Emerging collaborative model


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Emerging collaborative model

  1. 1. Emerging Collaborative Model People Process Virtual Return on Collaboration networks IntelligenceTM centric Information TechnologyStructured, unstructured, network Web 2.0, BI + KM + SN, distribution navigator
  2. 2. Companies have spent the last three decades remolding operations, taking cost out of the business. Today its about innovation and networked collaboration. Automation Integration Networking Technology drivers Internet 1.0/2.0 Internet 3.0 Mainframe DP Minis & PCs ERP e-commerce Social Networks 1980 1990 1995 2000 2011 Business Function stovepipes Cross-functional Inter-enterprise Teams and drivers processes processes networksKey attributes  Efficiencies created by  Integrated and shared data  Companies extend  Work is performed cross- automating core business enabled re-engineering beyond their 4 walls functionally and cross- clerical and transaction to grow revenue, organizational  Re-organized work around functions reduce costs end-to-end transactional  Basic organizing increase customer  Basic organizing principle processes that crossed principles based on satisfaction is hierarchical, stovepiped functional boundaries teams; virtual, permanent business departments and  New internet or transient  Focus on transaction functions marketplace efficiency and shared  Informal and formal  Focus on transaction information across  Focus on end-to-end communication and efficiency functions processes and collaboration among connecting with individuals, teams and customers, suppliers communities and vendors Work takeout, cost reduction, and end-to-end Reinvents how companies innovate, build process transformation relationships, market and compete 1
  3. 3. Groups, networks and teams are dominant inside enterprisestoday – yet few companies have created a unified technology andbusiness strategy to capitalize on the way people collaborate Preference in Group Size Collaboration 9%prefer 42% working in groups Frequency of of two 40% the Collaboration 18% 54%prefer working in groups of three 46% 30% Motivation for 27%prefer the working in groups 19% Collaboration of four or more 90% 4% 10%prefer of U.S. corporations 82% working alone support “group of white-collar workers work” partner with co-workers Business Week April 28, 2008 indata 2
  4. 4. Leading companies are adapting collaboration strategies toimprove performance Application Company Overview Using state-of-the-art collaboration technologies to transform a traditional collection of suppliers into a seamless global collaborative Manufacturing to product the 787 Dreamliner. Real-time collaboration system networked 100 suppliers in six countries. Leverages InnoCentive to tap into a global network of scientists to R&D discover and develop new products and services faster. By 2010 P&G will obtain 50% of its innovation from outside its company’s walls. Employee InnovationJam brought together over 100K employees from 160 countries in a series of moderated online discussions. Combined collaboration insights surfaced breakthrough innovations. With its Mindstorms product line, Lego offers a free, downloadable Product software development kit to make the product’s most passionate development devotees part of the design team. Customers post descriptions of their Mindstorms creations along with the software code to share to make the product more exciting. Training and Uses 3-D immersive environments to conduct business process simulation rehearsals, the management of events not easily practiced in real- life., e.g. crisis management training. Copyright © 2008 The AKA Group, LLC. All rights reserved. 3
  5. 5. Companies must think differently to find NEW ways to generate ROI in this new world - the ingredients are still the same, but the models and tools are different Return on Investment Return on IntelligenceTMPeople Process People Process Virtual Collaboration ROI networks ROI centricInformation Technology Information Technology Structured, unstructured, Web 2.0, BI + KM + network distribution SN, navigator ROI = Hard benefits/cost ROIintell= Hard + soft benefits/cost Companies used return on investment to justify systems and process reengineering. It’s time to leverage Return on IntelligenceTM - expertise and knowledge of employees/customers 4
