Real World Examples of Successful ECM Strategies Brian “Bex” Huff Chief Software Architect

Agenda What problems does ECM solve? Why initiatives sometimes fail How to define and measure success Examples of success Tips for success

What problems does ECM solve?

Why initiatives sometimes fail

How to define and measure success

Examples of success

Tips for success

Problems Solved With ECM Explosion of content, contributors, and consumers Costs of storing, organizing, processing and retrieving content Compliance requirements: policies, procedures, audits, etc. Easy knowledge capture Adding context to content to aid its re-use Assurance of quality, reliability, and security Making content findable, usable, and re-usable

Explosion of content, contributors, and consumers

Costs of storing, organizing, processing and retrieving content

Compliance requirements: policies, procedures, audits, etc.

Easy knowledge capture

Adding context to content to aid its re-use

Assurance of quality, reliability, and security

Making content findable, usable, and re-usable

Why do ECM Initiatives Fail? AIIM 2007 Survey: Underestimated process and organizational issues (44%) Lack of knowledge or training among our internal staff (32%) Project derailed by internal politics (30%) Uneven usage due to poor procedures and lack of enforcement (29%) Underestimated the effort to distill and migrate content (21%) Excessive "scope creep" (20%)

Underestimated process and organizational issues (44%)

Lack of knowledge or training among our internal staff (32%)

Project derailed by internal politics (30%)

Uneven usage due to poor procedures and lack of enforcement (29%)

Underestimated the effort to distill and migrate content (21%)

Excessive "scope creep" (20%)

Why do ECM Initiatives Fail? (cont.) Failed to address taxonomy and metadata concerns (19%) Low user acceptance due to poor design or clumsy implementation (18%) Failed to think of benefits and issues outside of our business unit (16%) Poorly defined business case (16%) Lack of knowledge and training amongst external staff and suppliers (13%) Budget was overrun (13%) Failed to prioritize high-value content (12%)

Failed to address taxonomy and metadata concerns (19%)

Low user acceptance due to poor design or clumsy implementation (18%)

Failed to think of benefits and issues outside of our business unit (16%)

Poorly defined business case (16%)

Lack of knowledge and training amongst external staff and suppliers (13%)

Budget was overrun (13%)

Failed to prioritize high-value content (12%)

ECM is an Initiative; not an Application! Success is both technical, and cultural No software will solve all your problems Systems don't maintain themselves Every initiative should be approached with maintenance in mind Annual/quarterly maintenance objectives should be defined and followed Just like a car: preventative maintenance is cheaper in the long run Content management can't manage an organization Executives and stakeholders must be directly involved ECM is a living system that needs a commitment to growth

Success is both technical, and cultural

No software will solve all your problems

Systems don't maintain themselves

Every initiative should be approached with maintenance in mind

Annual/quarterly maintenance objectives should be defined and followed

Just like a car: preventative maintenance is cheaper in the long run

Content management can't manage an organization

Executives and stakeholders must be directly involved

ECM is a living system that needs a commitment to growth

Align ECM and Business Strategies Is your ECM strategy aligned with your business strategy? How do others in your industry/market use ECM? will your strategy give you a competitive edge? how? can usually only compare against their web presence Where do you want to be on the innovation curve? innovator, early adopter, early majority, late majority, laggard?

Is your ECM strategy aligned with your business strategy?

How do others in your industry/market use ECM?

will your strategy give you a competitive edge? how?

can usually only compare against their web presence

Where do you want to be on the innovation curve?

innovator, early adopter, early majority, late majority, laggard?

Locate Information Management “Pain Points” Use audits and surveys to determine current state How usable is the system? How many resources used to manually process information? How much time do you spend looking for content? How are you distributing information today? Is that a costly/manual process? Are you following the proper policies, procedures, and governance? Are you making your partners more successful? Are you making your customers more successful? Are you creating duplicate information? Can people verify which version of content they have, and the author? Is ECM the optimal tool to solve the pain? What additional software will you need / want? What manual processes will remain / change?

Use audits and surveys to determine current state

How usable is the system?

How many resources used to manually process information?

How much time do you spend looking for content?

How are you distributing information today? Is that a costly/manual process?

Are you following the proper policies, procedures, and governance?

Are you making your partners more successful?

Are you making your customers more successful?

Are you creating duplicate information?

Can people verify which version of content they have, and the author?

Is ECM the optimal tool to solve the pain?

What additional software will you need / want?

What manual processes will remain / change?

Define Success Criteria For each project, determine precise goals Strategic initiatives support tactical projects Associate a dollar value for each initiative Use goals to define ROI and success metrics Also use it to help prioritize projects Paper-based processes and intranets usually have quick ROI When project is complete, measure real ROI Did the strategic initiative support enough tactical projects? Did it help these tactical projects be successful? How many internal resources were used / saved? How much was spent on consultants / offshore resources? Can we tune the implementation to speed up ROI?

