better information management for improved productivity
DESCRIPTION
TRANSCRIPT
In association with: Presented by:
Better Information Management for Improved Productivity, Even Across Time Zones
Presented April 27, 2011
In association with: Presented by:
About AIIM
AIIM is the community that provides education, research, and best practices to help organizations find, control, and optimize their information. As a neutral and unbiased source of information, AIIM serves the needs of
its members and the industry through the following activities:
Market Education Peer NetworkingProfessional Development Industry Advocacy
Learn more about AIIM at www.aiim.org
In association with: Presented by:
About AIIM
www.aiim.org
For intelligent
information management
www.aiim.org/training www.aiim.org/members
Check out your member benefits
Join the conversation now at
www.aiim.org/community
focusing on ERM, Capture,
Enterprise 2.0 & SharePoint
In association with: Presented by:
AIIM Presents:
Peggy Winton – Vice President, AIIM
Nathaniel Palmer – Principal and Chief BPM Strategist, SRA Int’l
Michael Theis – Solution Development Representative, Iron Mountain
Better Information Management for Improved Productivity, Even Across Time Zones
In association with: Presented by:
Introducing our Featured Speaker
Nathaniel Palmer
Principal and Chief BPM Strategist, SRA Int’l
Executive Director, Workflow Management Coalition
Editor-in-Chief, BPM.com
In association with: Presented by:
5 exabytes of new informationgrowing at 30% annually
Print, film, magnetic, and optical storage media92% of the new information was stored on magnetic media, mostly in hard disks.5 exabytes = 500,000 Library of Congress print collections.
The United States produces about 40% of the world's new stored information
US is under 5% of world population) 33% of the world's new printed information50% of the information stored on magnetic media.
30% Growth Rate
0
500
1,000
1,500
2,000
2,500
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30Source: Lyman, Peter and Hal R. Varian, "How Much Information”
“The summation of human experience is being expanded at a prodigious rate,
and the means we use for threading through the consequent maze to the
momentarily important item is the same as was used in the days of
square-rigged ships.”
This is what 30% annual growth
looks like.Doubles every
2.64 Years
Bush, V. “As we May Think,” The Atlantic Monthly, July 1945
Information Volumes
In association with: Presented by:
Source: Adapted from zur Muehlen, M. (2008) and Hackathorn, R. (2002)
BusinessValue
TimeData
LatencyAnalysisLatency
DecisionLatency
Reaction Time
Infrastructure Latency
Business-relevant Event occurs
Event-Related Information Found Analysis of
information Action taken
Value lost through latency
The Cost of Access Latency
In association with: Presented by:
Changing Information Physicality
Policy Data
Claim Data
Customer Data
Source: Delphi Group
In association with: Presented by:
The key evaluation criteria used during an analysis: Strategic Importance - how core should the process be to the business and Process Performance - how well is this process executed
Strategic ImportanceDifferentiation
Process Performance
Supply Chain
Demand Chain
Competitive Value
Innovation
• How well should the process differentiate the business from it’s competitors?
• How key is the process in supporting key elements of differentiation in the marketplace?• How pivotal is this process to the business
success?
• How important is the process in the overall execution of the Supply Chain?
• How does process directly impact the relationship with suppliers?
• How important is the process in the support of the Demand Chain?
• How important is process to customer satisfaction and loyalty?
• What is the relative competitive value created from the execution of this process?
• Can the process provide a competitive advantage?
• Does this process lend itself to innovative improvements?
• Can this process help drive or support innovation in the company?
Quality
Cost
Efficiency
Responsiveness
• How well is the process performed - using success metrics determined by our company?
• How well does the process support business goals?• Does this process spawn other issues/problems in related
processes?
• How much does it cost in resources, material, systems, and time to complete the process?
• How does this compare to internal and external common practices?
• Are costs just a cost of doing business vs inefficiency?
• Is the process executed in an efficient manner consistently?• Does this process involve redundant tasks?
• Are there practical improvements that are evident in the process?
• How well can the process respond to changes to your business internally (e.g. changing workforce) and externally
(e.g. managing customer needs)?
