Actively promoting a unique, antidisciplinary culture, the MIT Media Lab goes beyond known boundaries and disciplines, encouraging the most unconventional mixing and matching of seemingly disparate research areas. It creates disruptive technologies that happen at the edges, pioneering such areas as wearable computing, tangible interfaces, and affective computing. Today, faculty members, research staff, and students at the Lab work in more than 25 research groups on more than 350 projects that range from digital approaches for treating neurological disorders, to a stackable, electric car for sustainable cities, to advanced imaging technologies that can “see around a corner.” The Lab is committed to looking beyond the obvious to ask the questions not yet asked–questions whose answers could radically improve the way people live, learn, express themselves, work, and play.

NASA's mission is to pioneer the future in space exploration, scientific discovery and aeronautics research. To do that, thousands of people have been working around the world and in space for more than 50 years, trying to answer some basic questions. What's out there in space? How do we get there? What will we find? What can we learn there — or learn just by trying to get there — that will make life better here on Earth?
Our work is diverse: proving flight technologies; creating capabilities for sustainable human and robotic exploration; exploring Earth, the solar system and the universe beyond; developing critical enabling technologies such as the Orion space capsule; and conducting science in orbit aboard the International Space Station. With NASA you can share exploration of the universe and discoveries of our home planet, Earth.

The Volkswagen Group with its headquarters in Wolfsburg is one of the world’s leading automobile manufacturers and the largest carmaker in Europe. The Group is made up of 11 brands from seven European countries: Volkswagen, Audi, SEAT, ŠKODA, Porsche, Bentley, Bugatti, Ducati, Lamborghini, Volkswagen Commercial Vehicles, Scania and MAN. The Group operates 94 production plants in 18 European countries and a further eight countries in the Americas, Asia and Africa. Each working day, 501,956 employees worldwide produce some 34,500 vehicles, are involved in vehicle-related services or work in the other fields of business. The Volkswagen Group sells its vehicles in 153 countries.

GE Corporate
GE is a digital industrial company that builds, powers, moves, cures and connects the world. With nearly 300,000 employees worldwide and 2016 revenue of over $120B, GE is reimagining how industrial companies operate plants and deliver products using data as the fuel and advanced analytics as the growth engine. Global Operations is GE’s shared services organization, and Richard leads communication for the global Supply Chain functions. Previously Communication Director for GE Life Sciences and Head of Employee Communication at London’s Heathrow Airport, Richard has extensive global strategic and operational experience in complex, culturally diverse environments.

GE (NYSE: GE) is the world’s Digital Industrial Company, transforming industry with software-defined machines and solutions that are connected, responsive and predictive. GE is organized around a global exchange of knowledge, the "GE Store," through which each business shares and accesses the same technology, markets, structure and intellect. Each invention further fuels innovation and application across our industrial sectors. With people, services, technology and scale, GE delivers better outcomes for customers by speaking the language of industry. www.ge.com

BNY Mellon is a global investments company dedicated to helping its clients manage and service their financial assets throughout the investment lifecycle. Whether providing financial services for institutions, corporations or individual investors, BNY Mellon delivers informed investment management and investment services in 35 countries and more than 100 markets. As of March 31, 2020, BNY Mellon had $30.6 trillion in assets under custody and/or administration, and $1.7 trillion in assets under management. BNY Mellon can act as a single point of contact for clients looking to create, trade, hold, manage, service, distribute or restructure investments. BNY Mellon is the corporate brand of The Bank of New York Mellon Corporation (NYSE: BK).

In 1911, Frank C. Mars made the first Mars candies in his Tacoma, Washington kitchen and established Mars’ first roots as a confectionery company.  In the 1920s, Forrest E. Mars, Sr. joined his father in business and together they launched the MILKY WAY® bar.

In 1932, Forrest, Sr. moved to the United Kingdom with a dream of  building a business based on the objective of creating a “mutuality of benefits for all stakeholders” – this objective serves as the foundation of Mars, Incorporated today. Based in McLean, Virginia, Mars has net sales of more than $33 billion, six business segments including Petcare, Chocolate, Wrigley, Food, Drinks, Symbioscience, and more than 80,000 Associates worldwide that are putting its Principles into action to make a difference for people and the planet through its performance.

Mars brands include: Petcare – PEDIGREE®, ROYAL CANIN®, WHISKAS®, BANFIELD® Pet Hospital, CESAR®, SHEBA®, DREAMIES® and NUTRO®; Chocolate – M&M’S®, SNICKERS®, DOVE®, GALAXY®, MARS®, MILKY WAY® and TWIX®; Wrigley – DOUBLEMINT®, EXTRA®, ORBIT® and 5™ chewing gums, SKITTLES® and STARBURST® candies, and ALTOIDS® AND LIFESAVERS® mints.  Food – UNCLE BEN’S®, DOLMIO®, EBLY®, MASTERFOODS®, SEEDS OF CHANGE® and ROYCO®; Drinks – ALTERRA COFFEE ROASTERS™, THE BRIGHT TEA COMPANY™, KLIX® and FLAVIA®; Symbioscience – COCOAVIA® and WISDOM PANEL®.

It is in our nature to seek the company of others: humans need this interaction in order to move forward. Sharing fosters closeness. It is the very reason we choose to share our important moments with those important to us.
We share events, experiences, and opinions – sometimes even our possessions. We share knowledge and our ideas. And quite often, by sharing these thoughts, we turn them into something bigger, something better. That is what drives us.
We, Deutsche Telekom, are more than just another company, which provides society with infrastructure. Whatever the circumstances, we are a trusted companion in both people‘s private and work lives. Whenever. Whereever. Forevere making life easier for people and enriching it is our mission.

