Better Information Management for Improved Productivity
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Better Information Management for Improved Productivity

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Better Information Management for Improved Productivity Better Information Management for Improved Productivity Presentation Transcript

  • Presented April 27, 2011 Better Information Management for Improved Productivity, Even Across Time ZonesIn association with: Presented by:
  • About AIIM AIIM is the community that provides education, research, and best practices to help organizations find, control, and optimize their information. As a neutral and unbiased source of information, AIIM serves the needs of its members and the industry through the following activities: Market Education Peer Networking Professional Development Industry Advocacy Learn more about AIIM at www.aiim.orgIn association with: Presented by:
  • About AIIM www.aiim.org Join the conversation now at www.aiim.org/community For intelligent focusing on ERM, Capture, information management Enterprise 2.0 & SharePoint www.aiim.org/training www.aiim.org/members Check out your member benefitsIn association with: Presented by:
  • AIIM Presents: Better Information Management for Improved Productivity, Even Across Time Zones Peggy Winton – Vice President, AIIM Nathaniel Palmer – Principal and Chief BPM Strategist, SRA Int’l Michael Theis – Solution Development Representative, Iron MountainIn association with: Presented by:
  • Introducing our Featured Speaker Nathaniel Palmer Principal and Chief BPM Strategist, SRA Int’l Executive Director, Workflow Management Coalition Editor-in-Chief, BPM.comIn association with: Presented by:
  • Information Volumes “The summation of human experience 5 exabytes of new information is being expanded at a prodigious rate, growing at 30% annually and the means we use for threading through the consequent maze to the Print, film, magnetic, and optical momentarily important item is the storage media same as was used in the days of 92% of the new information was square-rigged ships.” stored on magnetic media, mostly in hard disks. Bush, V. “As we May Think,” The Atlantic Monthly, July 1945 30% Growth Rate 5 exabytes = 500,000 Library of 2,500 Congress print collections. This is what 30% The United States produces about 2,000 annual growth 40% of the worlds new stored looks like. information 1,500 Doubles every 2.64 Years US is under 5% of world population) 33% of the worlds new printed 1,000 information 500 50% of the information stored on magnetic media. 0 Source: Lyman, Peter and Hal R. Varian, "How Much Information” 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30In association with: Presented by:
  • The Cost of Access Latency Business Business-relevant Value Event occurs Value lost through Event-Related latency Information Found Analysis of information Action taken Data Analysis Decision Latency Latency Latency Time Infrastructure Latency Reaction Time Source: Adapted from zur Muehlen, M. (2008) and Hackathorn, R. (2002)In association with: Presented by:
  • Changing Information Physicality Policy Data Customer Data Claim Data Source: Delphi GroupIn association with: Presented by:
  • Prioritizing Process Improvement Candidates The key evaluation criteria used during an analysis: Strategic Importance - how core should the process be to the business and Process Performance - how well is this process executed Strategic Importance Process Performance • How well should the process differentiate the • How well is the process performed - using success metrics Differentiation Quality business from it’s competitors? determined by our company? • How key is the process in supporting key • How well does the process support business goals? elements of differentiation in the marketplace? • Does this process spawn other issues/problems in related • How pivotal is this process to the business processes? success? • How important is the process in the overall • How much does it cost in resources, material, systems, and Supply Chain Cost execution of the Supply Chain? time to complete the process? • How does process directly impact the • How does this compare to internal and external common relationship with suppliers? practices? • Are costs just a cost of doing business vs inefficiency? • How important is the process in the support of Demand Chain the Demand Chain? • Is the process executed in an efficient manner consistently? Efficiency • How important is process to customer • Does this process involve redundant tasks? satisfaction and loyalty? • Are there practical improvements that are evident in the process? • What is the relative competitive value created • How well can the process respond to changes to your Competitive Responsiveness from the execution of this process? business internally (e.g. changing workforce) and externally Value • Can the process provide a competitive (e.g. managing customer needs)? advantage? • Does this process lend itself to innovative Innovation • How well is knowledge captured, stored, and shared within improvements? Knowledge • Can this process help drive or support the process? Management innovation in the company? • How well is knowledge utilized by process executors? • How critical is internal specific knowledge to the • How well is the IT component of the process executed? Are Knowledge IT process? there bugs, need for workarounds? Requirements Infrastructure • How specialized is this knowledge? • Is the IT infrastructure utilized to its full capability?In association with: Presented by:
