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Kawasaki's collaboration journey at motorspeed - Engage 2017

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Presentation held at Engage 2017
Learn how adoption of Connections at Kawasaki Motors accelerated from pilots to general adoption for all of Europe. Connections grew through small Communities of Practice - proving real business value through real work scenarios. Work scenarios that replaced old ways of working with new ways to work. See how Kawasaki was leveraging adoption through Kudos Badges and a brand new XCC homepage.

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Kawasaki's collaboration journey at motorspeed - Engage 2017

  1. 1. Kawasaki's collaboration journey at motor speed Tuesday, May 9 | 14:45 - 15:05 | B. Okapi 2 © Copyright & proprietary Silverside B.V. 1
  2. 2. Sasja Beerendonk © Copyright & proprietary Silverside B.V. 2 s.beerendonk@silverside.com
  3. 3. Agenda ⌾ About Kawasaki ⌾ About Silverside ⌾ PACE ⌾ Once upon a time … ⌾ Plan: Pilot groups COP’s ⌾ Acquire: New way of working scenarios ⌾ Acquire: New intranet using XCC ⌾ Change: Me – We – Key scenarios © Copyright & proprietary Silverside B.V.
  4. 4. Kawasaki Heavy Industries Japan (KHI) Kawasaki Motors Europe N.V. (KMEU) Branch offices Private Distributors © Copyright & proprietary Silverside B.V.
  5. 5. © Copyright & proprietary Silverside B.V. 5 Kawasaki branches UK Frankrijk Spanje
  6. 6. Celebrating 120 years in business © Copyright & proprietary Silverside B.V.
  7. 7. Silverside profile • One stop shopping: from advise, definition, realisation, implementation, support and hosting of ‘best of breed’ enterprise systems • Established in 1998, still growing and profitable • 20 consultants working directly for Silverside and a network of 25 consultants we work closely with • Located in Capelle aan den IJssel (near Rotterdam), with satellite offices in strategic regions across the globe • About 200 customers in Europe in several segments of the market • Prominent partner status at both IBM and Microsoft • Internationally recognized as a speaker in Social Collaboration and Document Management fields • All Silverside shareholders are actively involved with the organisation on a daily basis • Strategic partnership with collaboration guru, Michael Sampson © Copyright & proprietary Silverside B.V. 8
  8. 8. Why Our vision is to make people more productive in their daily work, by providing smarter collaboration tools. We believe that the biggest challenge in creating a collaborative business is the end-user’s adoption of the new technology. © Copyright & proprietary Silverside B.V. 9
  9. 9. How We pace organisations across EMEA in their journey of transforming into a collaborative business. We design a race plan for your organisation, taking into account the necessary gear, energy and resources, for achieving the vision. © Copyright & proprietary Silverside B.V. 10
  10. 10. What We make a [P]lan for the change Take action in the [A]cquire phase to make it real with the latest IBM & Microsoft tools we motivate people with an adoption strategy in the [C]hange phase Then we provide ongoing support and improvement of the adoption of the platform during [E]nhance © Copyright & proprietary Silverside B.V. 11
  11. 11. © Copyright & proprietary Silverside B.V. 12 © Copyright & proprietary Silverside B.V. 12 © Copyright & proprietary Silverside B.V. 12 © Copyright & proprietary Silverside B.V. 12 12 Once upon a time…
  12. 12. Community of Interest Team Community Project Community Community of Practice Company Employees Long term Short term Plan © Copyright & proprietary Silverside B.V.
  13. 13. Target audience: Cognos developers Cognos key users All employees Goal: Effective implementation of Cognos in KME Need to change (what problem will it solve): Collaborate (co-operate & communicate) in a more efficient and structural manner. Support in steps, and bi-directional: Developers  Key-users  End-users. WIIFM: For Developers: Increased efficiency and a lowered support burden. Process control, monitoring activities, less emails. Key-Users: Increase communication amongst them, a central place for finding information, provide feedback / input to the developers. End-users: Stronger relationship between KU and EU. Faster answers. Better support. Work agreements: 1. End users search for information first in Kawa Connect. 2. If information is not in there already, they will ask a question in a Forum. 3. Other members have responsibility to reply / answer the known solution or give possible suggestions, or give an expectation of when an answer will be found. ‘ Stop with / Start doing’ patterns Stop using e-mail / be pro-active and self supporting. Description: Share knowledge amongst developers, key-users and end-users about the cognos tools they use. Provide support to end-users, and peer-to-peer support (collaboration between different user groups). Tools used: Wiki  Glossary & past-problems Forum  Ask / answer questions and issues Activities  Development, planning and testing Bookmarks  More info on external help sites Main Community: Open for all Sub-community for Development and Key-users Building a Cognos Knowledge Center © Copyright & proprietary Silverside B.V.
