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Page 1: Social Business @ Continental - Lessons Learned

Social Business Review

Implementation – Lessons Learned

Harald Schirmer Organizational Change Management @ Continental AG

Page 2: Social Business @ Continental - Lessons Learned

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Social Business @ Continental AG 14 April 2014

2Harald Schirmer © Continental AG

Questions you should ask yourself!

› What’s the problem, you want to solve with Social Business?

› Who will support it - even spent resources?(Board, Senior-/Middle Management, various Functions)

› How open are your leaders when it comes to sharing results (internally)

› Are you willing to spend time for it? (e.g. 10 min/employee and day)

› How do you handle “miss-behavior” today?

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Social Business @ Continental AG 14 April 2014

3Harald Schirmer © Continental AG

› Don’t promise quick wins for everyone!

› It takes time to build reliable and efficient networks

› Don’t expect this “one big whow moment” with social media

› The more you invest, the faster & bigger your “payback” becomes

› Crowd sourcing is perfect, but it’s not for free!

(Sharing starts with GIVING something)

Social Networking is a long term investment

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Social Business @ Continental AG 14 April 2014

4Harald Schirmer © Continental AG

“Sharing” a culture revolution!

no time for that

social media

is private stuff

it worked also

without it

control, fear,

security

I will protect my

knowledgehierarchy in

danger?

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Social Business @ Continental AG 14 April 2014

5Harald Schirmer © Continental AG

Social Business is not a software upgrade!

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Social Business @ Continental AG 14 April 2014

6Harald Schirmer © Continental AG

Continental’s success factors @ a glance

› GUIDE Concept – Motivated & curious volunteers (cross section of the company)

› Walk the talk – Start doing it yourself right from the beginning / team work

› Drive a real and honest culture initiative: OUR BASICS / core values

› Accompany by organizational development / Change Management

› Include your employees in early stages / User Feedback Groups

› Develop a strategic master plan, which is answering existing questions

› Get commitment from executive board including active participation

› Do powerful Use-Cases (real projects to proof relevance and improvements)

› Start with consolidation – clean and organize the data sources

› Wide, massive, cross media communication in all levels

› Step in early and work close together with Works council as a “partner”

› Provide a comprehensive training concept - modular, for all levels, learning bites

› Integration in existing processes (Projects, HR processes, Quality…)


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