  6. 6. Enterprise business drivers remain the same, but companiesneed to leverage them in a new way to accelerate growth andinnovation Old New Opportunity  Hierarchy of positions  Self-organized internal and  Systems support finding talent and People/Users external networks  Improved efficiency  Team-based, mobile, skills, information sharing, and of transactional geographically dispersed collaboration internally and externally workers networks, and communities across teams and networks of people  Enhance effectiveness of “knowledge workers” Process  End-to-end  Collaborative business  Focus on improving innovation, transactional processes product development, sales, decision processes support and analytical activities across non-transactional roles Information  Siloed operational  Individualized and role-based  Integration of structured and non- data delivery of data and structured information, data and unstructured information to content that can be distributed and networks of people shared among virtual teams internally and externally Technology  ERP  Global IT platform  Leverage of /Web 3.0 and social  Internet  Social computing, Web3D networking paradigm to create new  Custom applications and collaboration (mashups, ways to deliver shared functions and rss feeds, iphone, knowledge to virtual teams networking sites) 5
  7. 7. Traditional process improvement methods largely ignorecollaborative business activities within, across and outside theboundary of business processes and functional departments Core Business Value Processes  Inter-process communication drivers Finance enhance performance improvement  Make decisions, share information and expertise  Analyze financial and operating Development Marketing Customer Logistics performance Product Sales & Service MFG R&D  Conduct research, innovate and develop new products  Seek consensus, evaluate information, brainstorm and resolve issues Human Resources  Focus: Repeatability of knowledge worker thought process vs. repeatability of action Information Technology  Identify, capture and improve collaboration points Inter-process collaboration drivers 6
  8. 8. Collaboration among teams of people across the enterprise are iterative and networked; they overlay the traditional functional view of the enterpriseEnd-to-end transaction processes Iterative and networked collaborative processes Sales & Service R&D Customer Financial Finance Product Product Channels Decision Management Development Mgmt Support Operations Team Management Collaboration Technology Human Resources & Operating and Social Management Support Networking Procurement 7
  9. 9. Cross-functional collaboration exists everywhere, opportunities to leverage collaborative technologies apply across the enterprise Collaboration and virtualization of information is required to support cross-functional processes and virtual teams. Engineer- Sales & Employee Legal &R&D & Prod Dev Customer Financial ing Marketing & HR Patent Develop new  Manufacturing  Sales access to  Customers  Ability to  Finance uses  Legal and patent products, engineering new product and looking for on- maintain skills, information to departments commercialize must coordinate marketing line information competencies develop revenue work closely them and sun with production. information to regarding and interests, profiles and with set old products. sell products to products and allowing others alternatives for development  Product customers. company in organizations sales and labs and Require engineering policies such as to locate talent, operations engineering to collaboration must coordinate  Information environmental ideas. planning. understand new between lab, with labs and including issues. ideas and marketing and marketing. specifications  Establish  Analysts do products for sales. and intended  Customers may communities of monthly patent applications want a secure interest. analysis of applications. must be readily log-on to track business and available and orders and financial results.  New patents are accessible to collaborate on Provide info to the IP that are sales . forecasts as well management to critical to as new product support decision enterprise future ideas. making. Suppliers & Manufacturing Partners Suppliers and partners receive forecast Manufacturing must coordinate forecast information and purchase orders based on with sales, prepare a multi-level parts and production plan. Plan changes recipe plan, trigger requisitions and communicated immediately to avoid over schedule the manufacturing facilities. supply or shortages. Changes must be communicated. 8 8
  10. 10. New business drivers are required to measure performance improvement in this new environment Traditional New business Metrics Metrics business drivers driversR&D Spend R&D as % of rev Faster innovation Time to productIncreased worker Txn/hr Ratio of KWproductivity Increased productivity spend to totalShortened cycle Time to forecast, % 5 day closing Quality of forecasttimes deviation6 SIGMA Error Rates Talent sourcing Utilization by Error rates competencyImproved job Knowledge Production and error Turnovereffectiveness contributionReduced IT costs IT $ as % of revenue IT effectiveness % function costs as % rev Metrics focus shifts from process/function to collaborative, role-based metrics 9
