[webinar slides] is shared content services the answer to our knowledge and information access?

Underwri(en by: Presented by:

Presented November 4, 2015

Is Shared Content Services the Answer to our Knowledge and InformaBon Access?


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


Introducing our Featured Speaker

Toby Bell ECM Marke@ng & Offering Strategy Lead


ECM 2020 – One Enterprise Kitchen to Serve All Business Content Requirements

“The business wants a sandwich.” “Should we build another kitchen?”


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


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


Capture Protect Ac@vate Analyze Engage

Smarter Content, Smarter People Put business content to work to realize new value

ECM Cri@cal Capabili@es


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


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


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


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


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


Ensure global understanding and governance

Executive

Business IT

Executive

Business IT

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


Move forward with a unified approach

14 User Task Legend: System Task Optional 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

Process Call Back

Form Review

Review Exceptions

Signature


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


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


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


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


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


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


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


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


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

§  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.

Forrester Gartner

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


Con@nue the Conversa@on

Toby Bell ECM Marke@ng & Offering Strategy Lead

[email protected]

@IBM_ECM h(p://linkd.in/IBMECM


Introducing our Featured Speaker

Paul Wlodarczyk VP Client Services


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


Digital Transforma@on Fragmenta@on

Customer Experience Digital Commerce Digital Marke@ng

Engineering / Supply Chain

Mobile Engagement Business Intelligence


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


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


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


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 A\riBon 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


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


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:

[email protected]

Earley Informa@on Science

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AIIM believes that the informa@on systems we use at

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