World Café
Transforming organizations and optimizing efficiency/ collaboration

• How to deal with current organizational structures when looking at transformation processes?
• How to deal with cultural differences and address stakeholders in a remote working process?
• How to create a documentation of processes that supports common understanding among different groups in the projects (stakeholders, business and IT)? Keeping remote and cultural difference in mind.
• Requirements and preconditions for a project organization (across departments / countries / Business Units)
• How to involve different stakeholders and bring them together? How to find a common language both from a communication and document point of view.

During the World Café, we will discuss the difficulties organizations may be facing in transforming a business idea into an actual concept and IT implementation. This in particular focusing on bigger organizations working in a multi-cultural and remote environment. Starting point will be some typical use cases where the objective should be to evaluate different approaches / experiences and best-practices from the participants.

Trelleborg is a world leader in engineered polymer solutions that seal, damp and protect critical applications in demanding environments. Its innovative engineered solutions accelerate performance for customers in a sustainable way.

Keolis is the fourth largest private operator of public transport in the world, with operations in 15 countries and 56,000 employees. We move 3 billion passengers a year in metros, tramways, buses and trains. Keolis’ sales in 2015 were €5 billion, of which 44% was achieved outside its home market, France, the result of a 10% CAGR over the last 10 years.

Mobility in Business Collaboration & Communication

• Is there really a case for „mobile first“?
• Taking responsibility for others. A winning factor in enterprise mobility.
• User Experience Design beyond modern, responsive & touch

World Café
Ready on the tooling side- now optimizing use and realizing business benefits is the challenge! How to help Social Collaboration come alive to its full potential?

• How to convince management to invest time in the new way of working, how to make them walk the talk?
  • Specifically when they claim not being ‘social media’-minded
• How to convince management of ‘letting go control’
  • From knowledge is power to sharing is winning
  • From power by position to influential power
  • From being ahead with information to receiving information simultaneous with the team members
  • Convince management, or provoke a ‘revolution’
•  Content governance for end users and content authors: central moderated vs. user generated content
  • How do we find the right balance between information sharing and information security?

ABN AMRO has a long-standing history in banking with certain of its business operations having roots in the early 18th century.

ABN AMRO serves retail, private and corporate banking clients with a primary focus on the Netherlands and with selective operations internationally. In the Netherlands, clients are offered a comprehensive and full range of products and services through omni-channel distribution including advanced mobile application and internet banking. ABN AMRO offers in-depth financial expertise and extensive knowledge of numerous industry sectors. Internationally, the Group’s operations are based on specific expertise and established market positions, including Private Banking, Energy, Commodities & Transportation (ECT) and Clearing.

Case Study
Sweco TellUs – facilitating the customer dialogue with an evaluation tool

• Sweco recently performed its largest acquisition to date where 6000 employees from 10 different countries joined the company in October 2015. The integration is underway and new systems and tools are being introduced to our new employees. At the same time we are managing business as usual – a major change management project.
• As the leading architecture and engineering consultancy in Europe customer focus is a top priority at Sweco. Making it a top priority within the newly acquired company is a challenge. 
• Customer focus includes having a close dialogue with our customers where every interaction counts. Therefore we have created a tool, Sweco TellUs, where we ask our customers to evaluate how well we perform.
• Right now we are introducing Sweco TellUs to our new employees as part of the integration and continued focus on our customers. This is a close collaboration between Communications and IT from Group and in the countries.

In my presentation I will focus on how Sweco after having performed its largest acquisition to date are integrating and introducing 6000 employees from 10 different countries to its systems, tools and ways of working. In particular I will focus on our tool, Sweco TellUs, which helps us facilitate the customer dialogue. I will share insights into how we introduce the tool and get the buy-in from all levels of the organisation and furthermore how we have bridged the gaps and built trust.

Sweco plans and designs tomorrow’s communities and cities. Our work produces sustainable buildings, efficient infrastructure and access to electricity and clean water. With 14,500 employees in Europe, we offer our customers the right expertise for every project. We carry out assignments in 70 countries annually throughout the world. Sweco is Europe’s leading engineering and architecture consultancy, with sales of approximately SEK 16.0 billion (EUR 1,7 billion) (pro forma 2015). The company is listed on Nasdaq Stockholm.

Implementing disruptive social collaboration – experiences with [email protected]

• Why Gartner considers [email protected] a disruptive technology
• Fighting fire with fire in solving the shadow IT problem
• Developing a facebook culture in the Enterprise without cute cat pictures
• What has changed and what remains the same

When Facebook invited pilots for its beta version of its new enterprise offering, facebook at work; more than 60.000 companies applied. Only about 300 were selected by Facebook. Telenor was one of them. Three months later, [email protected] was launched to all its 35 000+ employees in the largest launch of [email protected] to date. This session will describe the effects [email protected] has had in Telenor.

