How Schneider Electric Connects Over 140,000 Employees Around the Globe
 

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How Schneider Electric Connects Over 140,000 Employees Around the Globe

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Schneider Electric needed to revolutionize its business processes. Schneider chose enterprise social networking to discover in-house expertise, to collaborate more effectively across regions, and to ...

Schneider Electric needed to revolutionize its business processes. Schneider chose enterprise social networking to discover in-house expertise, to collaborate more effectively across regions, and to create a single destination for all knowledge.

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  • Hello everyone and welcome. So who is Schneider Electric? At a glance you can see Schneider Electric is a very large company.We have 24 billion euro in revenue with 41% of our sales in new economiesMore than 140,000 staff and devote 4-5% of our revenue to R&D efforts We make everything from plug to plug. Meaning when you plug something in we make all of the components that bring and protect the electricity being brought to you.Some of our major brands are APC, Square D.We work with our customers and promise that our solutions can save up to 30% of their current energy usage which in a large industrial setting can amount to allot of money.
  • At Schneider Electric we are a company of acquisition.The many years of acquisitions have created many business challenges and added thousands of new staff.Along with the growth in our newly acquired acquisitions it has also created many new silos and a created additional disconnects between the newly acquired staff and existing staff.When you add geography, culture and language barriers along with the acquisitions it was clear that we needed to do something to bring everyone together. We needed one web based collaboration platform for all.
  • So what did we do?We created a new platform. The social enterprise desktop! Since renamed to Spice.We aligned with our company program that was designed to connect our staff efficiently anywhere anytime to each other and our customers.Our journey would contain things like Customer centric collaboration & knowledge,Cultural transformation, Information accessincreased Employee productivity and shared practices
  • Why did we choose tibbr?We chose tibbr because it is simple and easy to useTibbr allows for a vast amount of application integrationsTibbr has a very solid mobile platformThe subject model is hierarchical One extensible web platform allows for rapid adoption getting everyone connected
  • What does our solution look like?One portal that can facilitate total enterprise collaboration.The backbone of our collaboration platform is tibbr.The plaform currently includes some of the things you see here such as Box, Formvine, SFDC & Webex with more coming over the next few years.
  • How did we deploy Spice?We deployed starting with gathering all of our existing communities and moving them in Spice.We then started a phased deployment and eventually opened the application to all knowledge workers in a big bang.
  • Constant change – requires harmonization of many systems creating user fatigueCultural impact – Many people don’t see the value or how it can benefit their teams, not the way in which they are used to workingNot only on boarding of new employees, but of entire organizations – requires Stakeholders concerned about additional efforts required, as well as too much transparencyPrivacy concerns – Publicly posting information (Sharing vs. Messaging), “It’s a Waste of time and a distraction”, “Not a productivity tool”Misconception of ‘Social’ in a business contextWe realized that deploying to such a huge audience would require help. So we created a global adoption network. This initiative is still in progress. We are working to have a collaboration leader appointed in every country and a collaboration champion in every site. The theory is that this would create a direct connection between our program and members. This way we can pass through information, receive feedback and work directly to support a region in need.
  • Success storiesInformation is being shared more openly – Schneider is starting to know more about what Schneider knowsSolutions are being found to important business questionsQuestions are getting answeredTeams and expertise are evolvingCommunities of interest and practice
  • How are we measuring the change?We have weekly reporting by country and business unit that provides information based on two categories of users, collaborators (users logged in but not participating) and contributors (users logged in and posting, replying, liking, etc…As you can see we have activated our 95,000 knowledge workers and have seen 45,000 login once to date.Of the 45,000 more than 32,000 return each week giving us a 70% return rate which is pretty impressive.In 2014 we will work on converting the collaborators to contributors by integrating our intranet and some global communications,
  • Because of the change in workflow the we build they will come wont work there has to be communication, training and sponsorship.Open enterprise – more communications happening, expectations, Least restrictive model, Change to more democratic environment, Positives- new expectations and understandings, faster delivery times, more access to knowledge
  • Story showing that change management and business transformation is a process, and takes some time: and SE has gotten it right, but see where we started from to see the real impact.Story to tell: Early launch phase, a regular user who was very creative had a short video created for his small team being deployed on tibbr.It was much better than the official video that was created by the internal communications departmentThe user-created video was just posted to that person’s small team that was just deployed on tibbrIt quickly went viral, and everyone on tibbr at that early stage (~1500 people) loved it, and said so.Internal Comms felt that they had lost control of the messaging about tibbr, even though these types of activities are exactly why tibbr was being usedThe video was pulled down as a formal request against the wishes of the person who posted it to his small team. He wasn’t trying to make things better for everyone, just his small team.After lots of focus on what transformation we are trying to achieve, lessons on change management, time to learn and appreciate what social does for an organization, I’m happy to say, that video is now being used for Spice, and the person who created it was appointed to the Spice Adoption Team – it is a great example, of how these things take time, of why social is different, of why it is not just a product purchase but a commitment to change; of why it is a good idea to have experts like tibbr Strategy Services helping to guide you; and of why it is worth it, and there is real value to the entire organization, and customers and shareholders when you succeed with these opportunities.Thank you!