Knowledge Management
• How well is knowledge captured, stored, and shared within the process?
• How well is knowledge utilized by process executors?
ITInfrastructure
• How well is the IT component of the process executed? Are there bugs, need for workarounds?
• Is the IT infrastructure utilized to its full capability?Knowledge
Requirements• How critical is internal specific knowledge to the
process?• How specialized is this knowledge?
Prioritizing Process Improvement Candidates
In association with: Presented by:
Prioritizing Process Improvement Candidates
In association with: Presented by:
Start With Processes That Lack Rigid Definitionand Offer Broad-Reaching Exposure
Why hasn’t it already been addressed?
Seek Manual, Paper-Intense, Ad Hoc, InconsistencyHow many forms/documents are involved?
Ensure Substantial Value to Existing ObjectivesDo changes map directly tokey organizational objectives
Improvement Starts at Home:Picking the Right Internal Process
In association with: Presented by:
Common IM Project Pitfalls to Avoid
Failure to line up executive sponsorshipAvoid the path of least resistance
Caving in to history rather than focusing on the futureChange is necessary to optimization
Getting stuck in “analysis paralysis” Go with good enough and then fine tune from there
Focusing on “seconds saved” rather than building ROI around tangible business benefits
In association with: Presented by:
Today’s Information Management Reality
IM Offers Significant Payback Possibilities
Market Has Matured but Still in Early-Majority Stage
Everyone Is Still Learning (Few Invest in Education)
Deploy It & They Will Come….? Change Management!
Advanced Features Rarely Used Early in Deployment
Externalities Gaining on Internal Issues
Taxonomy & Info Architecture Key to Success
Like All IT Investments, IM Must Be Profitable
In association with: Presented by:
ROI Focus: IM Cost-Cutting Benefits
Increased Search & Retrieval Efficiency
Reduced Content Maintenance Costs
Lower Customer Transaction Costs
Reduced Rework & Manual Entry
Reduced Fine & Penalties
Reduced Infrastructure Costs
Reduced Paper Production & Shipping Costs
Reduced Printing & Distribution Costs
In association with: Presented by:
ROI Focus: IM Business Benefits
Risk Management & Regulatory Compliance
Faster Time-to-Market for Products & Services
Brand Management & Consistency
Improved Email Handling
Intellectual Property Management / Knowledge Management Increased Disaster Recovery SupportIncreased Customer SatisfactionFaster Response to Commercial OpportunitiesCompliance Audit, eDiscovery and Litigation Support
In association with: Presented by:
Examine a combination of Hard Dollar Benefits, realized as direct & measurable cost reductions; Soft Benefits, realized in terms of operational & enterprise options & opportunities; & Strategic or Operational Benefits
Hard Dollar Benefits - result in fewer dollars actually being spent, money that can be allocated elsewhere or saved entirely
Soft Benefits - yield bottom line improvement oroperational flexibility, but impact is challenging to quantify in dollars or to pinpoint in operations
Strategic or Operational Benefits - some IM impacts & benefits support strategic or operational goals that are corporate priorities & whose benefits are not tracked or quantified
Benefits Summary for Centralized IM
In association with: Presented by:
HARD DOLLAR BENEFITS
SOFT BENEFITS
STRATEGIC & OPERATIONAL BENEFITS
HIGH MED LOW IMPACT
1
1 Governance, Risk and Compliance
Unification of Communications
Enforcement of Corporate Policies
2
3
2 3
AB
C
E
DGI
H
L
J
K
Reduced Printing & Distribution Costs
Lower Customer Transaction Costs
Reduced Fine & Penalties
Reduced Document Processing Costs
Reduced Search Costs
Reduced Infrastructure Costs
A
B
C
E
D
Compliance Audit Support
eDiscovery and Litigation Support
Knowledge Management
Universal Document Index & Search
Disaster Recovery Support
Improved Email Handling
G
I
H
L
K
J
F
F
Benefits Summary for Centralized IM
In association with: Presented by:
IM Payback Best Practices: Pharmaceutical Example
Background
• Leading global pharmaceutical organization
• Geographically dispersed drug development teams
• Minimal sharing of information assets between groups