  11. 11. The new emerging collaborative model requires new ways of deploying Information Technology Knowledge-enabled Workplace New Collaborative Business Architecture Financial, Mgt & Operating Decision HR RD&D and Product Development Enterprise Knowledge Navigator Knowledge & Content Stores Customer Channels Sourcing Information Data Warehouse Procure-To-Pay Order-To-Cash Operations Support ERP Operations Knowledge Finance Sales CollaborativeTransaction Knowledge work Functions Transaction Tech Info Info Tech Collaborative work Processes Processes Integration of Structured & Unstructured Information 10
  12. 12. The ability to harness the talents of all types of workers throughoutthe enterprise will become a defining capability for firms Transactional Knowledge work work  Accounting  Science Marketing  Claims processing  Marketing director  Financial analysis  Accounts receivable  IT development  Payroll  Sales  HR processing  Supply chain  Purchasing management Knowledge Worker::  IT architecture someone who uses  Department knowledge and experience in management the workplace principally to generate enterprise value Knowledge workers are now estimated to outnumber all other workers in North America by at least a four to one margin Copyright © 2008 The AKA Group, LLC. All rights reserved. 11
  13. 13. So how to get there from here and what are the gaps today? endstate today Copyright © 2008 The AKA Group, LLC. All rights reserved. 12
  14. 14. Knowledge work is about repeatability of thought process not repeatability of action Thought process = repeatable internalized knowledge work Acts as common context for collaboration Information use injected in context Unfortunately, the concept “thought process” is a formal concept completely ignored by traditional methods and approaches Copyright © 2008 The AKA Group, LLC. All rights reserved. 13
  15. 15. Traditional performance improvement techniques treat thoughtprocess as a black box  What do they want to buy?  Does our product meet their needs?  Do they have the budget?  Who is the competition?  What is the long term potential? Copyright © 2008 The AKA Group, LLC. All rights reserved. 14
  16. 16. Thought process can be embodied in a formalism that facilitatesthe design of knowledge work-based applications Integrated Knowledge Learnings Customer Base Input Customers Products Competitors Copyright © 2008 The AKA Group, LLC. All rights reserved. 15
  17. 17. Thought process metaphor can be used to implement true“business intelligence” by implementing a directed user interface Librar y Internet Knowledge Base Data Sales Policy Warehouse Knowledge Information  Customers Management Templates Companies  Products Sources Processes … Thought process Qualification Guidelines Information Sources Opportunities Qualification operators guides the Factors user Identify Current Conditions Identify Identify Information Cost Factors Define Rule Estimate Cost Filter What should I do next? Objectives Constraints Opty Ranking Info Needs Info Needed Opportunities Relevant knowledge, Information NeedsInformation Costs Proposed Policy Adaptations Template Adaptations examples, templates, Knowledge Capture Processes guidelines Change Product All Panels Change Top Sales Execs Select Corn Sales Down! ************ Weather? ************ Product Soybeans Wheat Competition? ************ Customers? Suggested ************ ************ Rice Causes Top Customers Industry News ……………$ 120M …………………… ……………$ 90M Related ……………………. Data ……………$ 78M …………………… ……………$ 56M ……………………. …………………… Recent Proposals ……………………. …………………… …………………… …………………… ……………………. Related …………………… …………………… News …………………… ……………………. Copyright © 2008 The AKA Group, LLC. All rights reserved. 16
  18. 18. A disconnect exists between how information is structuredversus how it is consumed; existing technology architectures donot adequately address this gap Traditional New  Information delivery follows the  People consume information as hierarchical way companies organize networks and teams; permanent or work transient Company Team rooms E-Mail Spreadsheets Dept A Dept B Networking site Water cooler (e.g. Linkin) chats PowerPoint Sub Sub Sub Information Dept 1 Dept 2 Dept 3 Flow Information flow interconnected Lack of a unified strategy results in lost innovation and productivity Copyright © 2008 The AKA Group, LLC. All rights reserved. 17
  19. 19. This emerging business model assumes delivery of informationto role-based to teams and networks of people Mgmt Team Sales Team Customer Team Human Resources Strategic Customer Employee Forecast RFPs Plans Surveys Feedback Delivery Service Enterprise Systems Data  Scheduled delivery of packets of information to teams  Teams define membership and security Copyright © 2008 The AKA Group, LLC. All rights reserved. 18
