From Digital Workplace to Digital Mindset, Transforming a Traditional Company

Intranets2016, Sydney, June 2016
Frank 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

What we do
Life Science
Performance
Materials
Healthcare
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 biotech
production 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 on
all continents
Our U.S. subsidi-
ary Merck & Co.
is expropriated
as a consequence
of World War I
All foreign
subsidiaries
are lost and the
company starts
up again from
the ruins in
Darmstadt
Our subsidiaries
are founded or
reestablished
around the world
We enter the field
of bio-technology,
assuming a pio-
neering role
in Germany
The Institute
for Experimental
Drug Research
is established
Initial public
offering
Acquisition
of Serono
Acquisition
of Millipore
We take up
the fight against
schistosomiasis,
aiming to elim-
inate this tropical
disease in Africa
Acquisition of
AZ
Electronic
Materials
Our 350th
anniversary
Acquisition of
Sigma-Aldrich

1668
founded
6
HEALTHCARE,
LIFE SCIENCE
& PERFORMANCE
MATERIALS
66
countries
50,000
employees
€1.7 bn
invested in R&D
in 2015
€12.8 bn
sales in 2015

FROM SHANTYTOWN
TO 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complicated and outdated.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 experts
and expert knowledge
Outdated or irrelevant content
Important communication gets
lost in (mass) mails
Low capacity of adaptation in
the 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 together
regardless of location or function
Access to Information:
Employees can be reliably reached by their leaders;
and enjoy individually customized access to
information to help them accomplish their goals in
the 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?

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 Endorsement
Leveraging 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 Field
Employee 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 probably
here currently
Time
Peak of inflated
expectation
Trough of
disillusionement
Slope of
enlightenment
Plateau of
productivity
This is not surprising, as all
platforms run through this cycle…
The important thing is to reach the
turnaround 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
(12,082 answers)
6
13
37
32
12
Very satisfied Satisfied
undecided Not satisfied
Dissatisfied
How satisfied are you
with EVA?
Detractors
56%
12%
Promoters
Satisfied
but no fans
Finding:
daily users
are almost
2 times
as satisfied

Stacked vertical bar chartUser Habits and Software Quality (Feedback-Analysis)
Reasons of dissatisfaction with EVA
(in percent, 2,120 answers)
7
3
3
3
3
5
6
11
14
20
22
23
45
48
Other
More languages
Too many EVA Rooms
Lack of experience
Old Intranet Info missing
Improve Content
Layout & Design
Not enough News
Difficulties using Search Engine
Too much news
HR4You changes
Usability
Slow loading time
Difficult to navigate
offer more user trainings
or use cases (Roll-out)
invest
in infrastructure
optimize
Legacy Integration
optimize Content Workflows
Targeting Capabilities
possible fields
of EVA improvement

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 and
the management
• Training
• Share stories and use cases
• Inspire people
• Create „army“ of multipliers
Peak of inflated
expectation
Trough of
disillusionement
Slope of
enlightenment
Failed Projects
Plateau of
productivity

Tuxyso / Wikimedia Commons, via Wikimedia Commons
MeRCK
Frank Sielaff
Frankfurter Straße 250
64293 Darmstadt, Germany
LinkedIn https://de.linkedin.com/in/fsielaff
Twitter @fsielaff
cONTAcT

From Digital Workplace to Digital Mindset, Transforming a Traditional Company

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