POK PÜHRINGER GROUP: The Modern Work platform as a digital hub

The Swiss POK Pühringer Group operates several associated companies in different industry segments.

Initial situation

As part of the migration to the Microsoft 365 world, the POK Pühringer Group wanted to optimize cross-company collaboration and communication. In doing so, the various requirements of the subsidiaries had to be taken into account.

Approach

With MondayCoffee's out-of-the-box Modern Workplace solution, the objectives and needs of the portfolio companies were translated into typical collaboration and communication scenarios, digitally visualized and made tangible. Thus, we were able to discuss the different use cases with group and company representatives live on the system, gather experiences and further develop them. Step by step and using the "build-test-learn" approach, we configured a suitable, standardized digital working environment (named ‘RIC hub’) for the POK Pühringer Group and anchored the new way of working in the organization.

Results

Today, almost all affiliated companies work with the RIC Hub. The various companies use virtual workspaces that are CI/CD-compliant and at the same time structured according to a uniform and group-wide concept. Transparency has been increased with the RIC Hub. An overview of all projects and topics in the Group is now quickly created, making it easier to realize synergies and better exploit potential.

*currently only available in German

LETI PHARMA GMBH: Simplifying work with a modern way of working

LETI Pharma Gmbh is a biopharmaceutical company headquartered in Spain. The company's mission is to help people with atopic diseases and enable them to enjoy a better quality of life.

LETI wanted to facilitate collaboration between project groups and departments and provide a central information platform (named ‘Letizia 2.0’) for its approximately 78 employees. With the introduction of Letizia 2.0, data silos were dissolved and it was ensured that documents and information are centrally stored, edited and shared in the latest version. Today, employees can work efficiently as individual workers, in teams, and on projects, regardless of location, time, and device.

*currently only available in German

DOSENBACH OCHSNER AG: A modern communication & collaboration platform

In 1973, Dosenbach became a member of the Deichmann Group. Today, Dosenbach has over 200 stores throughout Switzerland with over 1500 employees. Dosenbach is the market leader in the Swiss shoe market and convinces its customers with fashionable shoes at reasonable prices in good quality.

MondayCoffee supports Dosenbach-Ochsner Switzerland in introducing a modern way of working. In only 8 months a modern communication and collaboration platform was set up. The digital workplace project was initiated by Sascha Bader, Head of E-Commerce & CRM. We interviewed Sascha Bader, Head of E-Commerce & CRM, and Stefan Küppers, CFO, about the project.

*currently only available in German

SWISS UNIHOCKEY: Modern Work in the sports association as a shining example

The Swiss Floorball Federation swiss unihockey was founded in 1985 in Sarnen and has been a member of the Swiss Olympic Association (SOA) since 1989. With 397 clubs, 2,196 teams, 33,321 licensed players and 1,427 referees (as of 2021), swiss unihockey is today the second largest team sports association in Switzerland.

Initial situation

Remote work, pandemics and the increasingly digitalized environment posed new challenges on swiss unihockey. The existing IT structures were well established, but outdated and inconsistent. Various individual solutions caused high friction losses in daily work.

Approach

With the implementation of the modern workplace solution SUN Net (based on CoffeeNet 365), the responsible team developed three important use cases that were integrated and rolled out as templates in the new platform. Various stand-alone solutions were replaced with Microsoft solutions so that all technologies could work together seamlessly in the new platform. During the entire process there was an intensive knowledge exchange and ongoing consulting by MondayCoffee.

Results

Today swiss unihockey uses a platform that is modern, pragmatic and solution-oriented and provides the appropriate templates. Employees and officials have the possibility to work from anywhere. Meetings can be organized with just a few clicks using the meeting app. In addition, there is now simple and effective communication & collaboration within the organization and in projects.

