3. 3
Océ in Sum
Océ today:
21,500 people worldwide
Annual revenue 2009:
€ 2.648 Billion
Net Income 2009:
€ - 47.134 Million
Worldwide distribution in 90 countries
Direct sales and services in 30 countries
10 R&D-sites in 9 countries
Business: Printing, scanning, copying products
and services (B2B)
New!: Document Services Valley
4. 4
No formal KM role or department
Departmental managers
responsible for quality
Information Management department
library
literature research
competitive intelligence
document templates
Technical Configuration Managers
information policy
information access policy
5. 5
And others?
Research > product concept development
personal and team handling of documents and
information
managing documents and information in companies
finding experts in the organization
> Practice what you preach!
Process, Quality and Information
Project Office
IT
Tools…
6. 6
Role Definition
map information and knowledge processes and tools
of organization,
give overview over and improves IM/KM processes
and tools
advise and supervise improvement projects
focus on primary process: PCP
Venlo responsibility, R&D-M&L focus
8. 8
Working method
Strategic Plan Process
Environmental Analysis
Position Statement
Future Information Architecture and Roadmap
Model, detail elements
10. 10
Environmental Analysis, Some Trends
Information = Social (context!)
Openness (work and organization) - Sharing is power!
Consumerization of IT
Globalization
Virtualization
11. 11
Change
IM and KM require a change in culture from
secretive to public, individual to corporate, and
paper to electronic.
“These experiments with technology have not taken
hold in part because they have seldom been
accompanied by organisational change.” [Davenport]
All solutions eventually fail! (dynamics of
application)
Technology never leads
12. 12
Challenges for IM/KM
Mixed environments paper & digital documents
20% of the knowledge capital of any organization is
still in paper format!
Show direct and indirect costs (hidden costs)
No barriers for user (all levels) - connect to actual
work processes!
Refer to Snowden’s KM Principles
16. 16
General vision on Information
Manufacturing Transactional Knowledge Work
Structured
Processes
Ad Hoc
Processes
How
work
gets
done
Types of Work
Info = lifeblood!
17. 17
Managing (un)structured info
Manufacturing Transactional Knowledge Work
Structured
Processes
Ad Hoc
Processes
How
work
gets
done
Types of WorkNetwork effects
SAP
FDS OSM/Zuken/CMSynergy
PDMS
G:-schijf
SND
Sharepoint/Workplace
JUICE
Blogs/wiki’s
18. 18
Towards Integrated IM/KM
Solution Reqs
Nothing new
easy to use and connect to way people work (think Sharepoint)
(for user) no extra application
accessible from much used applications
Share
‘light weight’ versioning support (i.e. without extra user costs)
triggers users to act (alerting)
support gathering and distributing of meeting documents
19. 19
Towards Integrated IM/KM 2
Solution req’s
Bundle, group
support bundling information (piles)
supports printing of bundles of information
gives insight in context of information (quality, changes, progress)
Non-user
implicitly roll out R&D policy w.r.t information and knowledge
management
20. 20
Where do I share and store my info?
Structured /
Unstructured
process to
publish
Publish or
Collab-ing on
info
Content or
file
versioning?
Share
Content or
File
Personal/Team (1-1,
1-n, n-n)
Wiki U C Y C Team, n-n
Blog U C N C Pers./Team, 1-n
Sharepoint U C Y F Team, n-n
Compass S P N C Pers., 1-n
(DocFinder) S P N F Pers., 1-n
FTP U P N F Team, 1-n
SND U C N F Team, 1-n
…
Link to blogpost
21. 21
Diagram ‘Where do I share… info?’
structured
publish
process
unstructured
publish
process
share
content
share
file
Use
Compass
Use
DocFinder
publish
info
collaborate
on info
Use
FTP
version
info = No
versioning
info = Yes
share file
share content
share file
share content
Use
Wiki
Use
Sharepoint
Use
Blog
Use
SND
You
22. 22
Position Statement, Some Statements
Information is not integrally managed (end2end,
struct./unstruct.)
Business process needs to be detailed/defined
Not ready for open organization (mindset, security)
24. 24
Managing all info types consistently and in context
time
Project information
Product information
departmentinfo
processinfo
25. 25
Detailing Phase In Operationalize
Proto (To Approved) Part
LM-1
M1
Architecture Process
Configuration Management
Project Management
Design Process
Engineering Process
Procurement Process
Feasibility & Definition
LM-2 EPT-D EPT-C R-EPT PP-0 PP-1 PP-2 PP-x
Approved (To Master) Part Master (To Regular) Part
Proto (To Approved) Process Approved (To Master) Process Master (To Regular) Process
Proto Tooling Engineering Tooling Production Tooling
Production Process
M2 M3 M4 M5 M6 M7
Technicum Pilot Plant Factory
Pilot Assy Assembly Factory
PRO Processes
26. 26
1. Architecture process
Definition:
"Architecture is the transformation of business strategy and stakeholder's
purposes into product qualities and product technology resulting in a
structure of components of a system, their interrelationships, and
principles and guidelines governing their design and evolution over time."
Main goal:
Validation of product concept in the context of the product lifecycle
M1 content (incl
business strategy
and stakeholder
purpose)
Technology
PSD (System
Requirements Doc)
Reference
architectures (ESRA,
SupplyRA?,
FrameRA?)
