Head in the Clouds
Synthesis / Packages of initiatives
We could foresee 2 projects and 4 enablers/CSFs.
Projects Axis
Full paperless material - ALL
LEAVES
Collaborative platforms - ALL
FORREST
Enablers Axis
IT Capacity Working
WATER
ERP system Working
ROOTS
HR (incl. Future Offices) Working
policy & management style
JACKS
KU Working
SUN
e Clouds
Synthesis / Packages of initiatives
s and 4 enablers/CSFs.
PAIN
We are seen not 'competitive / modern / flexible / CSR enough'
compared to competitors. We lack real interactive material for our clients
(videos, e-learning, serious games). We are scared about intellectual
property rights on our training material, and we need a proper protection,
a good storage/delivery process and the appropriate pricing grid. We
lack a good analysis of the mix paper / online to keep the best delivery
impact. We spend days retyping things (scoring, attendance). We need
to also address BLC needs for material, a total different concept and
approach (procedures, brown paper...).
We lack profesional communication tools to meet, exchange, push,
share content with our clients and colleagues - and support/guide them
in doing that. Skype is not profesional, Livemeeting is not well known,
Intranet and P/drive are static, not appealing and sometimes confusing.
PAIN
Quality of internet broadband already complicate the Skype and
livemeeting calls, so has chances to complicate further dvpts.
Spine is over, and its replacement must connect the above projects (or
keep them connectable) to our regular working processes.
At the moment, there are no real coaching style, nor specific process
and equipment to embark everyone on "Jack's beanstalk"
KU is a face-to-face training/developing/meeting platform, apart from
preparation and evaluation. Besides, personal formation on ICT tools,
even basic, is not covered.
Sub projects
Dematerialising training material (creating the list with D&T and the scenarios,
selecting supplier, revising storage, pricing, communicating and training internally),
broadening KM4U, Creating apps for A&E & attendance sheet, shooting videos. E-
learning / serious games modules (partnering, selecting, communicating, financing,
install an internal process of selection).
All virtual platforms to work, learn and share documents with clients and colleagues.
Could consist in 1/ livemeeting facility to MEET with colleagues and clients 2/ social
medias strategy to EXCHANGE and PUSH content 3/ wikis to SHARE working
documents 4/ Creating apps to PUSH content 5/ portals and training to GUIDE
employees and clients.
Sub projects
Hi speed mobile connection on all devices (laptops, iphones, ipads) - may be included
in IT vision 2005.
Accurate management information, client relations, HR data, link to Finance and easy
to build Portals. Link to Smartphones to have access to CRM and time registration.
Includes HR e-processes.
New way of coaching colleagues, home and office equipment, dematerialised HR
processes (include all available documents in digital format: evo sessions, target
setting, pay sheets, contracts, CVs… etc.)
Blended KU sessions, Intro on virtualisation deliverables in Induction programmes +
PLCs and local formation on virtualisation deliverables.
GAIN (time - money)
Brand image gains (CSR, modern, flexible,
collaborative). Training impact increased. Pricing
more flexible. Time saved.
Saving in travels money and time, Better
communication quality, Faster decision making,
better involvement of colleagues, partners and
clients.
GAIN (time - money)
see 2 projects gains. Check investments costs /
savings (ex: having cloud software in our laptops).
See 2 project gains. Less risk, less time consuming
for TC's and CA's, ICT policy becomes "enabler" (eg
connecting systems of information - empowering
colleagues to address future challenges themselves).
See 2 project gains. Easier and earlier adoption of
the above
See 2 project gains. Easier and earlier adoption of
the above. Increased personal performance,
decreased travel time/budget.