*currently only available in German

WZW OPTIC AG: Applied digital transformation

For over 50 years, WZW OPTIC AG has been manufacturing high-precision optical components and assemblies for high-tech industrial customers from all over the world. Each piece that the more than 60 employees produce is unique. Made in Switzerland - in Balgach, in the middle of the Swiss Rhine valley

As a leading European manufacturer of ultra-high precision optics, the company set itself the goal of modernizing its corporate IT infrastructure and creating a working environment that would simplify and promote communication and collaboration.

MondayCoffee modernized the IT infrastructure at WZW OPTIC AG and supported the company in introducing a modern way of working with the help of the Modern Workplace solution CoffeeNet 365.

*currently only available in German

QUANT AG: From customer to partner

As an innovation, development and implementation agency, Quant AG supports companies, associations, communities and regional authorities as well as non-profit organizations in strategic development, positioning and transformation processes, and marketing, sales and communication measures.

Quant was looking for a digital work platform for collaboration and communication with each other as well as with customers and partners. The modern workplace solution for SMEs EspressoNet 365 met their requirements. Today, they also use EspressoNet 365 to support their own customers in digitizing the workplace and accompany them in this change process.

*currently only available in German

STADTWERKE KIEL: A new level of communication and collaboration

As a regionally anchored energy supplier, Stadtwerke Kiel, part of the MVV Energie Group, and its almost 1,000 employees supply electricity, water, gas and district heating to the capital of Schleswig-Holstein and the surrounding region.

Starting point

As for many other companies, the technical requirements for modern digital working have been a challenge. In particular, there was a need for consolidating the heterogeneous tool landscape in the area of collaboration as well as Microsoft products.

Approach

With the implementation of the modern workplace solution Kiel CONNECT (CoffeeNet 365), the aim was to create the basis and drivers for cultural change at Stadtwerke Kiel as part of the digitalization process. Important requirements for this were the establishment of a new level of collaboration based on the new platform and in combination with high usability as well as low time-to-market for the new technologies.

Results

At Stadtwerke Kiel AG, communication and collaboration were significantly improved. Especially in daily work, Kiel CONNECT offers considerable added value to the employees, which is also supported by the high acceptance. With the new working environment, Stadtwerke Kiel AG has implemented an important part of its digitization strategy and can now build on this to specifically digitize further business processes.

*currently only available in German

How to achieve the digital workplace: A conversation with EPRO GROUP

Simon Locher, Business Consultant at MondayCoffee, introduced the Modern Workplace Solution CoffeeNet 365 at EPRO GROUP, an independent group consisting of four Swiss engineering companies. 

The goal was to further standardize and digitize collaboration and make it more efficient within the group and on projects and to merge stand-alone solutions in a user-centric way. Alain Schlunegger, project manager on the customer side and member of the management board at EPRO GROUP, is satisfied with the result. MondayCoffee consultant Simon Locher still speaks highly of the project. A conversation with the customer and our consultant about the requirements for a good collaboration and important success factors when changing working methods.

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Alain Schlunegger (EPRO GROUP) and Simon Locher (MondayCoffee)

Mr. Schlunegger, project management on the customer side is a key success factor for our projects. The introduction of our Modern Workplace solution at EPRO GROUP went really well - because you took on the role of project manager in an exemplary manner, as our Business Consultant Simon Locher says. In your view, what does a project manager need to bring to the table in order to make the modernization of the way we work a success?

Alain Schlunegger: A vision, a hard deadline and a huge commitment.  

Digitization is part of EPRO GROUP's vision and the entire management is behind this vision. In addition to business processes, we also set out to further digitize internal work processes. This is where we picked up with the Modern Workplace project:  

We had only six months to introduce the Modern Workplace solution (under the name EPRONET). On January 1, 2021, the EPRO GROUP companies were united under one roof. We had to take advantage of this opportunity - and it gave us a lot of drive. To accomplish this, one thing was needed above all: commitment - from me personally, from my colleagues at EPRO GROUP, and of course from Simon as a consultant.  

