All of our customers have one thing in common. They want better knowledge sharing and collaboration in their organisation. Read our customer cases to learn how they have improved team collaboration with Colibo.
Communication across the borders of 15 countries is a know challenge to most global companies. Kosan Crisplant was frustrated with the lack of knowledge sharing between departments around the world.
By implementing Colibo intranet, management frustrations have been substituted with happier employees and an optimised workflow that allows employees to focus on the most important tasks at hand.
As one of Denmark's largest municipalities with more than 9,000 jobs within the offshore industry, and having tried multiple options to solve their internal communication challenges over the years, Esbjerg Municipality found itself looking for a new team collaboration tool.
How do you get 10,000 employees to successfully switch to a new intranet? While more than 50 % of the employees work away from the office?
In larger organisations, where employees don’t know all their colleagues, communication across professional groups can be challenging. This obstacle was also the case at the Municipality of Ringkøbing-Skjern, where they experienced employees interacting with a limited group of people in their daily work, resulting in inefficient use of collective competencies and know-how.
The Municipality of Billund has centralised their administration to one location at the town hall in Grindsted. Because of the centralization, many of the employees of the municipality did not know their colleagues, as they had previously been placed in different geographical locations. It was paramount to the Municipality of Billund that their staff get to know each other to create the most productive working environment possible.
At the healthcare department in the Municipality of Silkeborg, they found that the employees who were working away from the office had difficulties receiving relevant information, sharing knowledge, and communicating internally. The solution they had at the time was not very user-friendly and was, therefore, rarely used.
If you want to create a shared culture in an organisation, you need to be able to communicate and interact with all employees. In larger organisations, the central meeting point is often a digital workspace, such as an intranet. However, many intranet solutions are time- consuming and take time away from other daily tasks. Min A-Kasse was, therefore, on the hunt for an intranet solution that was intuitive and could unite colleagues on one shared platform.
When three companies merge into one, building a new organisation is only part of the challenge. To create a successful organization, you have to merge cultures as well. As they say: culture eats strategy. At FORS, they were well-aware of the importance of culture. Keep reading and you will learn how they chose to work proactively to merge the cultures of three companies.
As an international company, Clipper Group has offices around the globe. Each office in each country has their own unique challenges, and they themselves are experts in how to solve them. However, being part of a large organisation, many of the challenges employees around the world face during their work day are similar to the ones their colleagues in other countries face as well. It can, therefore be beneficial for an organisation to make sure that employees share knowledge to be more efficient.
With offices in 15 different countries, Kosan Crisplant is a truly global company. Communication across borders can be difficult, and at Kosan Crisplant they experienced some frustration with the lack of knowledge sharing between their offices. The lack of internal communication often resulted in employees at different offices working on the same tasks, to solve the same problems.
Claudia Pring is the HR- and Communications Consultant at FAB, a modern and proactive housing company with 130 employees spreading throughout Funen. FAB is managing nearly 9,000 homes.
Claudia has worked as a Communications Consultant in her consulting firm and larger private companies in the energy sector in Denmark. Based on her experience, she quickly saw the need for better internal knowledge sharing and the opportunity to position FAB as a modern housing company that puts both customers and employees at the centre.
As FAB experienced increasing growth, the challenge of internal communication became more and more obvious. Among other things, they found that many employees had limited knowledge about each other and their working procedures. Therefore, FAB could not be sure that knowledge was shared optimally.
Lillian Christensen, Manager, Corporate CommunicationsKosan Crisplant