Transformation not only concerns the use of software but the working procedures at the company. How do you inspire colleagues for the change?
BS: At the Doors Division, we work on projects of a certain magnitude, which require agile methods and tools. Before we introduce something new, we offer the employees training and coaching. In addition, there are several stand-ups and synchronisation meetings every week in which we convey the advantages of modern working procedures directly in the project. One example: Instead of Excel, the colleagues are increasingly using tools such as Jira or Confluence for documentation. As a result, processes are streamlined and inconsistencies between different documents are minimised. Another example is the kanban board with which we display the status of a project and assign tickets to members in a project team. In our experience, the communication always remains professional, calm and constructive because all members are working with the same method and the focus is not on personal matters.
MK: I would like to add knowledge management as an important adaptation. We want to transfer the wide knowledge and the competency regarding processes that are inside people’s heads to a system to which all other employees have access. With a modern ERP system, it is possible to establish a standard for this. At the same time, however, it is important to create trust in this system so that the employees also consider it their personal system.