Global Energy Management Specialist, Schneider Electric, Uses Enterprise Social Networking to Connect Employees Across More than 100 Countries
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The document summarizes Schneider Electric's Social Enterprise Program, which aims to foster collaboration and knowledge sharing across the large, diverse company. The program introduces collaboration platforms and a centralized employee portal to connect Schneider Electric's global workforce. It outlines a phased deployment approach and roadmap to gradually introduce these tools. The goal is to unlock the collective knowledge within the company, increase information access and sharing of best practices to drive efficiencies. Initial metrics show strong adoption rates among employees from over 100 countries. The program aims to ultimately deliver business value by facilitating collaboration.
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Global Energy Management Specialist, Schneider Electric, Uses Enterprise Social Networking to Connect Employees Across More than 100 Countries
- 1. Leading a Controlled Revolution by Deepak Bhandary Social Enterprise Program Manager Schneider Electric
- 2. Schneider Electric at a glance The global specialist in Energy management Covering Making energy: people in 100+ countries Energy production & transmission of sales in new economies •Safe •Reliable •Efficient •Productive •Green of world final energy consumption Energy usage billion € sales in 2012 of sales devoted to R&D Schneider Electric IPO – Spice Program A Recognised Sustainable commitment 2
- 3. Why have a Social Enterprise Program? Organic Growth New Acquisitions Diverse Cultures If only Schneider knew, what Schneider knows! New Company Program 2012-15 • Customer centric collaboration & knowledge sharing • Cultural transformation • Information access Connect for Efficiency • Employee productivity and shared practices Schneider Electric IPO – Spice Program 3
- 4. Why have a Social Enterprise Program? Organic Growth New Acquisitions Diverse Cultures If only Schneider knew, what Schneider knows! IT Strategic Plan 2012-15 Leverage 4 megatrends Schneider Electric IPO – Spice Program Cloud Social Mobile Big Data 4
- 5. Why have a Social Enterprise Program? Organic Growth New Acquisitions Diverse Cultures If only Schneider knew, what Schneider knows! Connect to Connect IPO Strategic Plan 2012-15 Social Enterprise Program Schneider Electric IPO – Spice Program 5
- 6. The building blocks of our program Employee Portal Collaboration Platforms Integrations One window to the Schneider Electric world Know what’s happening around you Bring collaboration to your line of work View corporate, global & personalized information Animate cross functional communities Increase agility & efficiency via enhanced business functionality Single point of access facilitating day to day activities Schneider Electric IPO – Spice Program Leverage interactive communication on any topic Share information easily 6
- 7. The choice of platforms Key Criteria Easy to use Schneider Electric IPO – Spice Program Integration friendly Good mobile experience 7
- 8. Our deployment model Add structure in a revolutionary technology Revolution • • • • Fast Deployment Unstructured Many Users More clean up later phases Structured Revolution • • • • Phased Deployment Focused communities Focused locations No clean up, deployment as you deploy Structured • Slow Deployment • Slow adoption of users • Slow innovation Make it viral, quite automatic with few core team resource involvement Schneider Electric IPO – Spice Program 8
- 9. Our Social Enterprise Roadmap 2013 2012 2014 2015 Introduction of collaboration platforms Development of an integrated collaboration layer Deployment of a collaborative employee portal Delivery of a Social Enterprise Desktop Box global launch tibbr pilot Social Enterprise Program launch New Company Program launch Schneider Electric IPO – Spice Program tibbr global launch Box pilot Salesforce integrated with tibbr Launch of wikis & blogs Business App integration framework Personalization of employee portal Launch of a collaborative intranet Box & Webex integrated with tibbr 9
- 10. Social Enterprise (Spice) Program In a nutshell …that Applications can plug into over time An Enterprise-wide Social Collaboration Platform… …with capability to search for content across applications Blogs A Collaborative & Personalized Employee Portal … Wikis Schneider Electric IPO – Spice Program Lotus Notes 10
- 11. The Collaboration Journey Logins/Visits User profile completeness # of subscriptions Conversation analysis % of vivid discussions Business value realization Content posting stats Subjects activity level Types of Collaborators Value We are here • • • • • • • Learn what a social network is Understand how to use it • • CONNECT Schneider Electric IPO – Spice Program Glance through subjects Observe conversation Be a reader • • Use new media to broadcast content View the tool as an advertising & editorial area Start posting new content CONTRIBUTE • • Engage in 2Way dialogue with others Launch & participate to conversations Develop working relationships within the tool • • Create content collaboratively by interacting with others in the tool Encourage collaboration from others to produce better ideas, products, etc. Create the conditions for setting the tool as a safe environment for exchange Acknowledge open feedback, accept challenge & embrace failure COLLABORATE Maturity 11
- 12. Adoption Dashboard 95,000+ accounts activated on tibbr & Box Adoption Trends ~45,000 x5 Employees have connected to date x 13 650K 114 5% 10% Originators Augmenters 85% Readers Countries have users connecting 30K ~70% users return every week Schneider Electric IPO – Spice Program 50K 6K Jan ’13 Feb ‘13 2012 2013 Users logged in every week 2012 2013 Total activity on Spice 12
- 13. It’s all about Value Schneider Electric IPO – Spice Program 13
- 14. Collaboration Shared Practices GP-1 Generic Shared Practices Animate effectively an Expert Community GP-2 Find easily a skilled resource GP-3 GP-4 Animate your team in a Collaborative way Exchange on your project in a Project virtual room *Develop culture of collaboration & trust *Develop Team connections *Ease information flow *Strengthens relationships across geographic and functional boundaries *Ease collaboration and information exchanges *Limit emails *Single place to find project information and exchanges Underlying Tools & Platforms Expected Benefits *Develop culture of collaboration & trust *Unlock knowledge *Help building/retain company expertise *Transform implicit knowledge into explicit knowledge *Networking across the company Schneider Electric IPO – Spice Program *Easy access to people skill set and experiences 14
- 15. Collaboration Shared Practices (Contd.) GP-5 Generic Shared Practices GP-6 Manage a collaborative End User Support Organize and run an effective remote meeting *Reduce time to get support *Ease innovation and continuous improvement *Reduce support cost *Save time with meetings starting ontime *Reduce travel costs GP-7 GP-8 Collaboration Toolkit Employee On-boarding Kit *Develop culture of collaboration & trust *Develop Team connections * Ease collaboration and information exchanges *Limit emails *Provide a seamless experience on joining the organization *Make on-boarding easier & quicker * Reduce personnel dependency Underlying Tools & Platforms Expected Benefits Schneider Electric IPO – Spice Program 15
- 16. Success Stories Schneider Electric IPO – Spice Program 16
- 17. How did we overcome challenges? User Readiness Technology Readiness 1. 2. 3. 4. 5. 6. Fix the basics Development of edge apps Product quality checks Vendor relationship Technology landscape clarity Change management Schneider Electric IPO – Spice Program 1. 2. 3. 4. 5. 6. 7. Communication & Training Leadership involvement Early successes Champion network creation Communities@Work Value articulation Internal partnerships 17
- 18. If only Schneider knew, what Schneider knows.. …it is possible!
