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Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
Super session the_social_enterprise_combining_people_processes_and_content
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Super session the_social_enterprise_combining_people_processes_and_content

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  • 1. <Insert Picture Here>Transform Your Business by Connecting People, Processes andContentHoward BeaderSr. Director, Product Marketing
  • 2. Session Agenda• The Social Enterprise <Insert Picture Here>• Oracle WebCenter Demonstration• Transforming to a Social Enterprise• Oracle WebCenter Customer - FDA• Enabling the Social Enterprise• Oracle @ AIIM/Info360
  • 3. Challenges of a Typical Enterprise PEOPLE PROCESSES CONTENT
  • 4. The Social Enterprise The social enterprise empowers end users to collaborate more effectively, find and share information in the context of the business processes to increase overall efficiency. 3 graphics
  • 5. Benefits of The Social EnterpriseImproved collaboration across Easily Update business Ensure compliance with teams processes corporate standardsAccess content in the context Automate previously Ensure a single source of truth of the business process unstructured processes Quickly access relevant Collaborate within the Easily locate information updates in activity streams business process across the organization
  • 6. Oracle WebCenter Suite DemonstrationSachin AgarwalDirector, Product ManagementOracle Corporation
  • 7. <Insert Picture Here>Transforming toa Social Enterprise
  • 8. Evolution of the Social EnterpriseBefore and After Adoption Before Adoption After Adoption • Silo’s of information • Information available • Slower to respond to across the organization business needs • Rapid response to • Reduced involvement in business needs business processes • Cross-organizational • Tentative business collaboration around decisions due to lack of business processes real-time visibility • Business decisions • Significant backlog of IT based on accurate and requests real-time information • Business users able to access information and rapidly assemble mash- ups
  • 9. People: Deliver a Modern User Experience Relevant Business Activities Embedded Analytics Social Network Associations Contextual Information Mobile Access The seamless integration of social computing capabilities in the context of business applications
  • 10. A Day in the Life in the Social Enterprise Example: A Day-in-the-Life of Business User 8 AM Manage 9 AM Life 10 AM 11 AM Monitor Business NOON Objectives 1 PM 2 PM 3 PM Get Things 4 PM Done 6 PM 5 PM Visit Prospect Update RFP’s Review sales forecast
  • 11. Robin Crisp MARCS Business Program Manager US Food and Drug AdministrationThe Mission Accomplishmentand Regulatory ComplianceServices (MARCS) Program
  • 12. What FDA Does: FDA is responsible for protecting the public health by assuring the safety, efficacy and security of human and veterinary drugs, biological products, medical devices, our nation’s food supply, cosmetics, and products that emit radiation. FDA is also responsible for advancing the public health by helping to speed innovations that make medicines more effective, safer, and more affordable and by helping the public get the accurate, science- based information they need to use medicines and foods to maintain and improve their health. FDA also has responsibility for regulating the manufacturing, marketing and distribution of tobacco products to protect the public health and to reduce tobacco use by minors. Finally, FDA plays a significant role in the Nation’s counterterrorism capability. FDA fulfills this responsibility by ensuring the security of the food supply and by fostering development of medical products to respond to deliberate and naturally emerging public health threats 12
  • 13. FDA Organization OC ORA CBER CDER CDRH CFSAN CVM3/30/2011 13
  • 14. Office Of Regulatory Affairs The FDA’s Office of Regulatory Affairs is the lead office for all FDA Field activities as well as providing FDA leadership on imports, inspections, and enforcement policy. ORA supports the five FDA Product Centers by inspecting regulated products and manufacturers, conducting sample analysis on regulated products, and reviewing imported products offered for entry into the United States. ORA also develops FDA-wide policy on compliance and enforcement and executes FDA’s Import Strategy and Food Protection Plans. Besides executing its mission through its Federal workforce, ORA also works with its State, Local, Tribal, and Territories counterparts to further FDA’s mission. 14
