B&O Service by the numbers:
collaborating on repairs and maintenance tasks
completed in Germany and Austria with timely project delivery
technical service provided across Germany
However, process automation led to communication challenges, making it harder for teams to maintain clear, consistent interactions and causing occasional coordination issues.
The need:
Addressing organisational issues and reinstating community in a digitalised workplace
What we've done:
Empirical data foundation
We established a robust empirical data foundation through extensive field research with technicians to support change requirements for corporate IT and communications. This data-driven approach ensured that all changes were grounded in solid evidence, enabling more effective decision-making. Based on this, we delivered three key solution elements:
Launch of a new communication tool for internal communication
We have introduced MS Teams as a central tool for internal communication, incorporating cross-hierarchical channels and co-creative development workshops. This strategy promoted a business mindset at all organizational levels, fostering better communication and collaboration.
Agile-inspired team meetings for technicians
Implemented across the organization to foster personal interaction, enhance productive exchanges, and elevate accountability and responsibility among colleagues. This initiative aimed at improving performance through increased transparency.
Co-creative application development
We established a key user community concept, connecting application teams directly with their users. This approach was designed to inform app development, enhance transparency regarding future releases, and ensure a closer alignment with the needs and preferences of the user base.
Implementation scale
All three initiatives were successfully rolled out to over 1,700 employees.
We've significantly enhanced our internal communications and fostered a robust sense of community within our digital environment. Ray Sono's approach, based on small, iterative changes and direct employee involvement at all levels, has led to improved engagement, streamlined information flow, and a more cohesive organisational culture.
Transformation is a process that must reach everyone. That is why it must not be dictated from above, but must be lived at grassroots level – and credibly carried into the company from there.
Dr. Franz Steinberger, Lead Strategy & Digital Transformation, Ray Sono
Success factors
Bottom-up approach: involve and trust employees from the beginning – activate them as “multiplicators of change”, use collective knowledge to develop & test hypotheses.
Minimum viable change prototypes: instead of grand scenario plans, we created meaningful prototype measures based on our research, tested, and iterated them. We've scaled the most successful ones - and discarded the rest. This reduced our risk immensly.
Systemic mindset: it’s the sum of many beneficial acts in a complex system (not short-sighted troubleshooting of isolated “hero” problems.)
You want to learn more about Ray Sono? Get in touch!