Content Driven Collaboration & The Customer Journey: How CallMiner Leverages Community to Inspire CX Professionals
Attendees to this presentation will learn how CallMiner has created a digital workplace for Customers and CX Professionals and has achieved the following:

• Created a robust thought leadership community where CX professionals can connect, share, communicate and collaborate
• Successfully created a both public forum and partitioned customer user group on the same platform
• Enabled the voice of the customer
• Provide an extensive knowledge repository
• Increased the speed to intelligence and enhanced value from CallMiner products & services
• Built a robust KB leading to increased speed to resolution and ticket deflection
• Better prospect and customer engagement
• Helped customers and CX professionals better leverage the intelligence gained from their IA initiatives bolstering both customer contact center and marketing organization effectiveness

Engagement Optimization is, simply put, increasing the speed, frequency and rate at which optimal outcomes are achieved in ALL engagements with customers along the entire journey. Our newly launched user community, EngagementOptimization.com has been designed to help CallMiner customers and customer engagement professionals at large learn how to optimize the customer journey through the sharing of ideas, thought leadership and industry best practices on the applied use of Interaction Analytics (IA) to help support optimal customer journey outcomes. EO.com provides an extensive knowledge repository for users and a dynamic forum for peer to peer networking opportunities and collaboration to solve common business challenges.

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.

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.

Implementing disruptive social collaboration – experiences with facebook@work

• Why Gartner considers facebook@work 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, facebook@work was launched to all its 35 000+ employees in the largest launch of facebook@work to date. This session will describe the effects facebook@work 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
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.

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

Case Study
Sodexo users’ adoption journey to social collaboration

Our 4-year experience and learnings on:

• how Sodexo have introduced social collaboration in employees’ ways of working and made it stick even when funding and resources were not available anymore;
• what has been the importance (and the investments) of the right tool; 
• the top management journey to social collaboration and the opening to new opportunities and ways of working;

• I will share Sodexo 4-year return of experience on the use of social collaboration which started in February 2012, when Sodexo opened its first internal social network Cloud9;
• In my presentation I will explain how Sodexo has approached the adoption of social collaboration by the different types of employees (front line, middle management, top management), by putting users experience at the core of the process; 
• I will also share insight on what is the importance of choosing the right technology to support the journey and what is the role of change management in order to convince users to adopt the new ways of working;
• I will conclude highlighting how this experience is impacting the Sodexo culture, by creating new strategic opportunities, especially in the implementation of a complete new approach to manage innovation within Sodexo

Founded in Marseille in 1966 by Pierre Bellon, Sodexo is the global leader in services that improve Quality of Life, an essential factor in individual and organizational performance. Operating in 80 countries, Sodexo serves 75 million consumers each day through its unique combination of On-site Services, Benefits and Rewards Services and Personal and Home Services. Through its more than 100 services, Sodexo provides clients an integrated offering developed over 50 years of experience: from foodservices, reception, maintenance and cleaning, to facilities and equipment management; from Meal Pass, Gift Pass and Mobility Pass benefits for employees to in-home assistance and concierge services. Sodexo’s success and performance are founded on its independence, its sustainable business model and its ability to continuously develop and engage its 420,000 employees throughout the world. Sodexo is included in the CAC 40 and DJSI indices

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.

Icebreaker
Orchestrating the “internal digital channels” to deliver on the promises of the Digital Workplace

• Exchange on best practice to create cross-functional project teams and commitment to shape the future of intranets and the Digital Workplace.

Solution Study
Collaboration. Quality of Search. Reduced Information Overflow
What we have learned on how all three connect in the same place.

World Café
Increase corporate & end user value of intranet & the Digital Workplace

• Turn the home page of the Digital Workplace in the employee’s “good morning"
• Deliver work and business critical information through a single source of truth
• Replace “personalisation” with “relevance” and reduce information overflow

Infocentric is a consultancy and delivery management firm with a passion for digital services.

We support our clients to unleash the power of internet and intranet to improve business results. We listen to our clients and understand their business model. We find the right place for digital support in managing relationships or driving employee productivity. Our experience in prioritizing, planning and executing projects makes us a reliable partner.

We understand the impact of the transformation on culture, processes and organizations and deliver more than just technology.

The agile Enterprise: A journey of discovering new ways for team collaboration to unlock the hidden potential of company workforces and enabling digital transformation.

• Connect people to accelerate change & innovation
• Collect & generate content that matters
• Engage all employees – even those without direct access
• Provide an arena for agile business teams
• Force the integration paradigm – put the information into context

The Communardo Software GmbH. is a consulting firm providing successful solutions for communication and collaboration within and between companies. Communardo implements modern social intranets, organization portals, enterprise wikis, agile workflows, knowledge management and unified communication solutions for companies of several industries. In 2016 and for the 3rd time in a row Communardo has been awarded the title "Social Business Leader" by the Experton Group. We are specialists of technology and are a premium partner of leading software providers such as Atlassian (Confluence and JIRA), Microsoft (SharePoint, Office 365), IBM (Connections), United Planet, Liferay, Beezy, Nintex and Unify.

Working together in the digital world: How to create a common understanding of publishing and collaboration in the intranet

• The benefits of collaboration in every enterprise
• Understanding what collaboration means
• Transforming the physical work into the digital world

novaCapta Software & Consulting GmbH enables companies to build an amazing intranet and collaboration experience for their employees. Our mission is to leverage the collaboration and innovation potential of your company. With a smart intranet publishing solution and the right set of collaborative and social elements we help corporates to improve efficiency, communication and cooperation within their global working environment. As a leading solution partner for Microsoft SharePoint, Office 365, Azure, BizTalk and Power BI novaCapta creates intranets, portals, business intelligence solutions and custom applications for Productive Workplace Solutions. The range of services covers the entire IT lifecycle: Consulting, design, configuration, implementation, training and support.

