Océsocial media4socialintranetswebinar2010
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Presentation given by Ria Breuer, Global Intranet Manager, and Jan van Veen, Manager Internal Communications at Océ, during the social intranets webinar 2010 on 9 June 2010, organized by Prescient Digital Media (Toby Ward).
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Océsocial media4socialintranetswebinar2010
- 1. Intranet 2.0 on a budget @ Océ Ria Breuer, Global Intranet Manager Jan van Veen, Manager Internal Communications
- 3. Océ Product & Services Document Printing Office Systems Printroom Systems Production Printing TransPromo Systems Graphic Arts Systems Wide Format Printing Systems Imaging Supplies Technical Document Systems Display Graphics Systems Océ Business Services
- 4. Employees 23% 20% 30% 7% 10% 10% Finance & other M&L R&D Business services Service Marketing and Sales
- 5. Océ around the world
- 13. Improved news service intranet
- 14. Rumorbuster
- 15. Wikis
- 16. Blogs
- 17. Idea Management
- 18. Microblogging
- 19. Océ TV
Notas do Editor
- Océ is the only European producer of printing systems and a leading supplier of these systems worldwide. Océ is commercially active in approximately 90 countries; in more than 30 of these it has its own sales and service organization. In Europe, the United States, Canada and Singapore Océ has research and manufacturing facilities.
- Océ develops and supplies digital printing systems, software and services for the production, reproduction, distribution and management of documents, in color and black & white, in small format and in wide format, for professional users in offices, educational institutions, industry, construction, architectural firms, advertising and the graphic arts market.
- Red is direct sales, orange is sales through distributors
- In 2004: many local intranets, diversity in look and feel not connected, URL unknown, no global search locally supported So no corporate messaging, nor sharing of information “ If Océ only knew what Océ knows”
- Océ employees, working in various disciplines and various countries, have different needs for information. A general intranet, offering the same information and functionalities to all disciplines in all countries, couldn't possibly meet those different needs. Therefore (a part of) the Océ intranet is tailored to the specific needs of the disciplines. To 'segmentize' the intranet we ask the people working in a discipline to design their own site structure and content. Thus the disciplines can define what kind of information they'd like to see on the intranet and how they'd like to organize it. Since this is not an every day task for most people we train them how to do that! Next to local and international discipline-specific information, there is also location-specific information, which is available for all people in the same location (=operating company). The new intranet was launched end 2006 in The Netherlands.
- For every solution our starting point was always: 1 How can this be done without any expenses? 2 How can we assure a two-way communication flow through digital tools? For every solution that we introduced we first investigated which tools we could use. We then involved the right people to implement, tweak, or develop the tool, depending on what was needed. The intranet team implemented and cultivated the tools and took further business ownership.
- To improve the news service on the intranet a CorpCom redaction team was installed to write and publish interesting corporate news items on a daily basis about a broad variety of subjects. We also introduced theme communication in a cross media approach, eg integrated internal and external communication of our quarterly results, including a CEO video
- Just as the global economic crisis was all over the news, Océ implemented severe cost cutting measures, including the reduction of staff. Many of our employees became very uncertain about their future. Rumors spread, most of them totally unfounded, and people thought the company was about to collapse. To counter these rumors, we introduced the Rumorbuster. Got a rumor? Send an email to rumorbuster@oce.com, and you'll get an answer. Questions and answers were published on our intranet. The Rumorbuster site was a big hit on our intranet and rumors disappeared within a few weeks. In fact, this was our first step towards two-way communication.
- The global wiki application is available to all employees. The overview page provides links to blog categories (project-, product-, expertise- and department/organization-related subjects.), as well as to a list of all available wikis. Beside the global wiki platform, there is also a secured rd-wiki platform (for Research & Development employees worldwide only).
- An internal blog platform was introduced. Blogs are categorized in project-, product-, expertise- and department-related subjects. A blog overview page on the intranet lists all available blogs and new blogs are only added after a first blog post has been published.
- Our new Chief Financial Officer was looking for ways to get his message across: cash is crucial these days, and every employee needs to contribute to achieving that objective. He also wanted to create a platform where employees could send in moneysaving ideas. We developed and launched the MoneyTalks blog for him, with a special section for idea generation: MoneyMakers. People submit ideas and vote on ideas submitted. The blog was an instant hit, and generated over 60 Moneysaving ideas that are currently being evaluated and implemented.
- Twitter is an instant hit. But for a high-tech company with many security requirements, Twitter is not secure enough. Yet we believe in the power of connecting people, letting them share their ideas. That is why we launched Yammer, the internal, secure microblogging platform. We introduced Yammer in October 2009 and today, Yammer is effectively connecting more than thousand people and ideas within our company, linking employees who normally would not share ideas, adding to the creativity within our company. Yammer is used to draw attention to information on other media, ask questions, share best practices and new developments, etc.
- We set up Océ TV with just one day of training. The internal video page on the Intranet lists all videos made by the Océ TV team of the Corporate Communications department. These include customer applications on Océ equipment, comments of CEO on financial results, information about strategical and development projects, products and features, campaigns, events, etc. The in-house video crew is effectively saving several thousands of Euros for Océ. In fact, Océ TV was the only solution that cost an investment of 5,000 Euros for a camera, editing software and some related equipment. The ROI of that was the cost saving on the quarterly results videos of our CEO (Euro 3,500 for external production each quarter) – we now produce these with our own camera.
- Social bookmarking (sharing favorite web pages) is used by R&D employees only (at various sites in Europe, the United States, Canada and Singapore ). It is not accessible for other employees.
- The integrated communication approach (links to intranet pages on social media and vice versa) boosted engagement and collaboration. With the implementation of these tools we are slowly but steadily changing the way people communicate across the organization, allowing for a far better exchange of tacit knowledge. Many boundaries between teams, projects, departments and countries are slowly disappearing.
- Money is not the issue, organization is the issue! You need the right people to set it up. And we needed to overcome obstacles around the organization (no commitment, fear of losing control, many departments involved in the same issues) It is possible to start the deployment of web 2.0 tools bottom-up. We see the consumerization of IT – no intervention of an IT department needed to use these tools Part of the success is the close collaboration between Corporate Communications, our Information Architect and our IT department, who all devoted their time and creativity to implementing these tools. The use of new tools drives new questions: where do I share and store my info? We also found out that we did not teach people to be a knowledge worker, so they do not make full use of the tools available to them We saw that these tools drive the need for a culture based on asking questions Introduce Social Media Guidelines. We did, had them approved by top management and it reassured users. No security issues so far. Security needs to be taken into account. We always addressed security issues and always involved IT, our legal department and our security department These things are new to all of us. We would have loved to have a social media lab, a small group of people dedicated to experimenting with social media to improve our business processes.