Océ is a large international company, mainly focused on developping printers, copiers and scanners of all sizes. An important part of our business is business services. And I’m excited to tell you we recently launched an open network to collaborate with you or your company around document services, called the Document Services Valley.
We’ve been working and experimenting with social media for some time. In sept 2008 a colleagues of mine from communications and I decided we start with enterprise microblogging. Bottom up. Two big reasons were: we saw the need for horizontal communication in our organization. There was no working method or tool in place to encourage and support this. And secondly, we saw there was lots of focus on supporting formal/structured business processes. But supporting informal, unstructured information and communication processes was not addressed explicitly. It was our strong conviction these structured AND unstructured processes should be seen as a whole: they give context and meaning to each other. To me that also the meaning of social in social media. In three slides: [slide 4] many see the organization in this way (managers/IT). And lots of money is being spent on defining and supporting this process. Discrete steps, with data/info going for one step to the next.
[slide 5] most employees see it in a different way. It looks something like this. They see colleagues with certain expertise/information connected in a certain way. It’s a network or community of people.
[slide 6] As an information architect I find it important to see these worlds as a whole. They are both true. And they should both be supported in ways that are fitting. The interesting thing is the debate around e2.0 is hot around this topic over the last three-quarters of the year. More discussions about Social business, BPM and social media etc.
At that time, in Sept. 2008, Yammer won Techcrunch Disrupt. We’d been comparing solutions and decided to go for Yammer. It was free and easy to set up. And free was a good thing due to Océ’s and the world’s economic situation at that time…
I can say microblogging has been a big success, also compared to other social tools we rolled out, like blogs and wiki’s. We now have over 2000 members and it’s growing and growing. We hardly advertised it. Word of mouth did most of the growing. We see the number of active members also growing. &gt;1% active users as in Wikipedia. We see the number of different departments and countries growing. More use in Sales and Services for instance. Usage pattern: Start to try Yammer, share some basic stuff, after some time: start thinking about change info and communication processes in your team, project, department or over departments, then: try to tie microblogging to business processes. We also measure business value by asking users live and in Yammer. We ask for soft and hard results (numbers and stories).
Learning points: - microblogging is easy for most, not for all. Don’t think you don’t have to train (functionality) and explain (concept). - culture &gt; closed culture, formal barriers between R&D and the rest e.g., communicate openly, management essential in the end for continuation. Make decisions what to share and what not. - moderation is key &gt; Yammer is a community, moderate it closely, encourage, connect, etc
We see Yammer showing it real value when it connects to the formal business processes. This is the present and the future for us. We are currently experimenting with Yammer to improve information and communication processes between three of our chemical plants. To improve horizontal and vertical communication. They currently use paper journals. These aren’t shared between teams and plants. And not with management. We want to open this up to speed up the processes within the factories. By the way, this experiment was preceded by a project to work in self-steering teams. Culture change! And this experiment will be done in parallel with a project to improve decision making. We hope to be able to share our results soon on my blog and/or a next conference/summit. I regret I can’t share results just now yet. As for now, management is very excited to move this way, the team leaders and operators are as well.
Slides Presentation for Royal Haskoning about Knowledge Management at Oce
KM @ Océ
Samuel Driessen - Information Architect Océ-Venlo
Who’s working on/responsible for IM/KM?
Océ in Sum
21,500 people worldwide
Annual revenue 2009:
€ 2.648 Billion
Net Income 2009:
€ - 47.134 Million
Worldwide distribution in 90 countries
Direct sales and services in 30 countries
10 R&D-sites in 9 countries
Business: Printing, scanning, copying products
and services (B2B)
New!: Document Services Valley
No formal KM role or department
responsible for quality
Information Management department
Technical Configuration Managers
information access policy
Research > product concept development
personal and team handling of documents and
managing documents and information in companies
finding experts in the organization
> Practice what you preach!
Process, Quality and Information
map information and knowledge processes and tools
give overview over and improves IM/KM processes
advise and supervise improvement projects
focus on primary process: PCP
Venlo responsibility, R&D-M&L focus
Architecture of the
Strategic Plan Process
Future Information Architecture and Roadmap
Model, detail elements
Knowing Knowledge Work
Were you ever taught
to be a knowledge
Environmental Analysis, Some Trends
Information = Social (context!)