In my opinion, project management is less about professional competence (that's what consulting is for) and more about the will to change things. Of course, you only have the will if you are supported and have the authority to make decisions. That was the case for us.  

Simon Locher: I can only agree with that. Making decisions is so important - you can always make adjustments later on. I would add 'business know-how' to the profile of an ideal project manager. Alain knows every corner of his business. This deep understanding of the business was very helpful. It also allowed us to engage the right stakeholders at the right moment. 

Alain Schlunegger: A decision is better than none. We decided some things at the beginning without knowing exactly what they meant. Because in the beginning, a lot of things are still very theoretical. I was relieved when we then switched to 'doing' and I noticed in the test environment that the decisions were correct and worked. For me, the step from concept to practice could have been even faster. After all, it's only in reality that you can really communicate what's going to be different and demonstrate best practices.

Mr. Schlunegger, you have devoted a lot of time to the project. We are often asked how much capacity such a project requires. Can you quantify your effort in these six months?  

Alain Schlunegger: Between 20 and 40 %. Especially towards the end, it got pretty intense. 

Simon, you also put your heart and soul into it. You felt like an intern at EPRO GROUP. That is not a given for a consultant. What defines a constructive and successful collaboration between consultant and client?  

Simon Locher: Mutual trust is the key. It starts with giving each other the feeling that we are working together towards a mutual goal. Then, of course, there is communication - which can sometimes go beyond business.  

What I also experienced in a very positive way at EPRO GROUP is the evaluation of success and failure. We had successful phases in the project, but also unpleasant issues, which we dealt with constructively. Everyone did their best to solve the problems and continue to pursue the goals that had been set. 

Alain Schlunegger: We are an SME. There is only one direction - forward. And at full speed. Performance orientation is above everything. Simon shared this attitude. 

“We took the employees by the hand and paid great attention to ensuring that they were provided with as much as possible - in other words, they only had to start practicing. ”

— Alain Schlunegger

And are you satisfied with the service, Mr. Schlunegger? What are you particularly proud of when you look back on the EPRONET's launch? 

Alain Schlunegger: Yes, I am satisfied. I was particularly overwhelmed by the broad acceptance. There were some hesitations in the organization about IT projects. Even though EPRONET was not a classic IT project, it was seen as such. 

What did you do differently?  

Alain Schlunegger: We took the employees by the hand and made sure that as much as possible was made available to them - in other words, they only had to start using it. I'll explain this briefly with an example: In our EPRONET, we have project workspaces for handling our projects. There are three different templates for these workspaces. Depending on the size, one of the three is chosen and the new project workspace is created. This is not done by the employee, but by a central point of contact (at the push of a button, by the way) - because when a new project is started, a number of other secondary processes come into play.  

Simon Locher adds: Therefore, for the employees, the processes are clear. They can concentrate on actually managing their project.  

The acceptance of the solution is also due in part to Alain as a role model. His enthusiasm resonated with the others. He also knew the organization so well that he always knew where the heat was and how to calm the waters. In the trainings we held, he was not only present, but he also took an active part. He picked up the participants on the vision, but was also able to answer everyday questions. That gave the employees a lot of reassurance. 

According to you, Simon, EPRO GROUP had committed itself to 'tagging' like almost no other company and had said goodbye to document folders and subfolders. How did you manage to do that? Replacing file servers and folders often proves to be one of the most difficult steps towards a digital way of working.  

Alain Schlunegger: We had optimal conditions for this - the merger of the two companies. Both companies had completely different folder structures. What they had in common: Both were extremely complex. Tagging saved our day, but it also cost me a lot of time. I didn't want to start with just five tags and leave the rest to the employees, but rather provide and pre-structure as much as possible early on. 80% of our work is project documentation - with recurring tags. These had to be regulated.  