World Café
Working together in the digital world: How to create a common understanding of publishing and collaboration in the intranet

• The benefits of collaboration in every enterprise
• Understanding what collaboration means
• Transforming the physical work into the digital world

novaCapta Software & Consulting GmbH enables companies to build an amazing intranet and collaboration experience for their employees. Our mission is to leverage the collaboration and innovation potential of your company. With a smart intranet publishing solution and the right set of collaborative and social elements we help corporates to improve efficiency, communication and cooperation within their global working environment. As a leading solution partner for Microsoft SharePoint, Office 365, Azure, BizTalk and Power BI novaCapta creates intranets, portals, business intelligence solutions and custom applications for Productive Workplace Solutions. The range of services covers the entire IT lifecycle: Consulting, design, configuration, implementation, training and support.

Solution Study
When Collaboration Systems Researchers meet Practitioners
In my presentation I will focus on the milestones of IndustryConnect, its focus topics, methods and the future goals of this successful non-profit research project.  I will show the exclusive online community and present how the participants work together and are managed by the researchers of the University of Koblenz-Landau and provide insights into the group’s results, which based on the essence of the discussions between well-known experts in the field of collaboration.

CEIR is an acronym for “Center for Enterprise Information System Research” which was founded in 2015. It is a cooperation project between two research groups at the University of Koblenz-Landau: the Business Software Research Group and the Enterprise Information Management Research Group. CEIR has the aim of bringing together Industry and University in joint research projects that are geared at relevant findings that can be applied successfully in practice.

Training Session I
Makerlab: What has Office 365 to do with the Internet of Things (IoT)?
How will the Internet of Things and the world of sensors change the way we deal with IT and what is already possible today? Let’s find out why IoT is not only a topic for manufacturers and technicians, why it affects us all and have a look at some practical examples where we can connect IoT and Office 365 today and what might come up in the future. And for the fun part let’s get our hands on some real IoT devices and make things happen.

Innovation Lab
Moderator

World Café
Navigating the Challenges and Opportunities Posed by Digital Transformation

• People make technology come alive – How do we enable them to do this?
• What happens if you develop an amazing technical solution that people cannot use or relate to?
• Where culture is the impediment it needs to be addressed within the context of the transformation:
  • Whose role is it to make sure the culture aspect of digital transformation is addressed as a precursor to digital transformation?
  • How can our peers embarking on digital transformation navigate culture, not least other challenges and opportunities that are presented by it?

The digital revolution goes as far back as the 1950s and as we have realized, digital transformation is inevitable, irreversible not least very rapid. In this interactive session for those organizations yet to embark on their digital transformation journey or those that are already underway, we will be discussing the questions as mentioned above.

Landis+Gyr is the leading global provider of integrated energy management products tailored to energy company needs and unique in its ability to deliver true end-to-end advanced metering solutions. Today, the Company offers the broadest portfolio of products and services in the electricity metering industry, and is paving the way for the next generation of smart grid. With annualized sales of more than US$1.5 billion, Landis+Gyr, an independent growth platform of the Toshiba Corporation (TKY:6502) and 40% owned by the Innovation Network Corporation of Japan, operates in 30 countries across five continents, and employs 5,500 people with the sole mission of helping the world manage energy better.

Icebreaker
Increased productivity and security plus reduced costs: Implementation of collaborative digital workflows & moving beyond strategy to business value

• Architecting the Digital Workplace – How to renovate your workplace architecture, optimize investments in content management, portals, collaboration, search, and social software, and exploit emerging technologies to support new ways of working?
• Empowering the Digital Worker – How to implement unified communication systems, knowledge management and collaboration initiatives and what does it needs to create a digital workplace that engages and empowers workers to do their best?
• Transforming the Organization  – How to manage cultural transformation not just only technology? And what is the plan for organizational change and evaluation of employee experience as they move towards a digital future?

Norsk Hydro ASA (often referred to as just Hydro) is a Norwegian aluminium and renewable energy company, headquartered in Oslo. Hydro is one of the largest aluminium companies worldwide. It has operations in some 50 countries around the world and is active on all continents. The Norwegian state owns 43.8% of the company through the Ministry of Trade and Industry. A further 6.5% is owned by Folketrygdfond, which administers the Government Pension Fund of Norway. Norsk Hydro employs approximately 12,500 people.[2] Svein Richard Brandtzæg has been the CEO since 2009.

World Café
Professional development in the time of digital transformation. 

• Are we as communication and collaboration facilitators well prepared for the future challenges?
• How we should develop our skills and knowledge in order to face disruptive changes on the market?
• What digital skills are the most desired in current corporate environment?
• What do we need to create successful team which brings real value to organization?

Communication and collaboration leaders are among those who should constantly update their knowledge and skills. But the most crucial question emerges these days – where do we get to and maybe even more important question what are organization’s expectations regarding communication and collaboration functions? Together, during World Café session we will have a chance to discuss and share different perspectives on professional development in the time of digital transformation.

Leroy Merlin is a French home-improvement and gardening retailer serving thirteen countries. Generally established on the outskirts of major towns and cities, Leroy Merlin stores are large centres (9000 m2 on average) providing self-service and sales assisted services. Its business is centred on six main sectors: DIY, building, gardening, sanitary equipment, renewable energy, and interior decoration.

World Café
Socially enabled business applications: Finding, following and filtering what matters

• How to use techniques of search & find within an environment of social business?
• Facilitating a collaborative way of finding, following and filtering
• Do´s and Don’ts on the road towards a collaborative and connected business

PeersPoint is a start-up created to help young athletes realize their dreams regardless of their location & socioeconomic status.

