[Webinar Slides] Is Shared Content Services the Answer to our Knowledge and Information Access?
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The document discusses the role of shared content services in enhancing knowledge and information access within organizations, emphasizing the need for enterprise content management (ECM) strategies that leverage agile technologies and collaboration. It outlines success factors for implementing shared services, including establishing ECM value, creating an agile foundation, and adapting to change. The presentation highlights how shared services can streamline processes, reduce risks, and foster greater inter-departmental collaboration to improve overall organizational outcomes.
[Webinar Slides] Is Shared Content Services the Answer to our Knowledge and Information Access?
- 1. Underwri(en by: Presented by: Presented November 4, 2015 Is Shared Content Services the Answer to our Knowledge and InformaBon Access?
- 2. Underwri(en by: Presented by: AIIM Presents: Is Shared Content Services the Answer to our Knowledge and Informa@on Access? Toby Bell ECM Marke)ng & Offering Strategy Lead IBM Host: Theresa Resek Director AIIM Paul Wlodarczyk VP Client Services Earley InformaBon Science
- 3. Underwri(en by: Presented by: Introducing our Featured Speaker Toby Bell ECM Marke@ng & Offering Strategy Lead
- 4. Underwri(en by: Presented by: ECM 2020 – One Enterprise Kitchen to Serve All Business Content Requirements “The business wants a sandwich.” “Should we build another kitchen?”
- 5. Underwri(en by: Presented by: Business Content is Everywhere AP manager paying invoices Taxi driver giving a receipt Leasing sales manager mining contracts Marke@ng manager pos@ng on-‐line product videos Salesman submiZng a sales order Branch manager accep@ng a mortgage applica@on eCommerce product manager upda@ng product photos Government agency processing benefits Telecom billing manager preparing customer bills Hospital searching medical records Insurance adjustor processing claims
- 6. Underwri(en by: Presented by: How are your people engaging with Business Content? Back Office: HR, AP, Contracts, Contact Center Front Office: New customer onboarding Claims Processing Vendor Management and Contracts in Procurement Complex Loan Processing Mobile Field Sales Collateral Standard Opera@ng Procedures Knowledge Management Government agency processing benefits Hospital Pa@ent Onboarding
- 7. Underwri(en by: Presented by: Capture Protect Ac@vate Analyze Engage Smarter Content, Smarter People Put business content to work to realize new value ECM Cri@cal Capabili@es
- 8. Underwri(en by: Presented by: ECM and Shared Services Engage Provide mobile access to content anywhere, any@me Connect people to content, analyBcs, and process with center of competency Streamline collabora@on with hybrid architectures
- 9. Underwri(en by: Presented by: A Center of Competency for cost-‐effec)ve deployment of solu)ons Shared Services Model • Reuse the same tools, technologies, and training to deploy new solu@ons • SoluBon templates enables common solu@on pa(erns to accelerate solu@on delivery • Maintain consistency through a common infrastructure and development environment • Shares a common user interface, built on IBM Content Navigator for example Content Services Services Services Services Business Requirements Development ECM as a Shared Services Plaborm
- 10. Underwri(en by: Presented by: Shared Services pains we hear frequently GeZng consensus and agreement from the business Balancing individual priori@es and @melines Impressing upon the business of ECM value gained vs. technology change Managing change without hindering business progress Implemen@ng quickly while maintaining reusability and longevity Establishing confidence and trust in the ability to deliver useful capabili@es
- 11. Underwri(en by: Presented by: Success factor 1 – Establish overall ECM value • Amplify the value of ECM Shared Services to every layer of the organiza@on • Unify business needs to maximize solu@on implementa@on benefits • Nego@ate priori@es of services and capabili@es based on global strategies (and culture) • Balance first adopter investments with late onboarding costs
- 12. Underwri(en by: Presented by: Specify ECM value for each area Executive visibility • Higher level of compliance • Lower level of risk • Satisfied customers Executive Business benefits • Additional revenue opportunities • Lowered cost of operations • Timely execution Business Manager Technical capabilities • Cohesive architecture • Increase in targeted skills • Faster time to market IT Professional
- 13. Underwri(en by: Presented by: Ensure global understanding and governance Executive BusinessIT Executive BusinessIT Global Buy-‐In Executive Steering Strategy Alignment Corporate Guidelines Business Ownership Content standards & policies Solu@on needs & usage pa(erns Technology Governance Architectural pa(erns Implementa@on best prac@ces ECM Shared Services Program