Simon Locher: Alain saw the advantages of tagging early on. But more importantly, he also dared to go down the path - and he was even able to convince the 'folder dinosaurs'. Mainly because he thought ahead of the tags. He didn't just make the announcement "starting tomorrow, we'll be tagging," but dove deep into the topic. This meant that even during training, for example, it was possible to concentrate on 'doing' and showing the benefits. 

Mr. Schlunegger, has tagging led to employees finding what they are looking for more quickly today? How do employees benefit from EPRONET?

Alain Schlunegger: Yes, employees can access data and documents more quickly today. In contrast to the past, they always have access to everything, regardless of location. Here we have a clear efficiency gain.  

Today, all applications are integrated in one place and on one platform. In the past, you had to access different apps for different tasks. EPRONET does that for me and provides me for the task at hand with the right app in the background. 

“Today, employees can access data and documents more quickly. Unlike in the past, they always have access to everything, regardless of location. Here we have a clear efficiency gain. ”

— Alain Schlunegger

One example is the planning, conducting and follow-up of meetings. In EPRONET, I do all this in one workspace. In the background, the necessary apps (OneNote; SharePoint; Planner) are automatically provided and used. The information is then immediately available to the right group of participants. 

The meeting functionality is eagerly used in EPRONET. Are there functionalities in EPRONET that you would have expected more of? 

Alain Schlunegger: Yes. We have the possibility to chat (Yammer) on the EPRONET's homepage. That hasn't worked so far. I assume that the users do not want to expose themselves too much. They prefer chatting within Microsoft Teams or project workspaces. We use the start page primarily for CEO communication. 

But you don't just use EPRONET internally; you also invite customers to project workspaces. Have you received any feedback from customers?  

Alain Schlunegger: We only use EPRONET occasionally for our customers, but we have already received very positive feedback. The customers appreciate always having everything at hand in one place. This transparency also creates trust. Of course, there are also 'dinosaurs' on the customer side - people who still prefer e-mail for everything. That requires a little more patience.  

With EPRONET, we have also been able to increase our internal quality standards. In the past, content was freely copied together. Today, it is very clear that we only use the documents on EPRONET.  

Another important benefit is that I can use EPRONET to present the services of all group companies in customer meetings. All companies are mapped on the EPRONET. As I said, we want the most up-to-date information to be available there at all times. This means that I can also pitch the offerings of my sister companies. In the past, this was done on demand: "Could you please ...?" or "I'll send you more documents." Today, this is possible without being asked. 

Simon, CoffeeNet 365 is delivered as an out-of-the-box solution. A kind of house with different rooms that can then be set up as desired by the users. What do you like most about setting up the EPRO GROUP solution? Are there any best practices that you can also recommend to other companies? 

Simon Locher: Definitely the tags, but also the standardized project templates. The effort to achieve a functional workspace should be miminal. We succeeded in doing that.  

Third, clear structures, a common goal, a common plan. This was the only way we could keep to the tight schedule as well as the costs. 

Mr. Schlunegger, EPRONET has been launched. What's next? 

Alain Schlunegger: Our vision extends beyond EPRONET. The digitization of our business processes continues.  

But even with EPRONET, there is still potential for optimization. We are collecting the topics that we still need to address in a central list. In particular, the topic of permissions will still absorb us a bit more.  

In the future, we would also like to integrate quality management in EPRONET and map the processes there - in other words, connect the ou. This also plays a role with regard to ISO certification. But before we look too far into the future, at the moment we are primarily pleased that we have managed to take an important step in the digitization of the workplace – precisely on 1.1.2021. 

BÜHLER GROUP: Fully exploit the potential of Microsoft Teams

Bühler is an internationally active Swiss technology group. The family-owned company holds leading global market positions in technologies as well as in processes for grain processing for flour and animal feed, but also for the production of pasta and chocolate, in die casting, wet grinding, and surface coating.

Starting point

Since the introduction of the company-wide digital work platform B-World in 2015, not only have employees' expectations of a digitally fit employer evolved, but so have Microsoft technologies, such as Microsoft Teams.