Challenge 2016+: Drive adoption of the NN Social business platform during upgrade and move to the cloud

• Considerations of upgrading a platform from scratch – What are key success factors to implement a collaboration tool & cloud strategy?
• How to choose between vendors and solutions?
• Integration of social networking and collaboration capabilities in customer engagement activities
• Move to the cloud:  What is the right vendor, right contracts, right tools?
• Increased productivity and security plus reduced costs: Implementation of collaborative digital workflows around sensitive data
• Potential pitfalls and challenges in an upgrade & cloud project and how to avoid them

Training Session III
Do´s and Don´ts on the road towards a successfully introduced collaboration platform

• What to do prior to the launch of your social collaboration platform
  • Starting with measuring performance upfront- how to get management buy-in?
  • Is gamification something that would drive adoption for your organization?
• What to do when de platform is live:
  • How do you support your users; is an in-class training outdated in this digital era?
  • Technical restrains; how you’re the access and mobile strategy influences the success of your platform
• Continue connecting the adoption strategy to the organizational goals
  • Can restructuring be an adoption opportunity?
  • How to add and implement a change management process?

As what will contribute to a successful adoption depends a lot on certain characteristics of your organization and its employees; there is no one size fits all. Therefore it is important to do your homework before you go live.

Define when your platform is successful and how do you measure that? And what actions can contribute to achieving  those goals?
We introduced our platform 3 years ago and within 1 year some goals were achieved and some are still a challenge. Our current challenge is, next to an extensive upgrade project:

• We are very successful in sharing knowledge, but often only locally relevant. Can we encourage people to make it relevant for the whole organisation?
• The group that works online in communities is rather small but very active and enthusiastic about the tooling. We shared a lot of those success stories in our news blogs, but that does not have any effect, so what does?

In this training session we will discuss what could be part of the platform adoption strategy for your company. I will be happy to give you an insight of  what was success in our company and what was not (yet) unfortunately.

NN Group is an insurance and asset management company active in more than 18 countries, with a strong presence in a number of European countries and Japan. Our roots lie in the Netherlands, with a rich history that stretches back 170 years. With more than 11,500 employees, we aim to deliver high-quality service and products. Formerly part of ING Group, NN Group listed as an independent company on Euronext Amsterdam on 2 July 2020.

Closing Keynote
Creating the Digital Workplace:  10 Ways an Enterprise Social Network Can Help You Build Unique Strategic Internal Communication Campaigns That Drive Participation
In many organizations, a revolution is brewing — mobile technologies, business velocity, collaborative engagement, advanced analytics, and unified communications have blended to deliver social success. Organizations that miss the shift from transactional systems to engagement systems will face dire consequences.

By attending this forward-thinking interactive session, you will gain an understanding of the practical steps to real culture change and techniques that get sustainable social tool adoption, including how to:

• Excite and inspire users, show your employees how SharePoint supports their daily work
• Match your business needs to SharePoint abilities to deliver solutions
• Identify training needs and how to meet them
• Groom internal champions who will talk up the business benefits of SharePoint
• Establish SharePoint for on-demand learning, knowledge-sharing and higher level technical assistance
• Create an adoption roadmap that speeds change, empowers users and enables knowledge-sharing

Our business philosophy is to rethink the "typical" consulting model by combining attributes of management consulting, IT consulting and creative agency services to help clients drive business results by solving strategic problems. Rightpoint's pervasive "intrapreneurial" spirit, which ensures that clients "get it right" the first time, is the foundation by which we have built a strong, national reputation for excellence.

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.

Case Study
When employees are your customers: building effective collaboration and improving user experience
In an ever-changing environment, what truly drives employee commitment and engagement?

• Offering personalized content, available one click away
• Creating a truly collaborative frame for employees
• Transcending global frontiers and connecting with everyone, everywhere
• Building and maintaining a knowledge sharing culture

Icebreaker
What are the main drivers for making social collaboration a success in global companies?

As a global specialist in energy management and automation with operations in more than 100 countries, Schneider Electric offers integrated solutions across multiple market segments, including leadership positions in Non-residential & Residential Buildings, Industries & Machines Manufacturers, Utilities & Infrastructure and Data Centers & Networks. Focused on making energy safe, reliable, efficient, productive and green, the Group's 170,000 employees achieved revenues of 25 billion euros in 2014, through an active commitment to help individuals and organizations make the most of their energy.
www.schneider-electric.com

World Café
How to drive a mindset change within the organization, especially at leadership levels?

• Accelerating the pace of adopting changes in the organization
• Organizational agility in a transforming world
• Employee engagement and moving employees to action
• Uncovering value and employee potential at work

Atos SE (Societas Europaea) is a leader in digital services with 2014 pro forma annual revenue of circa € 11 billion and 93,000 employees in 72 countries. Serving a global client base, the Group provides Consulting & Systems Integration services, Managed Services & BPO, Cloud operations, Big Data & Cyber-security solutions, as well as transactional services through Worldline, the European leader in the payments and transactional services industry. With its deep technology expertise and industry knowledge, the Group works with clients across different business sectors: Defense, Financial Services, Health, Manufacturing, Media, Utilities, Public sector, Retail, Telecommunications, and Transportation.

Atos is focused on business technology that powers progress and helps organizations to create their firm of the future. The Group is the Worldwide Information Technology Partner for the Olympic & Paralympic Games and is listed on the Euronext Paris market. Atos operates under the brands Atos, Atos Consulting, Atos Worldgrid, Bull, Canopy, and Worldline.

Challenge your Peers
How to Integrate Diversified Communication Channels and their Content? 

Merck is a leading science and technology company in healthcare, life science and performance materials. Around 50,000 employees work to further develop technologies that improve and enhance life – from biopharmaceutical therapies to treat cancer or multiple sclerosis, cutting-edge systems for scientific research and production, to liquid crystals for smartphones and LCD televisions.

Founded in 1668, Merck is the world's oldest pharmaceutical and chemical company. The founding family remains the majority owner of the publicly listed corporate group. Merck, Darmstadt, Germany holds the global rights to the Merck name and brand. The only exceptions are the United States and Canada, where the company operates as EMD Serono, MilliporeSigma and EMD Performance Materials.

Challenge your Peers
How to build solid business cases for Collaboration projects?
Before implementing any Collaboration initiative, the first step must be to analyse whether such an activity will be beneficial in your team or organisation.

