Baloise Group: Umstieg in die Wissens-Cloud
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CASE STUDY

Moving to the Knowledge Cloud

The Baloise Group wants to create an end-to-end digitalised working environment. To make the transition a success, Baloise relies on blended learning and a change network that provides resources and know-how.
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Enabling communication and collaboration

By the beginning of 2020 at the latest, a cloud-based communication and collaboration platform with single sign-on is to be created, through which employees can easily contact each other across locations via audio, video or web conference, share content and work together on projects. Until now, there has been no standardised document repository, and users have to log in individually for each of the seven or so applications used daily.

Wissen zum Wettbewerbsvorteil machen
Industry
Financial services
Standorte
Locations in
5 countries
Mitarbeiter
Employees
7200

Training programme with push and pull formats

As part of a blended learning concept, Baloise provides employees with several push learning formats for this purpose, which build on each other and complement each other. In addition to the push formats, users can access various pull formats at any time if required, including multilingual step-by-step instructions, top news on current help topics via QuickAccess or a Digital Workplace Help Centre with instructions and video tutorials.

Pull learning formats to help you help yourself and prepare for our trainings

Push learning format that builds on and complements each other

Cross-process performance support

Blended learning concept and accompanying change network

learning architects testimonial
With the Digital Workplace, we want to promote collaboration and customer orientation. And we can only do that if we enable our employees to join us on this exciting but challenging journey.
Logo Baloise Group
Patrick Friedrich
Change und Digital Training Manager, Baloise Group

In advertising, insurance and partnership go together like summer and sun. In reality, they have not for a long time. Thanks to numerous comparison portals, competition today is increasingly decided by price, even for insurance and banking products. At the same time, fintechs are hunting for market share with new digital offers and services. No one can predict with certainty how the industry will develop in the coming years, not even Baloise. But for the Swiss insurance group, it is clear that it will have to be much more agile in the future in order to meet the dynamic changes with foresight.

The group has therefore been pursuing the development of a fully integrated working environment since the beginning of 2016. "With the Digital Workplace, we want to promote collaboration and customer orientation," says Patrick Friedrich, Change and Digital Training Manager. "And we can only do that if we enable our employees to take part in this exciting but also challenging journey."

Enabling communication and collaboration

In fact, Baloise has set its sights high. By the beginning of 2020 at the latest, a cloud-based communication and collaboration platform with single sign-on is to be created via which employees can easily contact each other across locations via audio, video or web conference, share content and work together on projects.

Compared to today, this is a quantum leap. Until now, there has been no uniform document repository, and users have to log in individually for each of the seven or so applications used daily. "The usability is no longer up to date, the data landscape is largely fragmented and the administration effort is far too high," explains Patrick Friedrich. In addition, Baloise is still using Windows 7, which Microsoft will discontinue supporting in the foreseeable future.

Training programme with push and pull formats

Baloise originally wanted to introduce the Digital Workplace with a big bang. However, the risk of a short-term drop in performance due to the enormous strain on employees spoke against this, says Patrick Friedrich. Instead, the rollout is taking place in three phases, two of which are mostly completed. All employees in phases one and two have already received new notebooks with touch screen and pen input as well as the pre-installed QuickAccess of the tt performance suite. They are also being trained in the use of the new software, as Baloise is switching to Windows 10 and replacing Lotus Notes with Outlook. In addition, the employees also have to familiarise themselves with new MS Office 365 functionalities such as SharePoint, Skype for Business, Yammer or One Drive.

As part of a blended learning concept, Baloise provides employees with several push learning formats for this, which build on each other and complement each other. These include individual appointments at the handover of notebooks, including an introduction to QuickAccess, which initially provides performance support for Windows 10 and Office 2016. Other push formats include webinars, classroom training and consultation hours in a small showroom, which employees can visit spontaneously to get support from a colleague for technical questions.

In addition to the push formats, users can access various pull formats at any time, including multilingual step-by-step instructions, top news on current help topics via QuickAccess or a Digital Workplace Help Centre with instructions and video tutorials.

Network support through sponsors, champions and ambassadors

However, Patrick Friedrich knows that training and education alone are not enough for such a comprehensive change. "There are still departments and areas with individual processes that cannot be caught via standard training." That is why Baloise has set up a change network for the employees affected, which brings people together across hierarchical levels and supports them in learning the new digital ways of working.

In order for the network to actually help carry the change into the organisation, the participants take on different roles with clearly defined tasks. For example, C-level sponsors provide resources and legitimise the change process. At the same time, they provide motivation by giving appreciation and recognition to the people involved in the network.

Ambassadors from middle management take on the role of first adopters, contribute their insights to business requirements and appoint the so-called champions. These are employees from IT and business departments who adopt the new technologies and ways of working in order to pass on their knowledge to users. "The champions have a decisive share in the success of the entire project," says Patrick Friedrich. "Because it's up to them to inspire their colleagues and reduce fears by actively reaching out to people, sharing their knowledge and giving feedback."

Baloise Group: Umstieg in die Wissens-Cloud

Cross-process performance support

In the coming months, Patrick Friedrich and his team will focus on adapting organisational models and business processes as they prepare to move to the cloud. This also brings the question of the cross-process use of the new tools into focus. "Here we are guided by business cases and then deal with questions of the kind of how I find information or how to structure an efficient meeting. The 'Orange', the user access to the tts performance suite, plays the role of supporting employees across processes at the 'moment of need'."

But even then, the journey to the Digital Workplace is far from over. "After all, the new communication and collaboration tools also challenge our corporate culture, because it doesn't work with traditional command and control. This requires a new mindset, and many managers also have to undergo a massive retraining. Only when this has been achieved can we put a tick on the project.

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