  20. 20. Enterprise information strategies must integrate both internal andexternal metrics and intellectual property Traditional New  Companies are hungry for  Comparative information must be comparative information integrated directly into the overall ̶ Competitive benchmarks information delivery architecture to allow for a rapid and accurate ̶ Best practice process metrics response ̶ Industry analysis/marketplace trends ̶ Customer/supplier input and feedback  Average companies are characterized by a disintegrated delivery of internal and Structured Internal data and intellectual data external metrics and IP warehouse property Integrated Information Architecture External Non-Integrated External data and intellectual External benchmark Information property metrics data Architecture Copyright © 2008 The AKA Group, LLC. All rights reserved. 19
  21. 21. The integration of structured data and unstructured informationdelivers higher levels of work productivity, innovation, andcreativity Traditional New “Knowledge Management 2.0”, an Unfortunately, talk of knowledge integration of data, content, and KM management has made people’s eyes systems, within the context of the social glaze over…. networking paradigm: ̶ One place to go for all info ̶ Provides just-in-time info delivery ̶ Facilitates collaborative innovation ̶ Connects subject matter expertise Dilbert by Scott Adams Structured Unstructured data content Extended warehouse stores Information To be an effective tool, knowledge architecture management must be more than an internal search engine. External Metrics & Info Today, enterprise content management and knowledge management is disconnected from BI initiatives. Only 30% of information needs are addressed. Source: Forrester Copyright © 2008 The AKA Group, LLC. All rights reserved. 20
  22. 22. To enable the collaborative model, structured data andunstructured content and knowledge must be unified to deliverjust-in-time information seamlessly Content and Knowledge StoresUnstructured Information Project Document Intranets/ Content Email Desktop Knowledge Workflow Team Mgt Portals Mgt Apps Mgt Rooms Decision Support Structured Data Data Warehouse ERP Non-ERP Systems Traditionally, structured data and unstructured information evolves separately throughout the enterprise Copyright © 2008 The AKA Group, LLC. All rights reserved. 21
  23. 23. The knowledge domain model should extend across alldimensions of the enterprise business We must understand how information is created and used in each domain To accomplish this, we must: ̶ Inventory information in each domain ̶ Create high – level information models of each domain ̶ Create an overarching knowledge taxonomy for the entire enterprise ̶ Document sources and uses ̶ Document gaps Copyright © 2008 The AKA Group, LLC. All rights reserved. 22
  24. 24. Multi-dimensional concept taxonomies – The intellectual glue Products Engineering Operations Sales & Markets Taxonomy Enterprise Information R&DCompetitors Structured Unstructured data content warehouse stores Suppliers External Metrics & Info Customer Locations Processes Employee Legal Taxonomy unifies structured and unstructured data through common concepts Copyright © 2008 The AKA Group, LLC. All rights reserved. 23
  25. 25. A comprehensive enterprise information management strategymust be created which recognizes that all information and relatedtechnologies to support day-to-day business must be addressedtogether Transaction Knowledge Work Focus Work Focus Decision support needs  Opportunity identification Operational needs Data Knowledge  End state vision Current state gaps Management Content  Current state gaps Analytical and reporting tools Strategy Strategy  Content and knowledge domain Data architecture architecture Data governance  Content, KM, search, find Data mgmt technologies technologies Development, maintenance,  Knowledge content governance support  Content technology architecture Data quality and control  Retrieval and access tools  Collaboration social strategy  Collaboration tools Comprehensive Information Management Strategy  Technologies  Info integration  Structured data  Reporting and info delivery  Unstructured content  Access and use  External content  Security and control Copyright © 2008 The AKA Group, LLC. All rights reserved. 24
  26. 26. A collaborative, knowledge-centric technology architecture willdisplace a transaction-centric, ERP dominant environment in thenext wave of the collaborative business model Single enterprise portal Email, IM Flexible Web Persistent Static pages, Reporting subject communities, collaboration mash - ups, and BI apps, knowledge profiles, wikis, spaces other etc. delivery etc Legacy collaboration and distributed apps Portal services Core business ERP Desktop apps, MS Web services Content Integration processing Office Services Single logical view of information stores Federated search Meta data Data replication Other External ERP DW legacy Enterprise Content Storage IP data Copyright © 2008 The AKA Group, LLC. All rights reserved. 25
