from digital workplace to digital mindset, transforming a traditional company

Intranets2016, Sydney, June 2016Frank Sielaff

From Digital Workplace to Digital Mindset

TRANSFORMING A TRADITIONAL COMPANY

Transforming a Traditional Company: From Digital Workplace to Digital Mindset - Frank Sielaff - @fsielaff2

Agenda

We are Merck

From Shantytown to Capital City

Project Communications

Where we are Today

WE AREMERCK


What we do

Life SciencePerformance

MaterialsHealthcare

A wide range of specialty chemicals, such as liquid crystals for displays, effect pigments for coatings and cosmetics, or high-tech materials for the electronics industry.

Innovative tools and laboratory supplies for the life science industry that make research and biotechproduction easier, faster and more successful.

Prescription medicines to treat, for example, cancer, multiple sclerosis and infertility, over-the-counter pharmaceuticals for everyday health protection or to provide fast relief of colds and pain, as well as innovations in the areas of allergies and biosimilars.

History and future

Nearly 350 years of experience for patients and customers


Friedrich Jacob Merck purchases the “Angel Pharmacy” (Engel-Apotheke) in Darmstadt

Emanuel Merck begins production on an industrial scale

Merck from Darmstadt, Germany is represented onall continents

Our U.S. subsidi-ary Merck & Co.is expropriatedas a consequence of World War I

All foreign subsidiariesare lost and the company startsup again fromthe ruins in Darmstadt

Our subsidiariesare founded or reestablished around the world

We enter the field of bio-technology, assuming a pio-neering rolein Germany

The Institutefor Experimental Drug Researchis established

Initial public offering

Acquisitionof Serono

Acquisitionof Millipore

We take upthe fight against schistosomiasis, aiming to elim-inate this tropical disease in Africa

Acquisition of AZElectronic Materials

Our 350th

anniversary

Acquisition of Sigma-Aldrich

1668founded

6

HEALTHCARE, LIFE SCIENCE

& PERFORMANCE MATERIALS

66countries

50,000 employees

€1.7 bninvested in R&D

in 2015

€12.8 bnsales in 2015

FROM SHANTYTOWNTO CAPITAL CITY

This is Chaosville …In a digital sense, we lived in a shantytown where the ways we connect with one another are hopelessly complicated and outdated.

8 Transforming a Traditional Company: From Digital Workplace to Digital Mindset - Frank Sielaff - @fsielaff

Welcome to Capital City



Reasons for Change

Shortfalls in current communication and collaboration

possibilities

Multiple unconnected systems

Working in silos

Duplication of work

No identification of expertsand expert knowledge

Outdated or irrelevant content

Important communication getslost in (mass) mails

Low capacity of adaptation inthe organization

…

11

EVA – The Digital Workplace

Expertise everywhere:Global and local knowledge and experts are available quickly and easily

Virtual Teams: Employees as well as partners can work togetherregardless of location or function

Access to Information: Employees can be reliably reached by their leaders;and enjoy individually customized access toinformation to help them accomplish their goals inthe most effective and efficient way.

Transforming a Traditional Company: From Digital Workplace to Digital Mindset - Frank Sielaff - @fsielaff

Vision: All Merck employees as well as partners will be part of a globally connected network, where free flow of information fosters collaboration and innovation.


Finding an understandable Nomenclature

no tech terms

describing the problem

management compatible

Result: Room Analogy

By Jannahplace (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons

Room Types



Bringing all together

„Employee Room“

Rooms (= Websites) Applications


One start page for every employee

Dashboard

Browser Startpage

Personalized, aggregated content

Quick Access Gateway News, Activities, Conversations

Project Setup

BAB / LRM Übersicht Charts



... and how does it feel?

PROJECTCOMMUNICATION

3 types of audiences

Prelaunch

Management

Executive Conference, Pre-Information, Top-Down Comms, Manager Kits

EVA virtual team

Practitioner Meetings, Blog-Updates, Info-Packs

All Employees

Posters, Table Toppers, StandUp Displays, Intranet Articles, ...

Communication 01.09.15

Launch and Beyond

Management

Information Meetings Lighthouse exchanges

EVA virtual team

Support Forum, Lighthouse exchanges

All Employees

Virtual Guided Tour, All People Mail, Profile Contest

Big Bang

Global Browser Switch



Stage Play at Group Executive Conference

Management Information Meetings

Leadership Team Meetings

"Meeting in a Box"

Gaining Managers EndorsementLeveraging existing touchpoints, varied formats, ...

• Early and regular information(before others)

• Prioritized response in online communities

• Classroom and Remote Trainings

• Practicioner meetings

• Focus sessions

• EVA Excellence Awards

• EVA Launch Celebration

"YOU ARE ROCKSTARS"Motivating the virtual EVA team


Being an EVA room manager is a job enrichment!

Moving the FieldEmployee Launch Communication



Where we are today

Now that people moved in, they start to learn how to live in this smart city.

By Olga Bandelowa (Own work) [CC BY-SA 2.0 de (http://creativecommons.org/licenses/by-sa/2.0/de/deed.en)], via Wikimedia Commons


The typical lifecycle of new (social) platforms in organizations

EVA is probablyhere currently

Time

Peak of inflatedexpectation

Trough ofdisillusionement

Slope ofenlightenment

Plateau ofproductivity

This is not surprising, as all

platforms run through this cycle…

The important thing is to reach theturnaround in this phase

Usage


EVA is by far the most important of all channels, managed by Communications. User satisfaction indicate a necessity to act!

April 2016 Employee Survey feedback shows Importance and Satisfaction

-64

-30

25

40

47

49

59

86

89

Smartphone or tablets

...

EVA (Intranet)

E-Mail

Meetings with Manager / Team

Most important ways of Communication


However: Adoption does not come on its own

Time

Usage

So, what needs to be done to achieve the turnaround?

1. Continuous improvements of the platform (visible for the employees!), fixing infrastructure

2. Continuous change communication to build capabilities and make the benefits clear to the employees andthe management

• Training

• Share stories and use cases

• Inspire people

• Create „army“ of multipliers

Peak of inflatedexpectation

Trough ofdisillusionement

Slope ofenlightenment

Failed Projects

Plateau ofproductivity


Tuxyso / Wikimedia Commons, via Wikimedia Commons

MeRCKFrank Sielaff

Frankfurter Straße 250

64293 Darmstadt, Germany

Phone +49 6151 723520

Email [email protected]

LinkedIn https://de.linkedin.com/in/fsielaff

Twitter @fsielaff

cONTAcT

mailto:[email protected]

https://de.linkedin.com/in/fsielaff

http://www.twitter.com/fsielaff

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