How Schneider Electric Connects Over 140,000 Employees Around the Globe Presentation Transcript

  • 1. Presented By: Leading a Controlled Revolution Marc Gelinas Sr. Mgr. Collaboration Platform Adoption © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information.
  • 2. Schneider Electric at a glance 24 The global specialist in Energy management billion € sales in 2012 of sales in new economies 150,000+ people in 100+ countries 4-5% of sales devoted to R&D Making energy: • • • • • Safe Reliable Efficient Productive Green of world final energy consumption Energy usage 41% Energy production & transmission Covering A Recognised Sustainable commitment © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 2
  • 3. Some of our business challenges  If only Schneider knew, what Schneider knows..  Schneider Electric is comprised of over 100 acquisitions  Many lines of business and functions spread globally  More than 140,000 people without a single global connection other than messaging  Varying geographical and cultural dynamics complicate the ability to collaborate globally © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 3
  • 4. Why have a social enterprise program? Organic Growth New Acquisitions Diverse Cultures If only Schneider knew, what Schneider knows! • Customer centric collaboration & knowledge sharing New Company Program 2012-15 • Cultural transformation • Information access Connect for Efficiency • Employee productivity and shared practices © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 4
  • 5. Why we chose tibbr Easy to Use Mobile Experience Integrations Subject Model Rapid Adoption Everyone Connected © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 5
  • 6. The Solution – Social Enterprise Desktop An Enterprise-wide Social …that Applications can plug into over time Collaboration Platform… A Collaborative & Personalized Employee Portal … …with capability to search for content across applications Blogs Wikis Lotus Notes © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 6
  • 7. Our deployment model Add structure in a revolutionary technology Revolution • • • • Structured Revolution Fast Deployment Unstructured Many Users More clean up later phases • • • • Phased Deployment Focused communities Focused locations No clean up, deployment as you deploy Structured • • • Slow Deployment Slow adoption of users Slow innovation Make it viral, quite automatic with few core team resource involvement © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 7
  • 8. Implementing via a global adoption network © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 8
  • 9. Signs of transformation  Rapid responses from experts answering questions  Feedback from across the enterprise using polls and surveys  Issues getting resolved faster  More communities being formed © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 9
  • 10. Measuring the change Adoption Trends 95,000+ Accounts activated on tibbr & Box x5 ~45,000 x 13 650 K Employees have connected to date 5% 10% 85% ~500 Originators Augmenter s Readers New Logins every week 114 30K Countries have users connecting ~70% 50K 6K Users return every week 2012 2013 Collaborators © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 2012 2013 Activity levels 10
  • 11. Key take-aways 1. Implementing a Enterprise Social Platform requires sponsorship, communication, and planning 2. The application of Enterprise Social works best when you start small and grow organically 3. A communication strategy is essential to the success of an enterprise social platform 4. Social Collaboration is not a ‘skill’ that can be taught overnight, it evolves through practice and embracing behavioral change 5. Be prepared for a more active, collaborative and open enterprise © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 11
  • 12. Thank you – Q&A If only Schneider knew, what Schneider knows.. …it is possible! © Copyright 2000-2013 TIBCO Software Inc. All rights reserved. TIBCO Confidential & Proprietary Information. 12