  27. 27. A collaborative business model will create the need for an Enterprise Knowledge Navigator, a new class of enterprise application that unifies information and “connects people with people” and “people with information” Inputs Enterprise Knowledge Navigator Outputs Information Sources Organizations Navigation Portal Process information  Individuals Ops metrics Financial information  Teams G/L and Customer information  Projects Portal Interface planning Market information  Business units Knowledge Base Product information CRM  Networks Personnel information  Departments External data Structured Unstructured Intellectual property  Groups Data Data External metrics Products Best practices Location Geography HR Dep’t Dep’t Metrics Content Documents External data feeds Copyright © 2008 The AKA Group, LLC. All rights reserved. 26
  28. 28. The Enterprise Knowledge Navigator will enhance how peoplethink, analyze, sell, create, advise, and decide within the contextof their roles in the business Copyright © 2008 The AKA Group, LLC. All rights reserved. 27
  29. 29. 1. Strategic context for enterprise content and informationmanagement Enterprise strategic objectives Identify and improve knowledge intensive collaborative processes Copyright © 2008 The AKA Group, LLC. All rights reserved. 28
  30. 30. Improving collaborative knowledge work processes must belinked to explicit “Return on Intelligence” Employee Relationships Customer Relationships Productivity Speed and Responsiveness Growth and Innovation Copyright © 2008 The AKA Group, LLC. All rights reserved. 29
  31. 31. Knowledge-intensive collaborative work process targeting High Strategic Planning Supplier Management • Sales Production Planning Product Development Financial Reporting • Recruiting • Marketing Systems Management • Customer ServiceBusiness Impact Regulatory Compliance Public Relations • Accounts Receivable • Help Desk • Payroll • HR Development • Accounts Payable Benefits Administration Low Low High Fuzziness Copyright © 2008 The AKA Group, LLC. All rights reserved. 30
  32. 32. 2. “Maximum blast radius” adoption strategy for collaborativeapplications Target ideally collaborative applications that are highly visible with “maximum blast radius” potential, ie., business benefit extends across multiple business functions and/or touches the most number of people. Use these initiatives as organizational stakes in the ground to seed benefits of IM to the business Four dimensions of business should be addressed: ̶ Products & Services - Focus on improving innovation, idea to market time, scientific sharing, collaboration across business centers, storehouse of proprietary IP ̶ Customers - Focus on time to market, competitive positioning, customer satisfaction, sales through the use of collaboration tools and access to scientific information as appropriate. ̶ People - Focus on connecting all employees. Fosters a “facebook”- like social networking environment to support business and technical collaboration. Knowledge about people, who they are, what they know readily accessible by all. ̶ The Business - Focus on capturing and collaborating around cross-business best practices, business knowledge, competencies, capabilities, shared IP. Fosters internal continuous improvement, shared knowledgebase of institutional experience. Global best practices and improvement ideas that can be replicated and enhanced. Customer People Collaboration Business Best Product Dev Practices & Services Copyright © 2008 The AKA Group, LLC. All rights reserved. 31
  33. 33. The AKA Group is a pioneering consulting firm with an innovativeapproach to enterprise performance improvement  Founded in 2006 by Allan Frank – 1st CTO City of Phila, Pres & Founder Answerthink/Hackett & KPMG CTO & Exec  Focus on improving Business and IT performance  Specializes in strategic business-technology enablement across enterprise-wide collaborative processes: ̶ R&D, Innovation and Product Development ̶ Financial, Management and Operating Decision Support ̶ Customer Relationship Management ̶ IT Management ̶ Team Collaboration, Information Sharing and Social Networking  Services span IT/Business Strategy & Architecture through Program Management ̶ Extremely senior principals ̶ Agile networked “open source” model of complementary teams  Industry specialization includes: ̶ Financial Services ̶ Chemicals, Pharma, Life Sciences, Healthcare ̶ Public Sector 32
  34. 34. Allan R. Frank Founder & Chairman 610-331-8484 Allan.Frank@akaplex.comContact www.akaplex.comInformation Copyright © 2008 The AKA Group, LLC. All rights reserved. 33