For each project, determine precise goals

Strategic initiatives support tactical projects

Associate a dollar value for each initiative

Use goals to define ROI and success metrics

Also use it to help prioritize projects

Paper-based processes and intranets usually have quick ROI

When project is complete, measure real ROI

Did the strategic initiative support enough tactical projects?

Did it help these tactical projects be successful?

How many internal resources were used / saved?

How much was spent on consultants / offshore resources?

Can we tune the implementation to speed up ROI?

Design Goals and Metrics around Problems ECM Solves Content explosion How much total content? How much is managed? Costs Printing, processing, Compliance Easier, faster, cheaper audits Knowledge capture Can we get more people / systems using ECM? Context management Does the information have enough context to be re-used? Assurance of quality, reliability, and security Do people trust the system? Making content findable, usable, and re-usable How much time do customers/partners/employees spend searching?

Content explosion

How much total content? How much is managed?

Costs

Printing, processing,

Compliance

Easier, faster, cheaper audits

Knowledge capture

Can we get more people / systems using ECM?

Context management

Does the information have enough context to be re-used?

Assurance of quality, reliability, and security

Do people trust the system?

Making content findable, usable, and re-usable

How much time do customers/partners/employees spend searching?

Measure Success; Improve Continuously Use your centralized ECM team to re-define strategy Create a plan to communicate success within organization Stories on how one team worked with ECM to deliver greater value Always incorporate usability feedback into your system Help your systems grow Security model, metadata model, new sites, new content Technical success measured after completion: Usability? Maintainability? Stability? Scalability? Recoverability? Customizability?

Use your centralized ECM team to re-define strategy

Create a plan to communicate success within organization

Stories on how one team worked with ECM to deliver greater value

Always incorporate usability feedback into your system

Help your systems grow

Security model, metadata model, new sites, new content

Technical success measured after completion:

Usability? Maintainability? Stability?

Scalability? Recoverability? Customizability?

Eaton A premier diversified power management company Founded in 1911 Over $13 billion in sales (2007) Over 80,000 employees Goals: Better customer support: Less call center volume Reduced time to create / maintain web site Improve web experience to gain new audiences more findable content better brand

A premier diversified power management company

Founded in 1911

Over $13 billion in sales (2007)

Over 80,000 employees

Goals:

Better customer support:

Less call center volume

Reduced time to create / maintain web site

Improve web experience to gain new audiences

more findable content

better brand

Success Separated concerns: Site developer, site manager, site contributor Can re-use existing developer resources to create sites quickly Site contributors can easily update web content Distributed website ownership 120+ Websites: Public, Internal, Private 700+ Editors, 150,000+ Assets, 8,000+ Pages Each new site is cheaper than the previous one! Tip: a simple security model is critical for multiple web sites

Separated concerns:

Site developer, site manager, site contributor

Can re-use existing developer resources to create sites quickly

Site contributors can easily update web content

Distributed website ownership

120+ Websites: Public, Internal, Private

700+ Editors, 150,000+ Assets, 8,000+ Pages

Each new site is cheaper than the previous one!

Tip: a simple security model is critical for multiple web sites

MeadWestvaco International packaging design and manufacturing 22,000 employees in 30 countries Customers include: Proctor & Gamble Coca Cola Phillip Morris Goals: Consolidation of sites, simplification of management Sites in multiple languages to grow market share Don’t just save costs; increase revenue! Easier browsing and searching

International packaging design and manufacturing

22,000 employees in 30 countries

Customers include:

Proctor & Gamble

Coca Cola

Phillip Morris

Goals:

Consolidation of sites, simplification of management

Sites in multiple languages to grow market share

Don’t just save costs; increase revenue!

Easier browsing and searching

Success Multiple truly localized web sites Not just translated; specifically targeted by local content owners Easy site creation with enforced governance Brand assets, logos, photography, look & feel Hard ROI from new business & print savings $1 million in print savings, $3 million + new revenue attributed to site Focused on information architecture Multi-level metadata model that is easy to navigate Spent a lot of time ensuring model was accurate and maintainable Tip: executives won’t believe the problem needs to be solved unless you can produce metrics on waste and inefficiency .

Multiple truly localized web sites

Not just translated; specifically targeted by local content owners

Easy site creation with enforced governance

Brand assets, logos, photography, look & feel

Hard ROI from new business & print savings

$1 million in print savings, $3 million + new revenue attributed to site

Focused on information architecture

Multi-level metadata model that is easy to navigate

Spent a lot of time ensuring model was accurate and maintainable

Tip: executives won’t believe the problem needs to be solved unless you can produce metrics on waste and inefficiency .

