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Uploaded byMartin Risgaard Rasmussen
J boye aarhus 2010
The document discusses Arla Foods' intranet, 'My Workplace,' highlighting its role in communication and collaboration amidst budget cuts and organizational changes following the 2008 financial crisis. It outlines the steps taken to reassess the intranet's strategy, governance, and user satisfaction, revealing low satisfaction scores and emphasizing the need for prioritization and focus. The management acknowledges the challenges of maintaining momentum during financial constraints while exploring opportunities for improvement.
J boye aarhus 2010
- 1. Re-ignite your intranet Whyhaving no budget is not all bad J Boye 2010 – Aarhus – 03-11-2010
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- 3. Arla Foods inbrief - The world’s largest supplier of organic dairy products - The 8th largest dairy company in the world - Owned by around 7,600 Danish and Swedish farmers -Turnover in 2009: DKK 46bn (~EUR 6.2bn) - Employees in total (2009): 16,231 - With intranet access: ~9,000. Employees by country Denmark Sweden UK Finland Poland Holland Other
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- 5. A few wordsabout the Arla Foods Intranet – ”My Workplace”
- 6. MWP - Overview •Role portals (eg. ”Mgr. Self Service”) • Department sites • Collaboration • Workflows/SAP integration (eg. invoice handling) • News • Search • 3 languages
- 7. My Workplace –Status 2009 • MWP launched in 2004. • Well known intranet brand. • Many plans for development – but only plans. • Who ”owns” the intranet? • Owner = Comms dept. • Budgets = IT dept. • Global/Local imbalance
- 8. Credit Crunch time! 16-04-09:Arla announces plans to save 1bn DKK • Goodbye to 250+ colleagues • No travelling • All ”non-strategic” projects are closed down – including IT projects. • No external consultants! Edward Munch ”Skriket” (1893) Nasjonalgalleriet, Oslo http://www.ibiblio.org/wm/paint/auth/munch/munch.scream.jpg
- 9. While we waitfor the crisis to recede We need to improve but… • We have no money. • Ressources are scarce in more ways than one. • Tech competences have been outsourced which makes it even harder to get things moving. Now what? Can we get something for ’free’? Yes! Of course you can! http://www.flickr.com/photos/emrank/2435273839/
- 10. Strategy, Vision, Mission In2008 Arla launched 1. Company ’Strategy 2015’ 2. ”Closer to Nature” branding 3. Values: Lead, Sense, Create An Intranet strategy project was initiated in Jan 2009 with external partners before the crisis hit Arla but was shut down due to savings. http://www.flickr.com/photos/klashback/126950259/
- 11. My Workplace Vision Buildingon the work carried out in the intranet strategy project we now have an intranet vision: The ONE place that brings Arla closer to You by nurturing efficient communication, knowledge sharing, and collaboration …and three mission statements: Enable communication Facilitate knowledge Improve internal of corporate messages sharing & collaboration efficiency by providing both globally and locally across geographical as relevant self service to support the ONE well as organisational solutions. company agenda. borders.
- 12. Intranet Governance • Intranetownership transferred from HR to Communications. • Existing steering Committee ’dusted off’ and put in charge of the intranet strategy – at least on paper • Make ’governance’ operational by increasing coordination between IT and the Arla business. • The challenge is to keep momentum when nothing is actually moving.
- 13. My Workplace Governance • MWP Governance Board (Comms / HR / IT) • Meeting Frequency: 2-4 times/year • Long term planning and ensuring that the MWP strategy is aligned with both Arla’s Strategy overall strategy and the IT strategy. • MWP Operational Planning (MWP Team) • Meeting Frequency: 6-12 times/year Tactical • Planning and prioritizing of tasks and projects approved by the Governance Board. Operations • MWP Coordination (Arla/Suppliers) • Meeting Frequency: Bi-weekly Day to Day • Practical day-to-day coordination and status on the ongoing work. 30 May 2012 13
- 14. User satisfaction survey+ benchmark • No structured exploration has been done previously. • No hard ”evidence” that things need to change – only rumours. We need facts! • State of the intranet: How are we doing compared to others? • Establishing a baseline for future reference. • 800 out of 3000 responded.
- 15. Intranet User Satisfaction Threefactor model The short version: You must succeed with Primary factors before you can succeed with the secondary, etc. If you try to pass one of the barriers WITHOUT meeting user’s demands, the satisfaction will not improve How does this relate to Arla? Survey show that speed & stability are extremely poor. Accuracy and News are OK, but the overall rating still remains low. The long version: http://bit.ly/bGjOLs
- 16. My Workplace Survey •Results show that the average How useful is My Workplace? satisfaction is 60% which is low. • However, the intranet is considered both useful and important! • Major gaps identified (quite a How important is My Workplace? few confirmed rumours). • Served as a serious eye-opener for several in the organisation. • Survey is now annual!
- 17. What we learned… • A forced ’pause’ is a great opportunity for re-focusing and getting your priorities straight and focus on the right things. • Look at your to-do list – where’s the free stuff? In Arla’s case 1. Strategy, Vision, Mission review 2. Governance review 3. User Survey(s) • …but just don’t fall into the self-pity trap! Basically, It’s all about creating a burning platform. The big challenge is that when everything has come to a halt, everybody is trying to do so – you just have to build the platform with the most fire!
- 18. Thank you! Martin Risgaard Rasmussen mrira@arlafoods.com @risgaard