Platforms
Standards (Oce,
EPA, NEN, DIN..)
Oce “values”
(reliable, eco...)
Updated PSD
Architecture Description
- funct, phys and TA
decompositions
- choices& rationales
- alternatives
Component
Requirements Doc
(functional & TA)
Key Input Key OutputActivities Architecture Process
1.1
Clarify
stakeholder’s
wishes
1.4
Validate system in
customer
environment
1.2
Decompose into
functions and
technology
1.3
Map to physical
components
PCP Home
28. 28
Process Architecture Principle (one)
Integral business processes determine the
optimal system solution.
Rationale: organization follows process
Implications: R&D and M&L processes are redefined,
and organizational structure, roles & responsibilities
could change. Business processes are described
and managed centrally (unified).
29. 29
Method Architecture Principles (one)
Persons should have all but not more rights to
content than needed at the actual point in the
process.
Rationale: Globalization. Internally and external
collaboration. Access to content is needed. E.g.
REACH.
Implications: Security is not geographically or
organizationally organized. Every combination of
people and access rights and objects/processes
should be possible and will be defined explicitly.
Old Océ
FTP
New Océ
ext x ext y
Ext x
30. 30
Future Information Architecture
Howmuchused?
time
Research EngineeringDevelopm. ServiceLogisticsManufact.
M0
LM1
M3 Purchasing
Sharepoint
Teamcenter
SAP
PLM backbone
Zuken
CMSyn.
CoCreate
‘unstructured’:
- use Sharepoint for
create/edit
topic/project/dep. info
Remark: wiki/blog not in
figure.
- use wiki/blog for cross-
project/dep. info, such as
working methods
‘structured’
- design info
creation/edit
‘structured’:
- create/edit prod.
structures, changes
and baselines
‘structured’:
- create/edit resource
info
View on PSD, SDD, ERD, EDD, FRD, …,
parts, designs, structures
‘structured’:
- store project info and
prod. info, norms, etc.
- archive
also use as intranet,
supplier portal,
customer portal,
service portal and KB
Architecture Design Construction Industrialization
Ref-EPT
39. 39
Results
2000+ members and growing
# active members growing
# different departments & countries growing
Usage pattern:
try microblogging, share some basic stuff
think about change info and communication processes
tie to business processes
Measure soft and hard value
Océ is a large international company, mainly focused on developping printers, copiers and scanners of all sizes. An important part of our business is business services. And I’m excited to tell you we recently launched an open network to collaborate with you or your company around document services, called the Document Services Valley.
We’ve been working and experimenting with social media for some time. In sept 2008 a colleagues of mine from communications and I decided we start with enterprise microblogging. Bottom up.
Two big reasons were: we saw the need for horizontal communication in our organization. There was no working method or tool in place to encourage and support this.
And secondly, we saw there was lots of focus on supporting formal/structured business processes. But supporting informal, unstructured information and communication processes was not addressed explicitly. It was our strong conviction these structured AND unstructured processes should be seen as a whole: they give context and meaning to each other. To me that also the meaning of social in social media.
In three slides:
[slide 4] many see the organization in this way (managers/IT). And lots of money is being spent on defining and supporting this process. Discrete steps, with data/info going for one step to the next.
[slide 5] most employees see it in a different way. It looks something like this. They see colleagues with certain expertise/information connected in a certain way. It’s a network or community of people.
[slide 6] As an information architect I find it important to see these worlds as a whole. They are both true. And they should both be supported in ways that are fitting.
The interesting thing is the debate around e2.0 is hot around this topic over the last three-quarters of the year. More discussions about Social business, BPM and social media etc.
At that time, in Sept. 2008, Yammer won Techcrunch Disrupt. We’d been comparing solutions and decided to go for Yammer. It was free and easy to set up. And free was a good thing due to Océ’s and the world’s economic situation at that time…
I can say microblogging has been a big success, also compared to other social tools we rolled out, like blogs and wiki’s. We now have over 2000 members and it’s growing and growing. We hardly advertised it. Word of mouth did most of the growing.
We see the number of active members also growing. >1% active users as in Wikipedia.
We see the number of different departments and countries growing. More use in Sales and Services for instance.
Usage pattern:
Start to try Yammer,
share some basic stuff,
after some time: start thinking about change info and communication processes in your team, project, department or over departments,
then: try to tie microblogging to business processes.
We also measure business value by asking users live and in Yammer. We ask for soft and hard results (numbers and stories).
Learning points:
- microblogging is easy for most, not for all. Don’t think you don’t have to train (functionality) and explain (concept).
- culture > closed culture, formal barriers between R&D and the rest e.g., communicate openly, management essential in the end for continuation. Make decisions what to share and what not.
- moderation is key > Yammer is a community, moderate it closely, encourage, connect, etc
We see Yammer showing it real value when it connects to the formal business processes. This is the present and the future for us.
We are currently experimenting with Yammer to improve information and communication processes between three of our chemical plants. To improve horizontal and vertical communication. They currently use paper journals. These aren’t shared between teams and plants. And not with management. We want to open this up to speed up the processes within the factories. By the way, this experiment was preceded by a project to work in self-steering teams. Culture change! And this experiment will be done in parallel with a project to improve decision making.
We hope to be able to share our results soon on my blog and/or a next conference/summit. I regret I can’t share results just now yet. As for now, management is very excited to move this way, the team leaders and operators are as well.