Approach

As a long-standing partner of Bühler, we now support the company in exploiting the potential of Microsoft Teams, as an already integral part of B-World, in a controlled manner and with a cross-tool and user-centric approach.

Results

Microsoft Teams is now seamlessly integrated into the B-World digital work platform. With virtual and predefined workspaces for projects, workgroups, departments, regions and locations, products as well as knowledge spaces and services, B-World is the ideal place for internal and cross-company collaboration.

Download Case Study

Case Study Download: Bühler Group

INFORS HT: Pioneering in a future-oriented working environment

INFORS HT is in many ways an exemplary SME. What began in 1965 in an empty kiosk in Basel has grown over the years into one of the most important developers and manufacturers of shakers and bioreactors. The family-owned company has a worldwide trading network and seven subsidiaries. Open-minded thinking and the implementation of unconventional ideas have characterized the company's culture since the beginning.

The open-mindedness towards new things also proved itself with regard to the technologies the family business uses for communication and collaboration. INFORS HT was among the first companies in Switzerland to replace its old on-premises telephone infrastructure with the cloud solution Microsoft Teams. As an expert in digitalized work platforms and the configuration of Microsoft technologies, MondayCoffee had the privilege to support them in this transition. We interviewed Pascal Meury (Senior Project Manager) and Julia Brück (Marketing Specialist) to learn more about the implementation and benefits of the new solution.

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Digital working has become very important in the pandemic. At INFORS HT, you were already well equipped because you had a future-oriented solution for digital communication and collaboration in Microsoft Teams. How did you benefit from the early investment in Microsoft Teams?  

Pascal Meury: The transition to the home office took place without delay. Our colleagues were already familiar with Microsoft Teams, as we have been using the solution since 2019. The digital way of working - especially in terms of calling, chatting, collaborating - had already been established. That was a huge advantage. The pandemic made it clear that we had chosen the right solution in the fall of 2018. 

At the time, you decided in favor of Microsoft Teams and against Skype for Business. What was your motivation?  

Pascal Meury: We had to replace the old telephone infrastructure in 2019. The investment in a new solution was unavoidable. However, we had already looked into the topic ahead of time. Our appetite for new technologies led us to look at modern solutions at an early stage. Microsoft Teams convinced us because it was the only solution that combined voice, video conferencing and collaboration. And it could be easily integrated with existing systems using familiar tools. Another important motivator was the requirement that the solution had to be sustainable and easy to manage for our IT. As an SME, we have limited resources at our disposal, and we need to make the best use of them. 

“Our appetite for new technologies led us to look at modern solutions early on. Microsoft Teams convinced us because it was the only solution that combined voice, video conferencing and collaboration. ”

— Pascal Meury

And how did you deal with the risk of investing in a rather new technology?  

Pascal Meury: At INFORS HT, we are fundamentally open to new things. We recognized that Microsoft Teams would be the future. The solution covered our needs as an SME and we were prepared to deal with the remaining risk. 

With the introduction of Microsoft Teams, some adjustments had to be made to the IT infrastructure. INFORS HT had to be 'prepared' for the cloud, in a sense. What can you recommend to other companies that still have to take this step (into the cloud)? 

Pascal Meury: To take the step, because it's worth it. Today, we rely on the cloud wherever possible so that we can keep up with developments and offer our employees worldwide a modern infrastructure. At the same time, on-premises solutions would no longer be manageable for our IT, and this is probably similar for other SMEs. The advantages of a central cloud solution, integrated into the Microsoft world, are obvious. 

My recommendation is to know your own systems and processes well, very well, before you go to the cloud. 

“To provide our employees worldwide with a modern infrastructure, we now rely on the cloud wherever possible. ”

— Pascal Meury

What did you do right when you introduced Microsoft Teams? What would you do differently today?  