  14. 14. Target audience: Branch management, CPO, R&D, Staff (all KME) Goal: Create accessible, central, trusted, detailed market data. Need to change (what problem will it solve): Reduce duplicate work Maximise the strength of the KME network Increase market knowledge WIIFM: More information by combining knowledge. Awareness of available knowledge Less searching, more editing. Work agreements: 1. End users search for competitor information in Kawa Connect Blogs (recently) or Wiki (trusted, structured). 2. If information is not in there already, they will share it in a blog (or in the Wiki if they are R&D). 3. Employees may write in their own language in the Blogs. The Wiki is in English. ‘ Stop with / Start doing’ patterns Stop emailing R&D to provide new competitor information or ask if there is some information / Start in community as the 1st place to search and contribute. Stop saving local files / Start sharing information in Blog Wiki. Stop using email with Cc: (and forget to include people) / Start sharing more openly through Blogs. Description: Increase market knowledge by making it easier for employees to share new information and find available information. Reduce duplication of work, and work-load of R&D. Tools used: Blog  Members provide input on new public market data (possibly with pictures). Wiki  R&D staff publishes structured market data in comparable format (members can read only). Bookmarks  Direct links to external competitor sites, corporate pages Main Community: Open for all (Public) Tags  Create structure and gudielines for consitent tagging. Wiki  Help/Howto page (link to from Community description) Increase public competitor knowledge © Copyright & proprietary Silverside B.V.
  15. 15. © Copyright & proprietary Silverside B.V. 16 Acquire
  16. 16. © Copyright & proprietary Silverside B.V. 17 Acquire Making it matter Why are we choosing this platform? What is the thought behind it? How will it help us? © Copyright & proprietary Silverside B.V.
  17. 17. 18 Acquire Making it about Kawasaki's mission statement “Our mission is to enable riders to more completely control high- performance machines, and enjoy the pleasure of riding. Helping riders realise this simple and innate desire is the goal of Kawasaki technology” Continually pursuing new technologies in the creation of our high- performance engines. Advanced engineering, exhaustive testing and continuous striving for superior reliability, safety and performance. © Copyright & proprietary Silverside B.V.
  18. 18. © Copyright & proprietary Silverside B.V. 19 Acquire Making it concrete for Kawasaki Connect “Bringing people together for maximum efficiency to deliver the right actions in a timely manner for a happy customer.” © Copyright & proprietary Silverside B.V.
  19. 19. © Copyright & proprietary Silverside B.V. 20 Acquire Making work more concrete The way we work now The way we work new Work senarios Kawasaki Connect tools Current tools and methods
  20. 20. Name Target group Goal Need to change WIIFM / WIIFU Description Behavior / agreements Tools Who are involved, in what role?Describe the situation What is the goal of this scenario? Keep in mind the ‘why’! What are the quick wins for the people involved? And how does this benefit the organisation? What are the work processes, content, information types? Describe: • Actions emplyees do, and with who • Communication-matrix • Types of documents / content What agreements, governance, etiquette are important? ‘ Stop with / Stgart doing’ patterns What are the (new) tools needed? Which problem(s) does this solve? Outlineyourscenario © Copyright & proprietary Silverside B.V. The way we work new The way we work now
  21. 21. Target audience HQ TSD staff Why Perform Product improvement tasks to achieve and maintain a high level of satisfaction for all individual consumers at all times. Goal Improve traceability and reduce administrative workload by streamlining the primary tasks via Connections. Need to change • Improve tracking email / information • Remove need to cut and paste information. • Reduce duplicate information and workload. • Improve traceability • Accuracy of the data • Add reminder / chase for action and status updates • Avoid missing deadlines. WIIFM • Track status and progress of a recall process at any time, by all participants • No more version chaos with files • All communication in-line with files and process • Automatic notifications of progress • Traceability: clear who needs to do what/when, nothing gets missed • Reduction of admin workload (allows more focus on other TSD projects) Work agreement • KHI information will be copied to Connection by TSD staff • HQ TSD pro-actively adds data and subsequent communication to Connections Process flow -> Receive draft info from KHI -> make KME draft for approval -> inform branches as advance info -> exchange various docs for approval process -> Inform market ▪ Scenario Recall / FDM Preps Who are involved KHI TSD staff (QA) HQ TSD staff Current tools • Projects Database • Lotus Notes mail • Telephone New tools • Community • Files • Activity • Notifications Stop doing • Duplicate workload • Manual tracking / chase ups Start doing • Centralize information • Pro-active communication • Automatically track history / status for traceability purposes © Copyright & proprietary Silverside B.V.