Draft planning of releases (only ALO consulted so far)
Initiatives Project Axis 2010 Q4 2011 Q2 2011 Q3
ERP ERP ALL
HR and New Way of Working (NWW) HR Working
Working space of the future HR Working 1
Hi-speed mobile connections ICT ALL 1
IT Vision 2015 ICT ALL 1
KU online KU Working 1
A&E sheet on-line LEAVES Delivering
attendance sheets (attestation présence France) LEAVES Delivering
Electronic training materials 5 (release) LEAVES ALL
Full paperless support 1 (HR) LEAVES Working 1
Full paperless support 2 (finance) LEAVES Working & Selling 1
Full paperless support 3 (commercial and admin) LEAVES ALL
Full paperless support 4 (contracts) LEAVES Working & Selling
KM4U broadened to a Virtual library LEAVES Delivering
Recommended providers LEAVES Selling & Delivering
Shooting videos LEAVES Selling & Delivering 1
Client portal TREE ALL
Employee portal TREE Working
Interactive coach TREE ALL
K Apps for smartphones TREE Delivering
Livemeeting facility (external) TREE ALL
Livemeeting facility (internal) TREE Working 1
Shared working documents 1 (Internal) TREE Working
Shared working documents 2 (External) TREE ALL
Social medias TREE Selling 1
Total 1 3 5
2011 Q4 2012 Q1 2012 Q2 2012 Q3 2012 Q4 2013 Q1 2013 Q2 2014 Q3 Total
1 1
1 1
1
1
1
1
1 1
1 1
1 1
1
1
1 1
1 1
1 1
1 1
1
1 1
1 1
1 1
1 1
1 1
1
1 1
1 1
1
2 6 2 1 0 1 1 3 25
Initiative Project Axis
ERP ERP ALL
HR and New Way of HR Working
Working (NWW)
Working space of the HR Working
future
Hi-speed mobile ICT ALL
connections
IT Vision 2015 ICT ALL
KU online KU Working
A&E sheet on-line LEAVES Delivering
attendance sheets LEAVES Delivering
(attestation présence
France)
Electronic training LEAVES ALL
materials 1 (material
list)
Electronic training LEAVES ALL
materials 2 (ordering,
storage & pricing
systems)
Electronic training LEAVES ALL
materials 3 (project
plan, announcement)
Electronic training LEAVES ALL
materials 4
(execution, pricelist,
scenario work out)
Electronic training LEAVES ALL
materials 5 (release)
Full paperless LEAVES Working
support 1 (HR)
Full paperless LEAVES Working &
support 2 (finance) Selling
Full paperless LEAVES ALL
support 3
(commercial and
administrative)
Full paperless LEAVES Working &
support 4 (contracts) Selling
KM4U broadened to a LEAVES Delivering
Virtual library
Recommended LEAVES Selling &
providers Delivering
Shooting videos LEAVES Selling &
Delivering
Client portal TREE ALL
Employee portal TREE Working
Interactive coach TREE ALL
K Apps for
smartphones TREE Delivering
Livemeeting facility
(external) TREE ALL
Livemeeting facility
(internal) TREE Working
Shared working
documents 1
(Internal) TREE Working
Shared working
documents 2
(External) TREE ALL
Social medias TREE Selling
Social networking 2: TREE
internal L'in group for
CSR
Social Media TREE
Pain Money Time
Spine is over. 400,000 € IT time + X
days DI
Cascade the consequences of the "Working space of the future" TBC HR time.
at employee level.
A pain linked to our "Identity" and "Look and feel" pains. The 3,000€ 2 x 20 days
organisation has evolved, as our new way of working (NWW) workshop.
has integrated the consequences of a more international scope, Moving cost, will
an extended expertise (Change) and distance working. We be their anyway
need to find out and define how our offices of the future will look since most
like to reach the next step. offices need
change
Broadband is limiting access to mobile services in office/home. TBC TBC
We currently experience difficulties with Skype and livemeeting ,
what about next dvpts?