Telenor Group is one of the world’s major mobile operators with 203 million mobile subscriptions. We have mobile operations in 13 markets and in additionally 14 markets through our ownership in VimpelCom Ltd.

Case Study
Embarking Digital Transformation the other way around: How to push digitalization with a behavioural change approach

• Why it makes sense to turn away from tools and technologies if you want to increase their adoption
• The six stages of behavioural change  and how to move from being aware to mastering the change
• Top down? Bottom up ? Central ? Regional ?, Local ?  all but in the right sequence
• Collaborative behaviours driving usage and adoption of social media and other collaborative tools

While communication and collaborative tools were widely spread their adoption and therefore the benefits linked to the usage were pretty low. What a surprise !   We needed absolutely to make progress as more collaboration across units and people was clearly needed to support the upcoming strategy. We decided not to keep on pushing the technology but to change the approach and turned for instance Yammer from a dead horse to a platform having half of the employee on it.

DSM is a global Life Sciences and Materials Sciences company active in health, nutrition and materials

DSM delivers innovative solutions that nourish, protect and improve performance in global markets such as food and dietary supplements, personal care, feed, medical devices, automotive, paints, electrical & electronics, life protection, alternative energy and bio-based materials

DSM and its associated companies deliver annual net sales of about €10 billion with approximately 25,000 employees

Building a Technical Brand- Transforming Digital and Mobility with a user experience focused approach

• Challenge: changing the face of IT from cost center / service enabler / (dare I say) hindrance? to equal business partner / value driver / strategic partner
• What’s involved – transforming all of IT (new people, new roles, new mindset, new org model); mindset change from ‘waiting for a call’ to ‘driving end-to-end business solutions that happen to include technology’; Run IT like a Business; Run IT Solutions like Brands
• Focus more on ‘commercializing’ -> the change management process, the marketing, the people-service delivered along with the technology
• Some good examples:
  • o Digital Meeting Service -> from consultation, to meeting agenda design, to pre-meeting training, to in-meeting support – we provide an end-to-end meeting service that allows you to ‘be there without going there’.  Driving significant cost savings for the company without negotiating on quality of the meeting, we deliver a digital meeting service and user experience that allows our global company to keep meeting and connecting without all the travel and expenses and without compromising on meeting objectives/quality.
  • o Mobility Services -> transforming our way of working from a locked down, secured and limited (not to mention expensive!) centrally managed PC to a more flexible and mobile user solution including aspects such as the actual device used, the software incorporated and the way of receiving support to enable our users to work where they want to, when they want to and from whatever device they choose to use.  Through this process, we improved employee satisfaction and engagement while driving down total costs of ownership for IT to run our end-to-end user computing solution

In my presentation, I will focus on how we build the capability in our IT professionals to run our solutions like a brand manager runs a brand in a business, taking into account all aspects of catering to the user (our ‘consumer’).  We do ‘consumer research’ via disciplined market research techniques to gain insights, we do ‘marketing’ of our solutions to drive awareness, consumption, repeat usage, etc.  We discuss our ‘market share’.  We analyze our competitors where/when they exist.  We maintain a Profit & Loss (P&L) for our solutions so we know exactly how much we’re spending vs ‘making’ (goal is to net 0).  As a result of this, we naturally focus more on our end-to-end user experience and how to optimize that for maximum value to the company of our investments in technology.  Our IT solutions are user experiences first and technology solutions 2nd.

FrieslandCampina is a €12B global, Dutch dairy company operating in 32 countries and serving consumers in over 100 countries.  We are a cooperative, so our company owners are our farmers.  Our workforce consists of 22,000 employees and our IT department is 300 employees strong.

Evening Keynote
Aspirations and Obstacles for the Future of Collaboration
Every new communication and collaboration technology has its success stories, but for every advance it is easy to see many possibilities for improvement. We still tend to experience pockets of productive collaboration that leave few opportunities to forward or share information between enclaves.
Some of the trends are also at odds with each other. Social collaboration platforms designed to build connections across an enterprise compete with team chat tools that compartmentalize collaboration in small groups. No sooner has Slack been proclaimed the savior of workplace technology than along comes the backlash of those who complain about being overwhelmed by chat messages. Meanwhile, voice and video communications players want to wedge collaboration into “unified communication and collaboration” suites, while document and content companies show their own bias. Artificial intelligence, voice recognition, and augmented reality will be among the next batch of technologies to rewrite the rules.
Social Collaboration for Dummies author David F. Carr will paint the optimistic picture of what collaboration technology could be, if it can overcome its growing pains.