The Method

The Results

The Challenge

The transformation of knowledge management at Stadtwerke Langen to ensure fast access to information and expertise throughout the organization.

The Challenge

The Result

• Defined global standards and behaviors that manifest in a standardized way of working
• A set of behaviors, that focusses on mutuality, transparency, and openness for permanent improvement
• A standard digital workplace continuously refined through user feedback
• Automation of numerous processes initiated by the “guides”
• A new intranet as basis for knowledge management, information sharing and starting automated digital services
• A highly motivated team of “guides”, equipped to support colleagues in embracing new ways of working and digital tools
• A transformative shift in mindset and a robust digital infrastructure poised to fuel real growth

The Challenge

With the introduction of Office 365, the question arose as to how communication between employees and departments could be promoted, document management harmonised and standardised, task management structured transparently and comprehensibly and knowledge management designed in a participatory manner using new tools.

In addition, a test environment was set up in which the project members could try out their ideas in a prototypical environment and derive open questions. The technical connections between team/project workplaces and the knowledge management platform were visualised in a holistic diagram.

The Result

The Method

Together with the Market Supply Chain department, we developed a lighthouse project that became a success through intensive needs assessments and trainings, an attention-grabbing change campaign and the continued support of the project.
In an extensive analysis phase, we jointly redesigned communication and information structures and streamlined processes.

All internal and external users in the departments were actively introduced to the new platform through training. In the spirit of change management, we used guerrilla and word-of-mouth marketing to awaken demand in the other departments, which was the optimal enabler for the entire rollout.

In the process, we transferred all Mars Petcare and Food Germany departments to CoCo. Since then, other departments in other markets have approached the internal project team to get a CoCo page or to have a platform for better collaboration built that meets their needs. In this way, the CoCo spirit continues to spread independently through the group structures.

The Project Process

A central collaboration and change strategy was defined.

Team page structures, elements and access rights were defined with each team individually.

Change communication and trainings were conducted.

CIP meetings with key users and technical adjustments take place regularly.

The Vision

The project was driven by the vision of working in an internationally uniform way in R&D teams, as far as possible. This should make everyone’s work easier and in turn encourage innovation.

The Result

The playbook now represents a “one stop shop” for international R&D processes at the Kraft Heinz Company. As a result, user-friendliness has also been greatly enhanced. An appealing design and intuitive user guidance were important to help users find what they need in their work process as quickly as possible.

The Method

Analysis of the existing processes as well as the communication of project management, construction planning and subcontractors in order to create added value for all parties involved.

Establishment of a central communication and collaboration platform via Microsoft Teams for real-time communication and data quality on the construction site and in the office

Simple task overview with direct document linking, especially for plan reviews Microsoft Planner

The Result

With the then newly released MS Teams and various SharePoint extensions, a Teams template was created that enabled GEWOSIE construction management to centrally manage and control the entire construction process.

Executing construction companies were integrated as partners and, most recently, construction inspections were even carried out via video call. The need to carry analogue plans could also be eliminated and the correction of plans on the construction site could be managed on a tablet in order to establish synchronous knowledge at all times.

Standardisation and enabling of communication independent of hierarchy and department are to be strived for.

Chats and video telephony should reduce spatial distances and hierarchical levels

A common way of managing, reporting and prioritising tasks must be established.

The Method

The project started just before the pandemic and challenged ourselves to convert a process started in analogue workshops, on-site trainings and face2face arrangements to 100% digital. This was challenging for all involved, but it worked well for one reason in particular.

The Result

Radical conversion from deeply nested and very granular authorised drives, individual filing, task communication in Outlook to ONE MS Teams team.

Turning away from purely organisational and “administrative” filing to topic-
related collaboration across the boundaries of individual units.