• Numerous departmental & decentralized respositories
• Significant duplication of efforts due to recent M&A activity
• Highly regulated environment
In association with: Presented by:
IM Payback Best Practices: Pharmaceutical Example
Goals • Decrease the amount of redundant work being
performed within the organization• Allow for geographically dispersed teams the
ability to collaborate online• Provide single point of access to all research
related materials• Decrease time spent on searching for required
information
In association with: Presented by:
IM Payback Best Practices: Pharmaceutical Example
Financial Highlights
• Capital Expenditure $847,622
• Payback in years 0.7 years
• ROI (3 years) 458%
• NPV (5 years) $5,851,128
In association with: Presented by:
Summary
Use ‘Quick Wins’ to Build Creditability & Win Sponsorship
Avoid the Path of Least Resistance -- Spend the Time Necessary to Develop a Visible and Measurable Business Case
Start By Focusing on “What” & “When” -- Not “Why” & “How”
Engage Stakeholders in Defining Their Roles in theProcess & to Reduce Resistance to Change
Focus On Defining Measurable Outcomes to SupportHigher Level Goals & Objectives
Look for Well Understood Use Cases to ValidateAssumptions & Model ‘Real World’ Work Conditions
But Do Not Waste Time Trying to Define the ‘Perfect’ Scenario
In association with: Presented by:
Questions
For Questions or Otherwise to Discuss Information Management, Workflow,
or Business Process Management, Contact:
Nathaniel [email protected]
In association with: Presented by:
Introducing our Sponsor
Michael Theis
Solution Development Representative
Iron Mountain
In association with: Presented by:
is the percentage of Global 2000 companies who reported that they were concerned with simply finding all of their contracts when they needed them.*
is the amount of productivity lost per person per year because workers can't find the data to do their jobs. *
is the percent of annual costs PriceWaterhouseCoopers estimated companies could save by eliminating inaccuracies and non-compliance through improved contract management.
The Effects of Inefficient Processes
81
$14k
2%
* Kirk Krappe and Gopi Kallayil. “Contract Management is More Out of Control Than You Think.” Journal of Contract Management. April 2003.* IDC Canada. (Cited in many web postings, we do not have the original report or source.)
In association with: Presented by:
Improved Efficiency Leads to Greater Productivity
In our world of information management, your success depends on two things:
1. You need to increase collaboration and knowledge management so that people can do their jobs better and
2. You need to improve the findability of and access to business documents — regardless of their format
In association with: Presented by:
Customer Case Study
Parker Hannifin
VISIBILITY ACROSS THE ENTERPRISE
In association with: Presented by:
Customer Case Study: Parker Hannifin
To cost-effectively manage a decentralized national purchasing card program and eliminate highly manual, paper-based processes.
Customer Challenges:
““Our biggest challenge was one of accessibility. We had the procedures in place to maintain the documentation required for audit compliance, but accessing the information was time consuming, expensive and inefficient,” - Jason Lance, Tax Analyst at Parker Hannifin.
In association with: Presented by:
Process AccessStoreImageInput
DIGITAL RECORD CENTER® FOR
IMAGES
The Solution:
Customer Case Study: Parker Hannifin
In association with: Presented by:
Customer Case Study: Parker Hannifin
Increased visibility into P-Card expenditures
Elimination of temporary workers
Reduced risk and storage requirements
Solution Benefits:
Solution Results:
$30,000 net savings annually60-70% reduction in the average cost per audit request
In association with: Presented by:
Thank you!
Looking for more Information? Go to:
www.storeaccessmanage.com
Call: 1-800-899-4766
Email: [email protected]
In association with: Presented by:
Upcoming Webinars
May 4th
The Dynamic Document: Save Time & Achieve Communication Goals
May 5th (Thursday Case Study) Paper-free Order Processing to Complete Your E-Vision (with Moen Inc.)
Register Today atwww.aiim.org/webinars
Or check out our Webinar Archive atwww.aiim.org/WebinarArchive