TBC TBC TBC
KU is a face-to-face training/developing/meeting platform, apart TBC 10 days GR +
from preparation and evaluation. Besides, personal formation on 2 days TTT
ICT tools, even basic, is not covered. We propose KU to be the faculty and 2
change. days coaching
faculty
Current paper version means a lot of manual intervention to TBC involvement of
retrieve data into database & possibly benchmark - also very MW or any
time consuming for TC & CA - 5 mn per training day x 10000 = other D&T
840 working hours. What if we were dedicating this 0,5 FTE to member +
selling? Weblab for
development -
difficult to
evaluate
number of
days at this
stage
attendance sheets produce a massive amount of paper and TBC Externals
manual delivery without any ROI
We are seen not 'competitive / modern / flexible / CSR enough' 0 € 2 days P&L,
compared to competitors. We are scared about intellectual 1,5 day D&T
property rights on our training material, and we need a proper
protection, a good storage/delivery process and the appropriate
pricing grid. We lack a good analysis of the mix paper / online to
keep the best delivery impact. We need to also address BLC
needs for material, a total different concept and approach
(procedures, brown paper...).
see electronic material 1 0€ 2 days
Finance, 1 day
Pricing team
0,5 day
weblab, 4 days
P&L team
see electronic material 1 TBC To be
concretized
after the intake
sessions.
idem TBC TBC
idem TBC KU Jan. 2012
?
We work with almost only paper! HR Finance
ERP?
As part of the project led by Griet (Paperless office), Finance 0€ 1 day Finance
will offer the possibility to bill electronically. (meeting
around Inge),
0,5 days CPI
(communicatio
n)
We do it already and have not systematised it. 0€ D&T network?
Technical and legal progresses are needed to organise an 0€ RI, P&L
online "signature". network
A growing part of our training material is dispersed and implicit. TBC (licence D&T, P&L,
We need to go beyond scenarios and training material, to fees?) ICT, WebLab
include videos, articles & surveys, list of recommended
providers (see dedicated project).
We don't have the ressources nor the wish to produce and 0€ 2 day D&T
maintain e-learning material on our own. We better go for (search &
partners, and provide our colleagues and clients a list of selection
recommended "stuff" (companies or modules). criteria,
stample
process,
revision
process) , 1
day weblab, 1
day RI / TRO
(contract
templates), 1
day DE and
faculties (?)
integrating
selection
process.
We only have 1 video in EN, and click rates when it was sent 30,000 € 5 days JCH, 1
showed how attractive it is. We need more not only for day at KU (for
Inspiration e-newsletter, but for an extensive usage on Social scenarios &
medias, websites, even to be shown in the classroom. ideas)
All tools will need a platform that will guide the user to the K e-
planet - applicable to TPs (BLD, BLL) and to customised
assignements TBC Weblab + BL's
Weblab + KU
+ HR +
Intranet has shown serious limits, and will be replaced by the employees
new ERP. TBC themselves
At the moment, we don't formally address TPs needs for
help/advices/refresh between 2 training days or at the end of a
trainind/coa.TPs don't dare to ask / don't get an answer - C's
and K may spend too much time to answer this (Catch up day
NL) - we may narrow the relationship with the TP so much that
we lose opportunities for ARs. TBC WebLab / ICT
current access to our on-line offer currently only via Web - we
must broaden this to internet, not only web. TBC Weblab
idem TBC Weblab / ICT
In order to really connect with a group of people, travelling is still
needed; time/energy/cost consuming. Online, quality of group
connecting is actually poor - and livemeeting is not well known. TBC Weblab / ICT
Internally or externally, working on a single file (like this one)
creates a lot of emails exchanges + needs merging all inputs on New ERP
a single doc TBC system?
Idem + we do not enroll clients in the creation of new products -
this is a mistake since 1/ they could tell us what are their needs New ERP
2/ it would be free D&T work for us TBC system?
5 days CPI
ALO. 1 day SG
DI CPI each
(10 news
each). 1 day
GGA (design
Online networking activity of our consultants is generally low of PLC). No
(with some exceptions) vs growing presence of clients and TPs budget
there. Corporate accounts on L'in and FB are under-exploited (existing
(different languages, heterogeneous news, even owner content
unclear). 0€ leveraged).
Working Communicating
on MR on CSR
initiatives is
insufficient: one-
way, repetitive,
uncomplete
(sometimes
slides are
deleted by the
OL).
Selling Create Social
Media
Newsroom, with
content linked
form Social
Media Networks
as LinkedIn,
Facebook, etc..