If suitable practices are already in place the business case for such an initiative is not so obvious, so it is essential to be honest with yourselves and not try to solve a problem that does not exist. While doing this analysis, it may be worth to think about how senior management would appreciate your views and, if you think they will agree, you might have a business case. Then, you just have to build it in a sound and appealing way.

Signs for when a business case might exist for a Collaboration project could be:

• Is the wheel invented over and over again?
• Are operations disrupted when key employees are leaving the organisation or retire?
• Are the same or similar mistakes frequently repeated?
• Does it take too long for new employees to be productive?
• Does it take too long to develop new products?

These and other aspects to help building a sound business case for a Collaboration initiative will be analyzed in this "Challenge your Peers" session.

The European Space Agency (ESA) is an intergovernmental organization with 20 member states dedicated to the exploration of space. Established in 1975 and headquartered in Paris, France, ESA has a staff of more than 2,000 with an annual budget of about €4.28 billion / US$5.51 billion (2013).

Challenge your Peers
How to create a balanced and multiple user experience, taking variance into account?

Statkraft is a leading company in hydropower internationally and Europe's largest generator of renewable energy. The Group produces hydropower, wind power, gas-fired power and district heating and is a global player in energy market operations. Statkraft has 4200 employees in more than 20 countries.

Case Study
Changing workplace concepts in a global company – how knowledge sharing can become an integral part of an overall business strategy

The Lufthansa Group is a global aviation group with a total of 540 subsidiaries and equity investments, which in the financial year 2015 were organised into the Passenger Airline Group, Logistics, MRO, Catering and Other business segments. All the segments occupy a leading position in their respective markets. In 2015, the Lufthansa Group generated revenue of EUR 32.1bn and employed an average of 119,559 staff.

Challenge your Peers
Expertise management – collaboration, knowledge management and the role of expertise and experts

• What are the current methods in expertise management?
• What are the trends?
• How to make expertise visible?
• What is the best time to transfer knowledge?

During the roundtable, I will initialize a discussion about the management of expertise and experts. Where is the equilibrium between the needs of collaboration and anticipation of knowledge sharing and the role of expertise and experts? How to prepare companies to train experts in the flow, make them visible, available ?

The Group provides individuals, cities and businesses with highly efficient and innovative solutions largely based on its expertise in four key sectors: renewable energy, energy efficiency, liquefied natural gas and digital technology.

ENGIE develops its businesses (power, natural gas, energy services) around a model based on responsible growth to take on the major challenges of energy’s transition to a low-carbon economy: access to sustainable energy, climate-change mitigation and adaptation and the rational use of resources.

ENGIE employs 154,950 people worldwide and achieved revenues of €69.9 billion in 2015.

Training Session
Draw your idea, your challenge or your strategy!
This is an introduction workshop to Visualization, Graphic Facilitation and Graphic Recording. It contens idea generation, typography, individual symbols and composition of convincing visualizations for your individual profession – no prior experience needed!

The first 20 Participants will receive a visualization starter-kit containing markers & a sketchbook!!

Creating Value with Video

Kaltura’s mission is to power any video experience.

A recognized leader in the OTT TV (Over the Top TV), OVP (Online Video Platform), EdVP (Education Video Platform) and EVP (Enterprise Video Platform) markets, Kaltura has emerged as the fastest growing video platform, and as the one with the widest use-case and appeal. Kaltura is deployed globally in thousands of enterprises, media companies, service providers and educational institutions and engages hundreds of millions of viewers at home, in work, and at school.

The company is committed to its core values of openness, flexibility, and collaboration, and is the initiator and backer of the world's leading open-source video-management project, which is home to more than 100,000 community members.

Case Study
The tools set the rules: JIVE as an enabler of cultural change at the European Commission's Joint Research Centre.
The European Commission's Joint Research Centre (JRC) adopted the JIVE Platform in March 2015 to bring together its disparate research institutes and groups across Europe, and its 3,600 staff, into a single collaborative platform. 18 months, 40,000 pieces of original content, and 97% user uptake later, the JRC is really starting to feel the power and opportunity of collaboration and community as it further embeds its collaboration process and approach into the everyday fabric of work.
Paul will outline the main challenges of rollout and user buy-in, present the results achieved, and outline lessons learned, providing an effective starter kit to anyone willing to embark on a similar journey towards greater collaboration

Icebreaker
People – the missing ingredient for digital transformation

Jive (NASDAQ: JIVE) is the leading provider of modern communication and collaboration solutions for business. Recognized as a leader by the industry’s top analyst firms in multiple categories, Jive enables employees, partners and customers to work better together.

Case Study
A New Perspective on the Digital Workplace: Debunking collaboration myths with 100 million intranet activities

• Myth 1 – It’s all about Millennials
• Myth 2 – Write it and they will come
• Myth 3 – Intranets won’t help me get my work done

Interact is one of the fastest growing intelligent intranet software companies. With more than 500,000 users, Interact has revolutionized the way companies communicate, collaborate, share knowledge, and streamline internal processes.

Case Study
Using Employee Generated Video to Share Knowledge

Since 2007, Videolicious has been a leading provider of automatic video creation solutions, with millions of users in over 100 countries. Our patented automatic video editing technology has powered the creation of videos for major media companies and Fortune 500 retailers, including editorial videos, social marketing videos, personalized sales videos, content marketing videos, ecommerce videos, training videos, video profiles, and more.

The vision of Videolicious is to help our clients create the best possible videos in the shortest amount of time. Videolicious puts great video creation into the hands of everyone, from novices who need a fast and easy way to create professional-looking video to professionals who want to shoot more and edit less.
www.videolicious.com

Case Study
How Europa-Park manages to reach and engage its employees

• Challenges of communicating with a distributed workforce
• Europa-Parks mobile communication tool
• Success stories of an engaged workforce
• Exploiting the benefits of mobile communication

The focus of this presentation lies on the challenges in internal communication for a theme park with over 5 million visitors per season. I will share various examples of operational as well as social communications from different departments within Europa-Park. The goal is to show how a good communication strategy, combined with a mobile communication tool could positively impact your business.