  • 15. Office of Regulatory Affairs(ORA)• “The Field”: Over 85% of ORA’s staff work in: – 5 Regional Offices – 20 District Offices – 13 Laboratories – More than 150 Resident Posts and Border Stations• District Office branches and groups: – Investigations Branch (Field Investigators) – Compliance Branch (Compliance Officers) – Laboratory Branch (Laboratory Analysts) – for districts that have labs• Regional Labs - service multiple districts 3/30/2011 15
  • 16. What Does ORA Do? • ORA supports the FDA Product Centers by acting as the hands, feet, eyes, and ears of the Agency: – Field Operations – Laboratory Work – Import Entry Review – Compliance Operations – Policy 16
  • 17. What is MARCS? “The Mission Accomplishment and Regulatory Compliance Services (MARCS) Program is a comprehensive integration and reengineering of mission critical systems for FDA’s Office of Regulatory Affairs (ORA) to”: Eliminate the current application stovepipes Better automate the relationships across inspections, compliance, reporting, management and related activities Retire and replace aging legacy systems with modernized applications built on a common service framework3/30/2011 17
  • 18. MARCS Stakeholders ORA Stakeholders Other Governmental Agencies ORA HQ Congress Districts States Local Foreign CDC Labs MARCS Governments USDA OC Regulated Firms Centers Office of Information Importers Filers Chief Management Contract Labs Counsel Other IT Other IT Contractors Programs Industry/Public Other FDA Organizations3/30/2011 18
  • 19. Full & Complete Integration MARCS Integration MARCS Layered Architecture Perspectives CLIENT LAYER PRESENTATION LAYER Workers MARCS IS A USER PLATFORM The User Perspective BUSINESS LAYER MARCS IS A BUSINESS PROCESS ORA PLATFORM The Business Perspective INTEGRATION LAYER MARCS IS AN INTEGRATION PLATFORM RESOURCE LAYER OIM Data Documents Adjacent Systems The Technical Perspective 19
  • 20. Questions?Robin.Crisp@fda.hhs.gov www.hhs.gov Usaspending.gov www.fda.gov
  • 21. <Insert Picture Here>Enablingthe Social Enterprise
  • 22. Process: Ensure Flexibility for Agile BusinessProcesses Business Analysts Developers Model processes Populate business catalog and implement Enterprise Architects details Define business architecture LOB Owners Collaborate with business analysts and tailor-to-fit processes Business Users Collaborate and innovate IT Operations Manage and monitor Team Measure, analyze, improve, govern
  • 23. Content: Build on a Single Consolidated ContentManagement Infrastructure ERP CRM SCM CONTENT MANAGEMENT
  • 24. Infrastructure: Out-of-the-Box Integration Worklist Process MS Office Online Shopping Mobile Devices Portal Employee Order2Cash On-boarding Customer BUSINESS PROCESSES Expense On-boarding Approval Employee Customer Update Record SERVICES P.O. StatusMAINFRAME
  • 25. Oracle WebCenter SuiteThe Modern User Experience Platform for the Enterprise and the Web
  • 26. Oracle WebCenter SuiteEnabling the Social Enterprise
  • 27. The Social Enterprise: Top 10 ChecklistReal-time collaboration Business activity streams Personalized mash-ups Single enterprise-wide content repository Complete content lifecycle management Governance and compliance Workflows for structured and unstructured processes Integration with business processes and applications Service-oriented architecture Complete, open and integrated
  • 28. In ClosingPeople Process Content Enabling the Social Enterprise
  • 29. Q&A Oracle Enterprise 2.0 Newsletter: http://oracle.com/newsletters Oracle WebCenter Homepage: http://www.oracle.com/webcenter
  • 30. While at AIIM/info360• Oracle Track@info360 – Wednesday March 23 Room 154: • 1 pm Revolutionizing the User Experience • 1:50 Is Pervasive Governance Part of Your ECM Strategy? • 2:40 10 Key Decisions: Your ECM Checklist • 3:30 Unlocking The Value of Your Application Content • 4:20 Optimize Web Content Targeting• Meet Experts at the Oracle Booth 1414
  • 31. Engage in the Conversations! Twitter: #WebCenter, #E20, #ECM, #Oracle Facebook: http://facebook.com/OracleE20 http://facebook.com/OracleWebCenter LinkedIn Oracle Enterprise 2.0 Group Oracle’s Enterprise 2.0 blog: http://blogs.oracle.com/enterprise20
  • 32. Get your Oracle Red Velvet Cupcake TODAY @ Oracle Track!

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