create a seamless user experience<br />
  28. 28. 23<br />Upgraded IBM C 3.01 to be launched in October will change name to E-gate and be better integrated: Share the same top menu, search and own profile area. Users can more easily update own contact details than before (push to LDAP/ domino). <br />
  29. 29. 24<br />NewIntranet<br />Go-Live planned to end 2011.<br />
  30. 30. 25<br />Updates from own groups (coming from both team sites and communities), people in own network and people I follow, e.g. CEO..<br />Informal and personal information!<br />Networking and sharingpossibilities more available in news if activated (editors in control). We get a stronger connection between news and user interaction.<br />Formal information!<br />
  31. 31. 26<br />Employees go here to communicate and share. A fall<br />down menu will list own areas.<br />Top menu translated to several languages.<br />
  32. 32. 25<br />
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