- 14. Underwri(en by: Presented by: Move forward with a unified approach 14 User TaskLegend: System TaskOptional User Task Multi-Channel Collection Content Access & Discovery Content Centric Processing Content Analytics Content Output Management Content Standards, Procedures, and Policies Content Security and Lifecycle Management Doc Signing Taxonomy Format Data Governance Classification Retention Records Managment Case Initiation Case & Doc Securing Tracking & Auditing Work Prioritization SLA Management System Integration Rules Processing Secure & Store Single Session Index Collect Classify Review Compile Search Retrieval Review Monitor Analyze Create Modify Letter Payment Share Report ProcessCall Back Form Review ReviewExceptions Signature
- 15. Underwri(en by: Presented by: Success factor 2 – Create an agile founda@on • Build an agile and flexible ECM prac@ce – Technology plaborm and tooling – Applica@on framework and components • Standardize on shared capabili@es and usage pa(erns • Move from a single big implementa@on to itera@ve realiza@ons • Strike a balance between immediate benefits and long term value • Have a mindset for enterprise reuse while building for a specific business solu@on Agile
- 16. Underwri(en by: Presented by: Adopt an agile technology – Case Management A standard run@me model where the case folder drives and controls many individual task instances that run in the context of a case instance An out-‐of-‐the-‐box Case web applica@on built on top of the User Experience framework that brings consistency and reduces training A standard case object model that is persisted in the ECM content repository and available across the organiza@on A role-‐based Case Client that can be easily customized using drag and drop page and data layout tools, custom reusable page widgets Point and click web-‐based solu@on development applica@on (Case Builder) A user-‐friendly mobile client for flexible user engagement A one-‐click deployment from Case Builder that can manage deployment of solu@ons through development, user acceptance, and produc@on Shared ECM plaborm leverages exis@ng ECM investment
- 17. Underwri(en by: Presented by: U@lize Case Management for Shared Services • Master rapid deployment by leveraging a common infrastructure and licensing model • Integrate and liquidate legacy systems, eliminating multipoint data silos • Capitalize on data assets across the enterprise as shared services yield benefits for all lines of business • Reuse learned skills by deploying shared services on a standardized platform • Unify the enterprise with a leading case management platform Content Development Business Requirements Case Management Shared Services
- 18. Underwri(en by: Presented by: Strike a balance between now and later • Start with basic and fundamental ECM capabili@es • Engage in the lessons learned aher a produc@on implementa@on • Itera@ve adjustment to the new environment without delays Jump start with shareable capabilities and foundation • Enterprise view of now and the future • Clarity in priori@es and alignment • Strategic roadmap planning • Standards, guidelines, and internal skills ramp up Build a perfect and comprehensive framework
- 19. Underwri(en by: Presented by: Success factor 3 – Keep up with change • Include agile handling of “known & rou@ne” changes • Pa(ern types of changes (not all changes are the same) • Provide clear understanding of Business impact, IT investment, and other stakeholders involvement for every type of change • Track and measure impact of change for con@nuous improvment Change Management Regula@ons Change Control Board Quality Assurance Global Development Sites Business Business Management Documenta@on Call Center Training
- 20. Underwri(en by: Presented by: Understand and categorize change • Pa(ern changes based on – Type (capability, rules, services) – Size (effort, @meline, users affected) – Impact (business, compliance, regula@on) – Regular/scheduled (maintenance, upgrades) – Repeatable (user roles, transac@on types) – Resources • Create default handling procedures for known pa(erns
- 21. Underwri(en by: Presented by: Shared Services benefit the organiza@on • Shared capabilities and services decrease requirements misunderstandings • Reuse of service components yields simpler integration, faster implementation, and less risk • Fewer variations and changes require less testing Acceleration • Breakdown of capability components enables simpler, faster, and more agile implementation • Fewer and faster upgrades and updates Agility • Standardization eliminates one-offs or specialized knowledge • Guidelines, patterns and templates promote skills enablement and growth • Clarity of usage patterns allowing uniformed planning Ability
- 22. Underwri(en by: Presented by: In conclusion • The right approach for be(er, faster, and more valuable outcome is Shared Services • Shared services brings Business and IT together to promote inter-‐ departmental collabora@on, facilitate change, and achieve compilance • IBM provides the most integrated set of ECM capabili@es in the industry – and the proven approach for enterprise adop@on Reduced Timeline Reduced Risk Reduced Cost
- 23. Underwri(en by: Presented by: How can you start tomorrow? 1 2 3 4 Expanding the VISION • Establish centers of exper@se • Outline priori@es • Set ownerships • Align processes ImplemenBng the VISION • Create blueprint and pa(erns • Establish reusable frameworks • Publish best approaches Managing the VISION • Enhance capabili@es • Ongoing monitoring • Con@nuous improvement • Change and upgrade management Setting the VISION • Evaluate current state • Identify challenges and opportunities • Define capabilities roadmap