Openness (work and organization) - Sharing is power!
Consumerization of IT
IM and KM require a change in culture from
secretive to public, individual to corporate, and
paper to electronic.
“These experiments with technology have not taken
hold in part because they have seldom been
accompanied by organisational change.” [Davenport]
All solutions eventually fail! (dynamics of
Technology never leads
Challenges for IM/KM
Mixed environments paper & digital documents
20% of the knowledge capital of any organization is
still in paper format!
Show direct and indirect costs (hidden costs)
No barriers for user (all levels) - connect to actual
Refer to Snowden’s KM Principles
step 1 step 2 step 3 step n
Business Process or…
General vision on Information
Manufacturing Transactional Knowledge Work
Types of Work
Info = lifeblood!
Managing (un)structured info
Manufacturing Transactional Knowledge Work
Types of WorkNetwork effects
Towards Integrated IM/KM
easy to use and connect to way people work (think Sharepoint)
(for user) no extra application
accessible from much used applications
‘light weight’ versioning support (i.e. without extra user costs)
triggers users to act (alerting)
support gathering and distributing of meeting documents
Towards Integrated IM/KM 2
support bundling information (piles)
supports printing of bundles of information
gives insight in context of information (quality, changes, progress)
implicitly roll out R&D policy w.r.t information and knowledge
Where do I share and store my info?
Wiki U C Y C Team, n-n
Blog U C N C Pers./Team, 1-n
Sharepoint U C Y F Team, n-n
Compass S P N C Pers., 1-n
(DocFinder) S P N F Pers., 1-n
FTP U P N F Team, 1-n
SND U C N F Team, 1-n
Link to blogpost
Diagram ‘Where do I share… info?’
info = No
info = Yes
Position Statement, Some Statements
Information is not integrally managed (end2end,
Business process needs to be detailed/defined
Not ready for open organization (mindset, security)
Managing all info types consistently and in context
Detailing Phase In Operationalize
Proto (To Approved) Part
Feasibility & Definition
LM-2 EPT-D EPT-C R-EPT PP-0 PP-1 PP-2 PP-x
Approved (To Master) Part Master (To Regular) Part
Proto (To Approved) Process Approved (To Master) Process Master (To Regular) Process
Proto Tooling Engineering Tooling Production Tooling
M2 M3 M4 M5 M6 M7
Technicum Pilot Plant Factory
Pilot Assy Assembly Factory
1. Architecture process
"Architecture is the transformation of business strategy and stakeholder's
purposes into product qualities and product technology resulting in a
structure of components of a system, their interrelationships, and
principles and guidelines governing their design and evolution over time."
Validation of product concept in the context of the product lifecycle
M1 content (incl
EPA, NEN, DIN..)
- funct, phys and TA
- choices& rationales
(functional & TA)
Key Input Key OutputActivities Architecture Process
Validate system in
Map to physical
Process Architecture Principle (one)
Integral business processes determine the
optimal system solution.
Rationale: organization follows process
Implications: R&D and M&L processes are redefined,
and organizational structure, roles & responsibilities
could change. Business processes are described
and managed centrally (unified).
Method Architecture Principles (one)
Persons should have all but not more rights to
content than needed at the actual point in the
Rationale: Globalization. Internally and external
collaboration. Access to content is needed. E.g.
Implications: Security is not geographically or
organizationally organized. Every combination of
people and access rights and objects/processes
should be possible and will be defined explicitly.
ext x ext y
Future Information Architecture
Research EngineeringDevelopm. ServiceLogisticsManufact.
- use Sharepoint for
Remark: wiki/blog not in
- use wiki/blog for cross-
project/dep. info, such as
- design info
- create/edit prod.
- create/edit resource
View on PSD, SDD, ERD, EDD, FRD, …,
parts, designs, structures
- store project info and
prod. info, norms, etc.
also use as intranet,
service portal and KB
Architecture Design Construction Industrialization
2000+ members and growing
# active members growing
# different departments & countries growing
try microblogging, share some basic stuff
think about change info and communication processes
tie to business processes
Measure soft and hard value
Microblogging not easy (concept/tool)
Culture (Guidelines and Guidance)
Moderate! It’s a Community…