The document discusses RohMax, an international company that produces oil additives. It summarizes the results of a 2007 knowledge management diagnostic conducted within the company. The diagnostic identified issues related to collaboration, including siloed operations and inadequate information sharing. It also found knowledge management issues like a lack of explicit knowledge capture and insufficient learning or training programs. The document proposes options for RohMax to improve knowledge management, such as formalizing processes, improving communication, and implementing a knowledge management system like a wiki to help address some of the identified issues.

1. RohMax Oil Additives At A Glance Evonik RohMax Additives GmbH Evonik RohMax USA, Inc. Evonik RohMax Canada Inc. Evonik RohMax France Evonik RohMax Asia Pacific Pte. Ltd. June 2011

2. RohMax Product Applications RohMax additives c an be customized to optimize performance in specific formulations and applications Engine oils Gear oils Transmission fluids Hydraulic fluids Biodegradable fluids Biodiesel Dewaxing / De-oiling Synthetic lubricants

3. RohMax International Operations Annual Sales: € 319 million (2008) Employees: 420

4. KM Diagnosis In 2007 we conducted an extensive survey to determine: How well we managed knowledge? How Efficiently do we share and collaborate? We analyzed the results from two surveys along the following lines: Flow of information and knowledge Knowledge management mechanisms Knowledge management tools Culture Attitudes towards a KM initiativ

5. Issues Identifies They fall in two categories: Collaboration Issues Silo Operations Communication Group Effectiveness Processes Knowledge Issues Explicit KM Competencies Management Succession Planning

6. Summary of the KM Diagnostic Operating in functional silos Operating in geographical silos Inadequate information flow High barriers to communication Excessive dependence on Email Limited perceived benefits from group work Not result oriented Insufficient learning Lack of methodology Regional decision process Stage Gate process too complex for most projects Unsatisfied user’s needs Difficult access to information/expertise Inadequate tools Unmanaged core competencies Reticence to sharing knowledge Inadequate training programs Loss of experienced staff No process to capture knowledge Knowledge Management Issues Collaborative Issues Succession Planning Competency Management Silo Operations Communication Group Effectiveness Access to Information / Explicit KM Processes

7. Options to Improve KM within RohMax Organizational Reengineer and formalize critical processes Improve working group effectiveness Develop regional and global communication Implement a succession plan Implement a KM organization Conduct change management Knowledge Mechanisms Promote sharing and collaborating Improve explicit Knowledge Management

8. Can a Wiki Help us Address Some of the Issues ? Following the introduction of CRM, it is impossible to implement a complex system that would either come in competition or duplicate functionalities. Wikis appear to offer the level of: Ease Intuitiveness Benefits needed to obtain quick and significant gains and alleviate some of our most important collaborative issues.

9. Dashboard

10. Dashboard + 1

11. Example

12. Example

13. Rohmax Wiki, a succes story Viral implementation 3 Subsidiaries Rohmax (400 users) HP (2000 users) Colorant (1000 users) 1 Confluence Instance N Dashboards (user redirection based on LDAP groups) Start Small and grow …

14. More information: [email_address] Head of MIG [email_address] IT Manager Evonik RohMax France S.A.S. Port du Rhin 67630 Lauterbourg Additional Information © Evonik RohMax Additives GmbH