This requires an
Intranet site
(cheap), where
we share
articles and
concepts
(through
shareslide),
show videos's
(Youtube) and
create an online
discussion
forum.
Delivery Timing CPI Owner CPI
ERP system that ensure accurate management 2012 Q1 DI
information, client relations, HR data, link to Finance and
easy to build Portals.
Training, workshops held by HR. At the end, a NWW, 2011 Q4 CN + HR rep
eg not only new processes, but also new behaviours.
Probably need to follow a NWW workshop.
Comfortable, easy to reach, inspiring meeting place 2011 Q3 CN
A fit to purpose, so evolving, broadband that will enable 2011 Q2 JFJ
further dvpts to be used on a daily basis by clients and
employees.
TBC 2010 Q4 JFJ
Space for tool training in both general and induction 2011 Q3 GR MW
programme. Working / creative sessions to prepare
dvpts. E-classes.
as everybody goes mobile, the A&E sheet will be 2014 Q3 PRA
available on-line or on the smartphone of the TP via a
krauthammer app that TP will have downloaded first - at
the end of a training day, 5 minutes is devoted to filling in
like today with paper
TC will be given an electronic pad on which the list of 2014 Q3 PRA
TPs will be available, each TP electronically sign with a
stylet to prove he attended the course
New training material list, now 3 years after the launch of 2011 Q1 CN
the new materials. Decide upon which materials to keep,
to make available electronically and which ones as paper
version; and per language group.
intake sessions with various deps and partners and work 2011 Q1 CN
out a proposal about the ordering/storage process and
pricing.
Final project plan to be realised with internal and external 2011 Q2 CN
partners. Internal announcement.
Execution by external partners + project follow up by 2011 Q3 CN
P&L. Pricelist.
Launch new sales process = internal communication + 2012 Q1 CN
internal training of all employees
Transfer HR regular material to electronic files (pay 2011 Q3 HR rep
sheet, evo sessions, target setting)
E-invoicing. 2011 Q2 GVG
Transfer client regular mail to electronic files (commercial 2012 Q1 DI as ERP
letters, preparation letter)
Transfer contractual material (HR contract, client 2013 Q1 RI
contract, convention in FR, e-bookings)
all Krauthammer specific content available online (course 2012 Q1 CN
material, videos…) in secure areas
Contract template with a commission system, 1 internal 2011 Q4 DI as D&T
guidelines to select a module/partner, 1 initial list of
providers/modules recommended with pricing grid, 1
process to "stick" and keep on delivering autonomously.
10 videos shot 2011 Q3 CPI JCH
The collaborative place to find all meeting, sharing,
communicating tools, with the "leaves" and their archives
- allowing all K clients to work together remotely and
keep contact with each other. 2012 Q2 ALO - BL
The collaborative place to find all meeting, sharing,
communicating tools, with the "leaves" and their archives
(NWW) - allowing all K people to work together remotely ALO - DI as
and keep contact with each other. 2012 Q1 ERP
The facility for TPs/Alumnis can ask for an appointment
and have a 1h session with a TC by video. Its
consequences in terms of production and planning. 2013 Q2 ALO
Apps to access the on-line surveys, e-bookings, … 2014 Q3 ALO
Offering video conferencing with external partners,
professionaly equipped. 2012 Q2 JFJ
Offering video conferencing with internal partners,
professionaly equipped. 2011 Q3 JFJ
People working on a single document can edit it from
one single place (ex: wiki, Google Sites) 2012 Q1 ALO
External release. A virtual platform used for interaction
with clients (co-creation, sharing of resources…) 2012 Q3 ALO
PLC "Grow your impact on Linkedin". Social media User
Guide (in EN). Internal flagship account on L'in. Network
of e-contributors on the 2 corporate accounts (FB -
Linkedin). 30 news posted by BL's on these social
accounts in EN. Recommendation on next years (local?
content?)… 2011 Q2 CPI ALO
2 days CPI. No budget. ANECDOTICALSKIP
Expected cost to create the newsroom 10K; Time to SKIP
POSSIBLE EVOLUTIONS IN THE FUTURE OF THIS +
regularly create content, make an editorial plan etc. First
estimate 6 x 20 days per year.