In the heart of Europe, between the Black Forest and the Vosges, lies one of the world's most beautiful theme parks. More than 5 million people from all over the world visit the park each season to enjoy the excitement offered by more than one hundred attractions and shows. The innovative European theme concept; one of the largest hotel resorts in Europe; the various decorations for each season; and the large number of diverse and colorful events make Europa-Park a one-of-a-kind getaway destination all year long. With over 3.500 staff of its own, Europa-Park is one of the biggest employers in the area – and another 8.000 jobs are indirectly linked to the park's development.

Icebreaker
How to improve User Experience Design and Usability to meet the Crowds Demand for Simple Intuitive Way of Work
During the roundtable/ icebreaker session, I will initialize an discussion round the disruptive challenge companies have with the customized easy downloadable and cheap solutions out there – challenging the companies try to have a company common collaboration platform. What does it take to meet the demand of the users?

• Are the users being spoiled?
• A Shadow IT Challenge, how to be quick enough?

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

World Café
Digitalization as Factor of Innovation in Social Collaboration

• Pros/cons of changing working environments based on digitalization
• The potential of social media tools for changes to the core working processes (automatization of tasks, dispense of tasks, evolution of new tasks)
• Impact of open communities on daily work/business (communication overload or effective communication?)
• Methods to measure improvements
• Technology push vs. technology pull (Who is driving the race? Technology possibilities or our need for it?)

In recent years working environments have changed rapidly in response to the growth of the internet. Thanks to the internet, open access to resources, research and data, and global collaboration has become much more common. Apart from the increase in access to old forms of networking, the internet has given rise to new forms of commentary, evaluation, and news exchange via social media channels, blogs, wikis, and networks. These internet-driven changes to business processes have changed the roles of the participants in online working environments. During the World Café we will discuss about experiences and management techniques regarding the impact of digitalization on social business collaboration in business environments.

Being a University of Resources, the TU Bergakademie focuses comprehensively on securing the supply of natural resources along the entire added value chain. It covers the spectrum from the exploration for new deposits, the low impact, environmentally sound extraction of the raw materials as well as the development of alternative energy technologies and efficient materials right up to the recycling process. The basic idea of sustainable development remains at the forefront at all times. The TU Bergakademie Freiberg thus provides society with the basis for an environmentally compatible supply of resources which are essential for universal economic growth. Researchers in Freiberg use cooperative relationships with industry representatives on the regional and national level as well as with international businesses to carry out fundamental research activities that have practical relevance.

Icebreaker
Digital Content Curation-How to cope with the complexity along all dimensions of relevant content?
At the ice-breaker session, I would like to focus on the topic of digital content curation.  As complexity is increasing along all dimensions of relevant content (types of assets, # of platforms and channels, # of artifacts, new technologies), traditional approaches to curation no longer work. However, with a lack of curation, the benefits of increased social collaboration and smart technologies cannot be reaped, and many employees are increasingly struggling to find the "best of the best" and feel overwhelmed by the "noise". What are approaches and measures that participants have taken or have seen work to address this veritable challenge?

• Discovering knowledge and expertise amid increasing fragmentation
• Curating across multiple asset types and digital platforms
• Challenge of curating content on collaboration sites (like Yammer or Slack)
• Structuring the role and responsibilities of "curators" on different level of the organization

McKinsey is a global firm, comprising more than 10,000 consultants and nearly 2,000 research and information professionals.
Our clients reflect our global nature. Around 40% are in Europe, 35% in the Americas, 15% in Asia Pacific and 10% in the Middle East and Africa. We serve a broad mix of private-, public-, and social-sector organizations.

Our firm is designed to operate as one. We are a single global partnership united by a strong set of values, focused on client impact. Our firm is owned by 1,400 plus partners, spread across Europe, the Americas, Asia Pacific, the Middle East, and Africa.

We have no headquarters in the traditional sense. Our global managing partner, elected by the partners, chooses his or her home office, currently London. Our Shareholders Council or Board also comprises partners elected by their peers. Its 30 members represent more than a dozen nationalities.
We take a consistent approach to recruiting and developing our people, regardless of where they are based.
This structure ensures that we can quickly deliver the right team, with the right experience and expertise, to every client, anywhere in the world.

Challenge your Peers
Is our content relevant, easy to find,  interesting and compelling?  How do we know?

• What the organization wants to push vs what people want:   creating content strategy
• What is user friendly?  – eg integrating multiple sites and vast amounts of content?  user selection?
• What are optimized search & find applications?  How do they work?
• How to develop and integrate a personalized user experience that also includes optimized search & find applications?

Zurich is a leading multi-line insurer that serves its customers in global and local markets. With about 55,000 employees, we provide a wide range of general insurance and life insurance products and services. We serve individuals, small businesses, and mid-sized and large companies, including multinational corporations, in more than 170 countries.

Innovation Lab
People-driven Transformation Management with PulseShift
PulseShift helps large enterprises within people-intense industries to steer their organisations in the right direction. We offer a cloud-based solution that captures feedback from employees on an ongoing basis – without over-surveying them. The product is currently exclusively available to our beta testing partners with additional pilot projects scheduled for early next year. We are interested to grow our partner ecosystem by finding innovative consultancies, who help us tackle the transformation challenges our customers face. Additionally, we would like to meet HR and business executives to get their take on our vision and product.