Pascal Meury: We are convinced that we relied on the best solution and the right partner. A small project team dealt intensively with the change in working methods at an early stage. We brought the people involved and affected on board right at the beginning in order to gain a good understanding of the necessary adjustments to the system landscape and the impact on processes, as well as to carry out the necessary training in a targeted manner.  

What would we do differently? Equip everyone who makes a lot of phone calls with better headsets. That might have accelerated the transition from desk phones to headsets. In the meantime, almost everyone has returned their desk phones. 

Does Microsoft Teams cover your needs for modern communication and collaboration today? Or what is still on your wish list?  

Pascal Meury: Yes - our basic needs are covered. But you always have a wish list at the ready. There is still room for improvement when it comes to collaboration with external parties - for example, using Microsoft Teams Live Events for webinars. Or for digital workshops. But there will certainly be new features there soon. And to our advantage, the new functions will be available automatically, without IT first having to perform a system update. 

In your company profile, you talk about an uncomplicated and family-oriented corporate culture. Does Microsoft Teams help you to live this culture even more strongly?  

Julia Brück: A corporate culture develops independently of tools and software. Where there was no good face-to-face exchange before, there won't be with Microsoft Teams. But the solution enables us to communicate more easily - especially with our branches abroad. Today, I can talk to my colleagues in Brazil, North America or Asia on the phone easily and more cost-effectively. Work can be done faster. 

When asked where the greatest added value of Microsoft Teams lies, what would someone from your company say today?  

Julia Brück: Today, if an employee wants to call a work colleague, she doesn't have to switch between her cell phone and landline number to reach the person, because everything is synchronized with Microsoft Teams. And integration with SharePoint Online makes it easy to share documents between branches or even with external parties. I see it in my own work: everything used to be done via email. A document was sent via email, then the phone call followed. Today, everything happens simultaneously and much more efficiently than before.

FEINTOOL: An essential step towards the digital workplace

Feintool is an internationally operating technology and market leader in the technologies of fineblanking, forming and e-sheet stamping for processing steel sheets. These technologies are characterized by cost-effectiveness, quality and productivity. Founded in 1959, the company has around 2700 employees in Europe, the USA, China and Japan.

Starting point

The Feintool Group wanted to renew its intranet platform with the help of Microsoft tools. Collaboration was only possible to a limited extent in the historically grown system landscape. Collaboration across the group was to be standardized, simplified and made more transparent - on any device, anywhere and at any time.

Approach

With the implementation of the collaboration platform CoffeeNet 365, the use of Microsoft 365 products was simplified and the right product mix was found for the Feintool Group - based on everyday use cases.

Results

On the new platform, Feintool employees can now communicate via the start page, find important information on the intranet on a daily basis and find out group-wide news. At the same time, users can collaborate easily and efficiently on projects or topics across departments with the enterprise solution.

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FEINTOOL: Case Study Download

DOSB: Moving away from a straight line organization and towards issue- and project-oriented collaboration

The German Olympic Sports Confederation (DOSB) is the main sports organization in Germany with 100 member organizations, around 90,000 clubs and over 27 million memberships. As part of the worldwide Olympic Movement, it continues to develop sport in all its forms.

Initial situation

At the DOSB, well-functioning cooperation between employees, member organizations and other external partners plays an important role. The DOSB therefore set itself the goal of promoting a modern and more agile form of working and developing the organization further in this direction.

Procedure

In the first step, mixed project teams defined the requirements by means of analysis and concept workshops. After a short time, the central, digital platform TeamPlay (CoffeeNet 365) was ready in the DOSB basic equipment and the pilot phase could begin. On the live system, the platform was equipped step by step and hands on according to the ideas of the DOSB and rolled out with intensive training in the organization.

Results

By replacing on-premise island solutions and file servers as well as third-party cloud services with the central platform on Microsoft 365 (TeamPlay), a new digital and modern way of working was enabled, collaboration internally and with external parties was improved and simplified, and organizational skills in using Office 365 were increased.