ROI (time - money)
Less risk, less time consuming for TC's and CA's.
Employee satisfaction AND early adoption /
adaptation of the above.
Less square meters, less travel, more frequent
contact, and more regular quality time
Permanent access to tools, whenever and wherever
you want
TBC
Employee satisfaction, Development of competences,
Savings in budget and time (what do we stop doing?),
Tests of future client services
no manual step anymore. Once send button hit, data
directly stored in DB & automatic scoring for TC +
available for benchmark and a copy available on
extranet so that TP can find back and keep track of
his/her things to do
time/cost/paper saving
Higher flexibility towards our clients, savings on
warehousing costs, IP revenue generated (paper,
online, blended versions are priced), CSR gains.
see electronic material 1
see electronic material 1
Revenue generated, cost savings, CSR gains.
Cost saving, CSR & image gains
Permanent access to knowledge, whenever and
wherever you want
Commission based revenue generated, number of
blended big shots.
Increase mkg impact, having a viral effect (KPI could
be nber of times shared on social medias / clicked
from the e-newsletter for example)
Revenue generated, increased value for money, cost
savings in commercial travels and administrative
work.
Increased efficiency, faster deliveries, broader
expertise sharing, cost savings in internal travels and
administrative work.
no travel fees, time saving, TPs/Almunis can be
answered by any TC available
easy and quick access to K virtual offerings -
"wherever you are / whenever and whatever you do,
Krauthammer is always there with you"
Lower travel costs/Top quality/ Top efficiency/Top
flexibility/ high impact/high engagement/High CSR
and all this on sales, delivery and working level.
NWW using internet instead of messy documents
spread everywhere on people hard drives - saves time
& increase efficency/security
idem
Increased audience to Mkg tools (ex: inspiration e-
newsletter go from 10000 clickers to 20000 clickers
on L'in). Bigger and more intense networks for our
Consultants (from X to Y ARs online). ROI needed
and still not clear.
2011
end 2011
Selling 2011
Delivering 2015
Working 2020
Enlarged team
Objectives
Engaging people, securing enablers, preparing & testing delivery, getting process for
content delivery (ex: editorial policy for ex. for social medias). From July on, every
quarter we launch at least 1 deliverable, we ensure KU gives time available for
2011 everyone to learn, we evaluate in the next quarter.
Q3 2011-2014 Delivering sub-projects (training - using - evaluating - adjusting)
2015 Evaluating meta-project impact and adjusting
Planning of releases Delivery
Initiatives 2010 Q4 2011 Q2 2011 Q3 2011 Q4
A&E sheet on-line
attendance sheets (attestation présence France)
Client portal
Electronic training materials 5 (release)
Employee portal
ERP
Full paperless support 1 (HR) 1
Full paperless support 2 (finance) 1
Full paperless support 3 (commercial and administrative)
Full paperless support 4 (contracts)
Hi-speed mobile connections 1
HR and New Way of Working (NWW)
Interactive coach
IT Vision 2015 1
K Apps for smartphones
KM4U broadened to a Virtual library
KU online 1
Livemeeting facility (external)
Livemeeting facility (internal) 1
Recommended providers 1
Shared working documents 1 (Internal)
Shared working documents 2 (External)
Shooting videos 1
Social medias 1
Working space of the future 1
Grand Total 1 3 5 1
2012 Q1 2012 Q2 2012 Q3 2012 Q4 2013 Q1 2013 Q2 2014 Q3 Grand Total Project
1 1 LEAVES
1 1 LEAVES
1 1 TREE
1 1 LEAVES
1 1 TREE
1 1 ERP
1 LEAVES
1 LEAVES
1 1 LEAVES
1 1 LEAVES
1 ICT
1 1 HR
1 1 TREE
1 ICT
1 1 TREE
1 1 LEAVES
1 KU
1 1 TREE
1 TREE
1 LEAVES
1 1 TREE
1 1 TREE
1 LEAVES
1 TREE
1 HR
6 2 1 1 1 1 3 25