• With “change” being the only constant – why do 70% of changes initiatives still fail?
• How People & Feedback Analytics can help provide the right insights to make transformation management more agile and successful
• How companies can experiment their way forward and identify what really works in their organizations

Founded in early 2016 and based in Mannheim, Germany, PulseShift offers CEOs and CHROs a tool to track what their employees are thinking of the company and the way it operates as closely as they track their company's stock price: Our SaaS platform captures feedback from employees on any topic in real time so that management is always aware of what's going on with their workforce. That way, when something happens, our customers can directly track the impact on their strategy. We combine this information with predictive analytics to find trends and patterns and anticipate how employees will react to a specific action. This puts top management straight into the driver's seat to get their organization where it needs to go.

Innovation Lab
Why chat bots disappoint and how to build better ones
Despite the hype, chat bots are still very early stage and will have to prove that they can add significant value to the user. With natural language as input, chat bots hold the promise of being the simplest interface to software. The problem is that current technology just doesn’t deliver on that promise. Instead, users need to learn (similarly to a GUI) what commands the bot understands to get value out of it. Based on the latest research in machine learning and dialogue systems, our technology allows developers to build truly conversational bots.

• Intro to chat bots
• Why current bots disappoint
• How to build better ones

LastMile is a technology company which builds AI-powered conversational software, allowing users to naturally talk to a bot in messaging apps like Facebook Messenger, Slack, or WhatsApp. Dialogues are entirely based on machine learning: they don’t require developers to hard-code conversational flows and automatically get better with every conversation. We develop more advanced, natural bots for selected clients and help with everything that is needed to get there incl. strategy and concept.

Innovation Lab
A simple and easy way to build mobile apps for your intranet

Everyone has a smartphone nowadays, but company internal applications are still not mobile ready. This is because creating mobile apps for any highly customized enterprise application is complex, costly and takes a lot of time. With roughly 50% of the working population working at large companies and enterprises, we're here to make the lives and work of a major chunk of the population more productive and mobile.

At Productive Mobile, we're creating a Rapid Mobile Application Development platform focused on agility and speed. Finally, IT departments can bring enterprise applications mobile in minutes or hours, rather than months or years. Typical use cases include IT Helpdesk, CRM, Approvals, Intranet, Employee Portals, SAP/Oracle/IBM, and others. In addition, our unique data security model is compliant with the most demanding data security policies and privacy laws of the EU or Germany.

This is disrupting the speed, economics and agility of mobile app development for enterprises.

• Delivering simple & modern enterprise apps without a big IT project
• How to involve employees in shaping mobile apps they want to use
• How to transform your organization to the digital age with mobile apps

Founded in Berlin in 2014, Productive Mobile is a Rapid Mobile Application Development platform helping large enterprises to convert their internal software to the mobile age. Productive Mobile Graduated from the Microsoft Venture Accelerator Berlin in 2014 and won the Innovation-prize-IT 2015 in the category "Mobile". Productive Mobile is easiest and fastest to build mobile apps for Enterprises.

Case Study
How to secure efficient social collaboration without the pains?

Keolis launched 18 months ago an online collaboration tool that is now being expanded to encompass internal communications as well
84% of the users find added value in the communities they belong to and connections and downloads keep growing.
Yet, we never talked about social collaboration. But we are bringing solutions to their problems . How do we do it?

We believe in a comprehensive virtual metaverse which could be the core of future collaboration inside companies. Whether it’s a digital space to relaxe for your employees after lunch or a shared working environment for your designers and engineers. There are endless possibilities for every aspect of your company which could be transformed into the digital reality.

Founded in 2015 based in Saarbrücken, Germany. Hololux is a digital innovation agency founded to create experiences and concepts for the new possibilities of the virtual world.

We believe in a comprehensive virtual metaverse which could be the core of future collaboration inside companies. Whether it’s a digital space to relaxe for your employees after lunch or a shared working environment for your designers and engineers. There are endless possibilities for every aspect of your company which could be transformed into the digital reality.

Founded in 2015 based in Saarbrücken, Germany. Hololux is a digital innovation agency founded to create experiences and concepts for the new possibilities of the virtual world.

Conferences attended: Intra.NET Reloaded London 2017

Topic: Digitalizing Communication and Collaboration – "A 20 Year Personal Voyage of Discovery"

Conferences attended: Social Business Collaboration 2013 & Intra.NET Reloaded Boston 2015

Topics:

• Working out loud: Making work more effective & fulfilling

Conferences attended: Social Business Collaboration 2015

Topics:

• Opening up to Social Networks

Conferences attended: Intra.NET Boston 2016, Intra.NET London 2016, Intra.NET Berlin 2013 & 2015

Topics:

• Better Writing = Better Content, Better Connections, Better Business
• How to Make the Blurring of Content Lines Work for You and Your Audience
• Overcoming the Content Challenge: Do-It-Yourself Content Syndication for Internal and External Channels

Conferences attended: Intra.NET Boston 2015 & 2016

Topics:

• Building the capacity to collaborate and building the capacity to innovate
• Out of the fragmentation, innovation!

Conferences attended: Intra.NET Reloaded Berlin 2012, 2013, 2016;  Intra.NET Reloaded Boston 2015, IoT World San Diego 2016

Topics:

• Intranet Relaunch: How to organize an Intranet Relaunch project?
• How to activate employees in social media?
• Simply social vs. social everywhere – review engagement and effectiveness of broad based usages compared to that usages deeply integrated into workflow processes
• Integrating a Collaboration model into the design of a large (internal) conference

Conferences attended: Intra.NET Reloaded Berlin 2012, 2013,2014, 2016 and Intra.NET Reloaded Boston 2015

Topics:

• Intranet Relaunch: How to organize an Intranet Relaunch project?
• How to activate employees in social media?
• Simply social vs. social everywhere – review engagement and effectiveness of broad based usages compared to that usages deeply integrated into workflow processes
• Integrating a Collaboration model into the design of a large (internal) conference

Wells Fargo & Company (NYSE: WFC) is a diversified, community-based financial services company with $1.9 trillion in assets. Founded in 1852 and headquartered in San Francisco, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial finance through more than 8,600 locations, 13,000 ATMs, the internet (wellsfargo.com) and mobile banking, and has offices in 36 countries and territories to support customers who conduct business in the global economy. With approximately 268,000 team members, Wells Fargo serves one in three households in the United States. Wells Fargo & Company was ranked No. 27 on Fortune’s 2016 rankings of America’s largest corporations. Wells Fargo’s vision is to satisfy our customers’ financial needs and help them succeed financially. Wells Fargo perspectives are also available on Wells Fargo Blogs and Wells Fargo Stories.