- 24. § Enterprise Content Management – Gartner MQ Leader § Enterprise Content Management – Forrester Wave Leader § Transactional Content Management – Forrester Wave Leader § Dynamic Case Management – Forrester Wave Leader § Case Management Frameworks – Gartner MQ Leader § Business Content Services – Forrester Wave Leader Sources: Gartner, Forrester, Dun & Bradstreet, 2014. ForresterGartner Leader in the Evolution of ECM Why IBM? A recognized industry leader 24 of 30 top banks worldwide 15 of 16 top global telcos 19 of 23 top global insurers 56 of top 58 government agencies 21 of 27 top global retailers
- 25. Underwri(en by: Presented by: Con@nue the Conversa@on Toby Bell ECM Marke@ng & Offering Strategy Lead toby@us.ibm.com @IBM_ECM h(p://linkd.in/IBMECM
- 26. Underwri(en by: Presented by: Introducing our Featured Speaker Paul Wlodarczyk VP Client Services
- 27. Underwri(en by: Presented by: Digital Transforma@on – Then and Now e-‐business Transforma@on • Late 1990s to early 2000s • Focus on digi@zing paper-‐based processes – document-‐centric thinking • Siloes of content and data • Purpose built plaborms for each func@onal area (Finance, HR, Supply Chain, Sales, Engineering, Marke@ng, etc.) • Emerging communi@es and collabora@on • Big bang implementa@ons • ECM focus = mange and find documents Digital Transforma@on • Late 2000s to now • Focus on collabora@on and a cross-‐func@onal, enterprise view • Growth in social media and digital channels becoming a primary means of engagement • Context becoming more important (Mobile devices, Internet of Things) • More digital content to analyze than ever • Agile implementa@ons • ECM focus = find answers to ques@ons
- 28. Underwri(en by: Presented by: Digital Transforma@on Fragmenta@on Customer Experience Digital Commerce Digital Marke@ng Engineering / Supply Chain Mobile Engagement Business Intelligence
- 29. Underwri(en by: Presented by: Sense-‐making requires Informa@on Architecture Providing answers to ques@ons = “Sense-‐making” – Relevant answers = Content in Context Sense-‐making requires coherent Informa@on Architecture (IA), a framework for – Classifying Informa@on: What is it? What is it about? – Rela@onships between people, places, content, things – Content types, organiza@ons, products, customers, user roles, system func@ons, subject headings unique to your business – Rela@ng content & data to business concepts
- 30. Underwri(en by: Presented by: Shared Services & Informa@on Architecture Shared Services centralizes IA and facilitates mul@ple complementary paths to sense-‐making: • Centralized Taxonomy, Governance, & ClassificaBon • Content AnalyBcs • ContextualizaBon via Content Lifecycle
- 31. Underwri(en by: Presented by: Shared Services Increase Ability to Absorb Change • Organiza@onal habits, processes, governance, architecture change slowly • Immature suppor@ng processes usually can’t keep pace with technology change – “technological debt” • Agile approach minimizes technological debt Agile
- 32. Underwri(en by: Presented by: Measuring here (macro level -‐ outcomes) Measuring here (micro level -‐ effects) Data Sources Working here (product data, taxonomy, search, on-‐boarding workflow, etc.) Enterprise Strategy Business Unit Objec@ves Market Share Time to Market Deal Size Business Processes AriBon Programs Search Relevance Web AnalyBcs CRM Search Processes enable objec@ves L I N K A G E New Accounts Revenue Growth Data supports (and measures) processes Objec@ves align with strategy Conversions Data Scorecards Process Scorecards Outcome Scorecards Shared Services helps align business outcomes
- 33. Underwri(en by: Presented by: Shared Services Can Increase ECM Impact • Minimizes fragmenta@on and technological debt with agile implementa@ons on shared plaborms • Moves governance and cura@on to the center, facilita@ng IA and be(er sense-‐making • Provides plaborms for machine-‐assisted classifica@on • Increases contextualiza@on through content lifecycle • Improves ability to measure business outcomes
- 34. Underwri(en by: Presented by: Earley Information Science helps organizations establish a strong information architecture and content management foundation Realize your digital transformation vision with EIS. Information Architects for the Digital Age Founded – 1994 Headquarters – Boston, MA www.earley.com For more info contact: paul@earley.com Earley Informa@on Science
- 35. Underwri(en by: Presented by: Visit aiim.org/ecm Enterprise Content Management Resource Center Want more informa,on on this topic? Learn how to combine content analy@cs, collabora@on, governance, and processes with anywhere, any@me access. Access Industry Tutorials, Research, Webinars, and Expert Advice Blogs -‐ all in one place
- 36. Underwri(en by: Presented by: About AIIM AIIM is the Global Community of Informa@on Professionals AIIM believes that the informa@on systems we use at work should be simple, secure, and available anywhere, any@me, and on any device. Our mission is to improve organiza@onal performance by empowering a community of leaders commi(ed to informa@on-‐driven innova@on. Learn more at www.aiim.org