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DOSB: Case Study Download

*currently only available in German

BÜHLER GROUP: Creating a future-oriented working environment for a digitally efficient organization

Bühler is an internationally active Swiss technology group. As a global company with 13,000 employees in 140 countries, Bühler needed a single platform for information, communication, and collaboration among its workforce and with external stakeholders.

MondayCoffee's cloud software, which intelligently combines Microsoft's most important technologies on a user-friendly and standardized platform, enabled the company to access, share and distribute all relevant information and knowledge - anywhere and anytime. Global teams can work more efficiently and improve collaboration with customers, partners and suppliers. Bühler has created a future-proof working environment for a digitally efficient organization.

REICHLE & DE-MASSARI: Increased engagement and innovation power with the implementation of CoffeeNet 365

Reichle & De-Massari AG has been developing and producing cabling solutions for high-end communication networks since 1964. With high product quality and innovative, future-oriented system design, the company ensures future-proof networks and long-term investment security. R&M is the market leader in Switzerland and one of the top players in Europe, the Middle East and Asia.

To replace the SharePoint intranet on site with a modern, user-friendly platform with improved social communication options and thus promote internal communication and commitment, R&M decided to implement the CoffeeNet 365 collaboration solution.

PLANZER TRANSPORT AG: Simple, fast and sustainable – the way we do business, the way we communicate!

Planzer is an international transport and logistics company.  

Already at the age of 3 years Andreas Pfister loved to play with trucks. Later came the trains. He is still at home in this world today. At the family business Planzer. A Swiss transport and logistics company with around 4,800 employees, 50 locations in Switzerland and 5 abroad. Every day, around 1,400 vehicles, 350 rail cars and 3 cargo bikes transport goods for small and large companies from A to B in a sustainable way.

Employees in the office as well as truck drivers on the road benefit from the 'Work Smart' environment.

Andreas started as an apprentice in the dispatch department - one of the most important departments in a transport company! "It is the linchpin between customers and truck drivers. Many people who work in this department used to transport the goods in the past: a helpful experience or rather a prerequisite for being able to do a good job when planning the tours," says Andreas.

Today, Andreas is responsible for project management at Planzer Support National, develops transport concepts for large companies, prepares offers and takes care of customer support. "It's always exciting when the theory is put into practice - in the go-live of the transport concept," explains Andreas. Will it work properly on the rails and roads?

But how is such a transport concept developed today? "Experts from several Planzer locations and customers must be involved. We used to send the documents back and forth by email, but now we use our online FamilyTable. There we also find all the documents relating to Planzer's own quality management," explains Andreas.

With its standardized structure CoffeeNet 365 provides the necessary orientation.

The FamilyTable is MondayCoffee's out-of-the-box collaboration software. It replaced Planzer's existing SharePoint environment with the aim of creating a platform that combines intranet functionalities, communication and company-wide collaboration in a standardized tool. Furthermore, the solution aimed at a stronger integration and engagement of the employees, especially the drivers on the road.

"With the FamilyTable, I can set up my workrooms on my own, without spending hours on it. Project members can be easily invited, and if I need information from other projects, I have my pages that I follow just a click away. I like that," says Andreas. The tool with its predefined structure also provides the necessary orientation. "This used to be more difficult with SharePoint," adds Andreas. With his sleeves rolled back and a mischievous smile, he adds: "I have to admit, in the document libraries we still occasionally find ourselves using our old-famous file folder structure, even though that wouldn't be necessary anymore thanks to tags and the powerful search function."

It takes time, patience and practice to change the way we work. But it's worth it. "Our truck drivers post pictures on the road today via the integrated Yammer News Feed directly in the FamilyTable. "This reminds me of my time in the dispatch department," says Andreas. Or maybe of his childhood, when he dreamed of driving a big truck!   

Today, Planzer has a forward-looking working and communication environment.