  22. 22. Why Perform Product improvement tasks to achieve and maintain a high level of satisfaction for all individual consumers at all times. Goal Improve communication and reduce administrative workload by streamlining the primary tasks via Connections. Need to change • Improve tracking email / information • Remove need to cut and paste information • Reduce duplicate information and workload • Accuracy of the data • Add reminder / chase for action and status updates • To avoid missing deadlines WIIFM • Track status and progress of a new tool order process at any time, by all participants • No more version chaos with files • All communication in-line with files and process • Automatic notifications of progress • Traceability: clear who needs to do what/when, nothing gets missed Work agreement • KHI information will be copied to Connections by TSD staff • HQ TSD pro-actively adds data to Connections • Branch staff to use Connections for related communication. • “normal” PD communication will be copied to Connections Process flow -> Advance info from KHI -> info shared with branches & PDs -> HQ TSD collect / collate and submit orders to KHI -> circulate price / order info Scenario Special Tool Orders Target audience Branch staff <primarily> PD staff <lower level, don’t have access> Who are involved KHI TSD staff (QA) HQ TSD and PAS staff Branch TSD staff Stop doing • Duplicate workload • Manual tracking / chase ups Start doing • Centralize information • Pro-active communication • Automatically track history / status for traceability purposes Current tools • Projects Database • Lotus Notes mail • Telephone New tools • Community • Files • Activity • Notifications © Copyright & proprietary Silverside B.V.
  23. 23. © Copyright & proprietary Silverside B.V. 24 Acquire Announcing it and deliver the new intranet
  24. 24. © Copyright & proprietary Silverside B.V.
  25. 25. Change Change Making it available to all © Copyright & proprietary Silverside B.V.
  26. 26. Change © Copyright & proprietary Silverside B.V. ORGANISATION TEAMS INDIVIDUAL Me We
  27. 27. © Copyright & proprietary Silverside B.V.
  28. 28. New way of file sharing © Copyright & proprietary Silverside B.V. My Files Community Files Organisation Files Word Excel PowerPoint Other
  29. 29. The problems with fileshares © Copyright & proprietary Silverside B.V. Year Custome r Project Custome r Project Year Document ‘CF020416.docx’ X X X X X
  30. 30. New way of file sharing © Copyright & proprietary Silverside B.V. My Files Community Files Organization Files Word Excel PowerPoint Other
  31. 31. © Copyright & proprietary Silverside B.V. But collaboration is more than sharing files! ⌾ Plan, organize work, do, and track progress ⌾ Create, share and co-edit files ⌾ Converse ⌾ Meet Planning Files Communication Action © Copyright & proprietary Silverside B.V.
  32. 32. Re-think fileshares to Community Framework ⌾ Is it a … © Copyright & proprietary Silverside B.V. P: departments HR marketing sales R&D projects Community of Interest Team Community Project Community Community of Practice Organization Employees Short termLong term
  33. 33. Next
  34. 34. Thank you! ⌾ Contact me for more info or to have a talk ⌾ Download our free PACE whitepaper https://www.silverside.com/download/pace-whitepaper/ ⌾ Take the Collaborative Culture Assessment at our booth https://www.silverside.com/cca/ Sasja Beerendonk Business Consultant and Learning & Development s.beerendonk@silverside.com https://nl.linkedin.com/in/sbeerendonk © Copyright & proprietary Silverside B.V.

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