Conferences attended: Intra.NET Reloaded 2012 & 2015

• Analysing Deloitte Analytics – How the Deloitte Analytics Knowledge Management team is using site analytics to extract insights about our internal community of Practice and their interactions with their community portal in order to drive progressive improvement, and ultimately, user engagement
• Increasing the business value of intranet strategies partnering across the enterprise to drive innovation and maximize results

Conferences attended: Intra.NET Reloaded London 2015 & Social Business Collaboration 2014

Topics:

• Establishing, Merging and Upgrading Intranet & Collaboration Platforms
• From good to great: Rethinking Skanska’s global intranet

Conferences attended: IIntra.NET Reloaded Berlin 2016 & Intra.NET Reloaded Boston 2016

Topics:

• The Key Element of a Winning Digital Experience

Conferences attended: Intra.NET Reloaded 2014

Topics:

• Capturing, Retaining and Sharing Critical Knowledge

Conferences attended: Intra.NET Reloaded Berlin 2013,2014 & 2015

Topics:

• Facilitating the multidimensional communication of employees within an advanced online community – How Philips used crowdsourcing to activate their new Mission and Vision
• Connected Enterprise – Connecting Employees Via Digital Internal Communications
• How to measure the success of your internal social network

Conferences attended: Intra.NET Reloaded Boston 2016

Topic:

• What´s next? Dealing with the phase after a successful launch

conferences attended: Intra.NET Reloaded London 2015

Topic:

What drives development of the corporate Digital Workplace?

• The steering and control of the Digital Workplace is often divided between IT, Communication and the Business.
• Although the needs of the Business should dictate the development of the solutions, this is often not the case.
• How can we achieve the optimal collaboration and balance between the key stakeholder groups?
• What is the role of IT?
• What is the role of the Communication dept?
• What is the role of the Business?
• Where should the budget sit for development of the solutions?
• Who’s responsibility is it to follow technology trends and developments in society that can add value to the company?

Conferences attended: Intra.NET Reloaded Boston 2015 & 2016

Topics:

• Changing a corporate culture. How can social collaboration, networks and change agents transform the enterprise
• Changing and transforming vs. communicating and channelling digital participation

Conferences attended: Social Business Collaboration 2015

Topic:

• Our Intranet Search: Better, Faster, Effective

Conferences attended: Intra.NET Reloaded London 2015, 2016 & Social Business Collaboration 2013

Topic:

Measuring impact – gaining the greatest benefits from enterprise-wide social collaboration
What is the real benefit of social in business?

• How to use social media effectively & productively in a business environment?
• How to sell the importance of social collaboration to top management when it comes to the need for sponsorship/budget?
• How to measure impacts of social collaboration usage?
• How best to implement KPI´s?

Conferences attended: Intra.NET Reloaded Berlin 2015

Topics:

• Bringing people together through digital integration – How social collaboration tools can support new and improved ways of connecting employees and how intranets play a role in this collaboration

Conferences attended: Intra.NET Boston 2015

Topics:

• Content, contribution and creativity – Creating an intranet success-story based on SharePoint technology

Conferences attended: Intra.NET Boston 2015

Topics:

• The Role of social media in fostering the transfer and dissemination of critical knowledge

Conferences attended: Intra.NET Boston 2015

Topics:

• Exploring cost-effectiveness of getting social – strategies, tools and RO I-related ratio

Conferences attended: Social Business Collaboration 2015

Topics:

• Digitalizing Business Processes in a Paper-Based Working Environment – Membership, Involvement and the Importance
  of Data-Connectivity on a Digital Platform

Conferences attended: Intra.NET Boston 2016

Topics:

• The Evolving Nature of Work at the Government of Canada: How a complex and extra-large organization is embracing change and a vision of digital workspace for its 300,000 employees

Conferences attended: Intra.NET Reloaded Boston 2016

Topic:

• The Evolving Nature of Work at the Government of Canada: How a complex and extra-large organization is embracing change and a vision of digital workspace for its 300,000 employees

Conferences attended: Intra.NET Reloaded Berlin 2016 & Social Business Collaboration 2016

Topics:

• When traditional management practices fail to move you fast forward, what will? (Tip: it is not a technology)

Conferences attended: Social Business Collaboration 2014

Topics:

Measuring Impact of Digital Platforms and Information Sharing – Unleashing Business Value of Collaboration

Conferences attended: Social Business Collaboration 2013

Topics: 

• Are we entering the age of superficial social business adoption in the workplace?

Conferences attended: Intra.NET Reloaded London 2015

Topics:

• Born of a merger – how a transition in corporate structures supported the transition of an intranet into a digital workplace

Conferences attended: Intra.NET Reloaded Berlin 2015

Topics:

• The journey to information & knowledge management at ExxonMobil Development Company

Conferences attended: Intra.NET Reloaded Berlin 2016

Topic:

• Leadership, change and the value of digital communications: How the establishment of a single point of access led towards a multi-sided business collaboration project

Conferences attended: Intra.NET Reloaded Berlin 2016

Topics:

• How to engage employees and break communication silos? Coping with the challenge of bringing different stakeholders on the same page

Conferences attended: Intra.NET Reloaded Berlin 2012

Topics:

• How to define and bring together the different current and future roles of the intranet?