Emerson Process Management Division of Emerson Electric (Fortune 200) Global sales of about $8B in 2008 15 major divisions, including: Analytical & Measurement Instrumentation Control Valves Process Control & Management Systems Maintenance & Optimization Software Goals: Reduce costs Help speed up collaboration on new products

Division of Emerson Electric (Fortune 200)

Global sales of about $8B in 2008

15 major divisions, including:

Analytical & Measurement Instrumentation

Control Valves

Process Control & Management Systems

Maintenance & Optimization Software

Goals:

Reduce costs

Help speed up collaboration on new products

Emerson Success Emerson eDocs 200+ Intranet, Extranet, and Public web sites 3.5 Million content items, 3 terabytes, 1400 contributors Hard Savings: Reduction in printing / shipping paper costs: >$720k Reduction of headcount / call center volume: >$200k Soft Savings: Instant access to product specifications, and design documents Partners, customers, and employees more successful Faster time-to-market with new products and initiatives Less communication overhead New initiatives implemented in less time Effective re-use of knowledge

Emerson eDocs

200+ Intranet, Extranet, and Public web sites

3.5 Million content items, 3 terabytes, 1400 contributors

Hard Savings:

Reduction in printing / shipping paper costs: >$720k

Reduction of headcount / call center volume: >$200k

Soft Savings:

Instant access to product specifications, and design documents

Partners, customers, and employees more successful

Faster time-to-market with new products and initiatives

Less communication overhead

New initiatives implemented in less time

Effective re-use of knowledge

Tips for Cultural Success Conway's Law: “ Any organization that designs a system will inevitably produce a design whose structure is a copy of the organization's communication structure.” Executive sponsorship is a must Person who “owns it” must have authority Without it, your deployment will never scale beyond line-of-business app LOBs are useful, but cannot support strategic initiatives Need an ECM “Center of Excellence” Overlapping concerns in center of excellence Want some people in multiple groups to help communication Help multiple departments “share in your success”

Conway's Law:

“ Any organization that designs a system will inevitably produce a design whose structure is a copy of the organization's communication structure.”

Executive sponsorship is a must

Person who “owns it” must have authority

Without it, your deployment will never scale beyond line-of-business app

LOBs are useful, but cannot support strategic initiatives

Need an ECM “Center of Excellence”

Overlapping concerns in center of excellence

Want some people in multiple groups to help communication

Help multiple departments “share in your success”

Tips for Technical Success Gall's Laws: “A complex system that works is invariably found to have evolved from a simple system that worked.” “A complex system designed from scratch never works and cannot be made to work. You have to start over, beginning with a working simple system.” Deploy strategic infrastructure first Deploy small projects next to build success / knowledge Need user training, and experienced designers Paper and intranet web initiatives have fast ROI High-profile, low-risk, to broaden executive support Deploy complex projects only when you understand how

Gall's Laws:

“A complex system that works is invariably found to have evolved from a simple system that worked.”

“A complex system designed from scratch never works and cannot be made to work. You have to start over, beginning with a working simple system.”

Deploy strategic infrastructure first

Deploy small projects next to build success / knowledge

Need user training, and experienced designers

Paper and intranet web initiatives have fast ROI

High-profile, low-risk, to broaden executive support

Deploy complex projects only when you understand how

Tips for Technical Success, cont. Metadata model is vital, but always changing Good information architecture can be a game changer Be prepared to maintain and redesign yearly Good enterprise search is equally essential Simple security models are best Don’t use security to organize Complex security needs more common with Collaboration/IRM Plan for re-use, and do it as much as possible Keep an eye on scalability, but do not obsess about it too soon Focus on growability and interoperability

Metadata model is vital, but always changing

Good information architecture can be a game changer

Be prepared to maintain and redesign yearly

Good enterprise search is equally essential

Simple security models are best

Don’t use security to organize

Complex security needs more common with Collaboration/IRM

Plan for re-use, and do it as much as possible

Keep an eye on scalability, but do not obsess about it too soon

Focus on growability and interoperability

Resources Transforming Infoglut! http:// bexhuff.com /books/transforming-infoglut Survive or thrive with ECM webcasts: http://oracle.com/goto/thrive Getting green ROI with ECM http:// oracle.com/goto/ecmgreen

Transforming Infoglut!

http:// bexhuff.com /books/transforming-infoglut

Survive or thrive with ECM webcasts:

http://oracle.com/goto/thrive

Getting green ROI with ECM

http:// oracle.com/goto/ecmgreen

My Company: http:// bezzotech.com My Blog: http:// bexhuff.com My Self: [email_address] Questions?

My Company: http:// bezzotech.com

My Blog: http:// bexhuff.com

My Self: [email_address]