Samhandling og kunnskapsdeling i Orkla. 16. Mars 2009 Jørn Larssen

Transcription

1 Samhandling og kunnskapsdeling i Orkla 16. Mars 2009 Jørn Larssen

2 The Orkla Way Ambitious targets Structural measures Lean supply chain based on HSE performance Developing people - creating value Development of leadership capacity and functional expertise Improvement orientation Customer focus and innovative ability 2 Orkla ASA

3 3 Orkla ASA

4 The Orkla Group leading positions 4 Orkla ASA

5 Key facts 2008 Established: 1654 Business Areas: 5 Orkla Brands Orkla Aluminium Solutions Orkla Materials Orkla Associates Orkla Financial Investments Operating Revenues: NOK 64 billion Norway 18 % Other Nordics 20 % Central & Eastern Europe 9 % Rest of Europe 31 % Asia 7 % Rest of World 14 % Shareholders: 51,000 EBITA: NOK 4.2 billion Employees: 32,000 Market Value: NOK 47 billion 5 Orkla ASA

6 IT s strategic contribution to Orkla goals Orklas focus Improve profitability in existing business Profitable growth IT Provide the business with world class (timely and relevant) information from stable and reliable systems Contribution in reducing operational costs Including IT costs Effective IT processes enabling divestments and merges 6 Orkla ASA

7 IT in Orkla Governance mod: Y- mod. Foods Foods Foods Brands Brands OF Ø øresund OF Int. Orkla Shared Services SAPA M&A SAPA M&A SAPA M&A Associates ORKLA Shared Services SAPA M&A M&A SAPA SAPA SAPA SAPA SAPA Sapa ORKLA Shared Services SAPA SAPA Associates Orkla ASA

8 Collaboration and knowledge share/transfer Drivers Finance Crises Green IT Social networking: FaceBook LinkedIn YouTube Mobility Location Organization Knowledge-based business Information Security Possibilities Orkla Culture Goals & values Value drivers Strategies & Policies Governing documents Methodology Collaborative tools Corporate Intranet Publishing Collaboration Knowledge sharing Net meeting Project room Awareness, chat Social networking (internally, intranet) 8 Orkla ASA

9 Collaboration in Orkla IT strategy Strategy, policies & guidelines Orkla Standard: Lotus Notes since 1997 Informationsecurity Policy M&A Policy Architecture Policy Purchasing Policy - internally Purchasing Policy - externally Policy integration cost 99 Orkla ASA Orkla ASA

10 Collaboration in perspective of knowledge If Orkla knew what Orkla knows Capitalize efficiency General collaboration Challenges Culture for collaboration and sharing Blogs Supply not perceived & demanded by businesses Supply (equipment and services) by IT Demand perceived & met by IT Demand not perceived & met by IT Technology in place Search Collaborative tools Net meeting Social Networking. 10 Orkla ASA

11 Collaboration in perspective of technology Collaboration Standardization Lock in organizational processes semantic master data, global and local technologic uncontrolled Lock-in, Vendor Lock-in Path of dependency, high switching Products and interfaces 11 Orkla ASA

12 Thank you for Your attention Jørn T. B. Larssen 12 Orkla ASA

13 Definition of Collaboration Software Collaborative Project Management Tools In addition to most CMT examples, CPMT also includes: HR and equipment management Time and cost management Online chat Instant messaging Telephony Videoconferencing Data conferencing Application sharing Electronic meeting systems (EMS) Synchronous conferencing Faxing voice mail Wikis Web publishing Revision control Charting Document versioning Document retention Document sharing Document repository Evaluation and survey Collaborative Management Tools CMT facilitate and manage social or group activities. Examples Include: Workflow systems Knowledge management Prediction markets Extranet systems Social software Online spreadsheets Source: Wikipedia 13 Orkla ASA