- 19. Make the most of your energy™ schneider-electric.com 19
Notas del editor
- Who are we?Why collaboration?Why tibbr?How did we deploy?What results have we seen?What next?Look at the outlets in the wall of your office, think about all the fuse switches etc behind those walls, and think of all the monitoring, support, sales, etc, that has to happen to make it all work. Well, Schneider Electric makes this electrical infrastructure possible. We are one of world’s leading energy management and automation solutions provider. From “Plant to Plug”, we design, manufacture and sell everything from switches, to industrial plugs and sockets, to power and energy monitoring systems, to protection relays and capacitors, to solar grids, etcFor some business context: “The shell of a typical data center costs about $100 per square foot to build, but the electrical gutswhich Schneider sells can cost six times as much,” says Jim Smith, Digital Realty’s chief technology officer.
- Schneider Electric’s Goal: Guarantee customers energy savings of 30% or more a year by integrating all business units, product lines and intelligence across 130k+ employees in 100+ countries.Now think about how many product lines and people need to work together perfectly to make these kinds of efficiency improvements because these products are sold as giant packages and need deep integrations to ensure the energy cost savingsBut each business unit acted much like a standalone (reporting structure, culture, product knowledge, etc.)Cultural Transformation: Flatten hierarchy and enable bottom-up information flows, break silos, support leadership and individual engagement
- Schneider Electric’s Goal: Guarantee customers energy savings of 30% or more a year by integrating all business units, product lines and intelligence across 130k+ employees in 100+ countries.Now think about how many product lines and people need to work together perfectly to make these kinds of efficiency improvements because these products are sold as giant packages and need deep integrations to ensure the energy cost savingsBut each business unit acted much like a standalone (reporting structure, culture, product knowledge, etc.)Cultural Transformation: Flatten hierarchy and enable bottom-up information flows, break silos, support leadership and individual engagement
- Schneider Electric’s Goal: Guarantee customers energy savings of 30% or more a year by integrating all business units, product lines and intelligence across 130k+ employees in 100+ countries.Now think about how many product lines and people need to work together perfectly to make these kinds of efficiency improvements because these products are sold as giant packages and need deep integrations to ensure the energy cost savingsBut each business unit acted much like a standalone (reporting structure, culture, product knowledge, etc.)Cultural Transformation: Flatten hierarchy and enable bottom-up information flows, break silos, support leadership and individual engagement
- Why tibbr was selected…Easy to use firstMobileIntegrationSubjects – Change to / Breaking silosAdoptionCRM
- Deployment process, and the phases they went through and realizations/outcomes of eachTalk about starting very conservative and traditional, but slowly Schneider Electric deployment team embraced the emergent properties of social collaboration themselves. And how the processes around it remained focused on success, but without all of the multiple layers of traditional IT projects
- Update and include in communication package
- Update with screenshots
- The approach became more and more one about collaboration strategy that supported adoption.
- Global LaunchBroadcasting the success storiesExecutives are engagedCulture change: accept the emergent & now over the polished & later
- Story showing that change management and business transformation is a process, and takes some time: and SE has gotten it right, but see where we started from to see the real impact.Story to tell: Early launch phase, a regular user who was very creative had a short video created for his small team being deployed on tibbr.It was much better than the official video that was created by the internal communications departmentThe user-created video was just posted to that person’s small team that was just deployed on tibbrIt quickly went viral, and everyone on tibbr at that early stage (~1500 people) loved it, and said so.Internal Comms felt that they had lost control of the messaging about tibbr, even though these types of activities are exactly why tibbr was being usedThe video was pulled down as a formal request against the wishes of the person who posted it to his small team. He wasn’t trying to make things better for everyone, just his small team.After lots of focus on what transformation we are trying to achieve, lessons on change management, time to learn and appreciate what social does for an organization, I’m happy to say, that video is now being used for Spice, and the person who created it was appointed to the Spice Adoption Team – it is a great example, of how these things take time, of why social is different, of why it is not just a product purchase but a commitment to change; of why it is a good idea to have experts like tibbr Strategy Services helping to guide you; and of why it is worth it, and there is real value to the entire organization, and customers and shareholders when you succeed with these opportunities.Thank you!