  • Prioritizing Process Improvement CandidatesIn association with: Presented by:
  • Improvement Starts at Home: Picking the Right Internal Process Start With Processes That Lack Rigid Definition and Offer Broad-Reaching Exposure Why hasn’t it already been addressed? Seek Manual, Paper-Intense, Ad Hoc, Inconsistency How many forms/documents are involved? Ensure Substantial Value to Existing Objectives Do changes map directly to key organizational objectivesIn association with: Presented by:
  • Common IM Project Pitfalls to Avoid Failure to line up executive sponsorship Avoid the path of least resistance Caving in to history rather than focusing on the future Change is necessary to optimization Getting stuck in “analysis paralysis” Go with good enough and then fine tune from there Focusing on “seconds saved” rather than building ROI around tangible business benefitsIn association with: Presented by:
  • Today’s Information Management Reality IM Offers Significant Payback Possibilities Market Has Matured but Still in Early-Majority Stage Everyone Is Still Learning (Few Invest in Education) Deploy It & They Will Come….? Change Management! Advanced Features Rarely Used Early in Deployment Externalities Gaining on Internal Issues Taxonomy & Info Architecture Key to Success Like All IT Investments, IM Must Be ProfitableIn association with: Presented by:
  • ROI Focus: IM Cost-Cutting Benefits Increased Search & Retrieval Efficiency Reduced Content Maintenance Costs Lower Customer Transaction Costs Reduced Rework & Manual Entry Reduced Fine & Penalties Reduced Infrastructure Costs Reduced Paper Production & Shipping Costs Reduced Printing & Distribution CostsIn association with: Presented by:
  • ROI Focus: IM Business Benefits Risk Management & Regulatory Compliance Faster Time-to-Market for Products & Services Brand Management & Consistency Improved Email Handling Intellectual Property Management / Knowledge Management Increased Disaster Recovery Support Increased Customer Satisfaction Faster Response to Commercial Opportunities Compliance Audit, eDiscovery and Litigation SupportIn association with: Presented by:
  • Benefits Summary for Centralized IM Examine a combination of Hard Dollar Benefits, realized as direct & measurable cost reductions; Soft Benefits, realized in terms of operational & enterprise options & opportunities; & Strategic or Operational Benefits Hard Dollar Benefits - result in fewer dollars actually being spent, money that can be allocated elsewhere or saved entirely Soft Benefits - yield bottom line improvement or operational flexibility, but impact is challenging to quantify in dollars or to pinpoint in operations Strategic or Operational Benefits - some IM impacts & benefits support strategic or operational goals that are corporate priorities & whose benefits are not tracked or quantifiedIn association with: Presented by:
  • Benefits Summary for Centralized IM A Reduced Printing & Distribution Costs G Compliance Audit Support B Lower Customer Transaction Costs H eDiscovery and Litigation Support C Reduced Fine & Penalties I Knowledge Management D Reduced Document Processing Costs J Universal Document Index & Search E Reduced Search Costs K Disaster Recovery Support F Reduced Infrastructure Costs L Improved Email Handling HARD DOLLAR SOFT BENEFITS BENEFITS E L F D I G B A HIGH MED LOW IMPACT C J H 1 K1 Governance, Risk and Compliance 2 32 Unification of Communications3 Enforcement of Corporate Policies STRATEGIC & OPERATIONAL BENEFITSIn association with: Presented by:
  • IM Payback Best Practices:Pharmaceutical Example Background • Leading global pharmaceutical organization • Geographically dispersed drug development teams • Minimal sharing of information assets between groups • Numerous departmental & decentralized respositories • Significant duplication of efforts due to recent M&A activity • Highly regulated environmentIn association with: Presented by:
  • IM Payback Best Practices:Pharmaceutical Example Goals • Decrease the amount of redundant work being performed within the organization • Allow for geographically dispersed teams the ability to collaborate online • Provide single point of access to all research related materials • Decrease time spent on searching for required informationIn association with: Presented by:
  • IM Payback Best Practices:Pharmaceutical Example Financial Highlights • Capital Expenditure $847,622 • Payback in years 0.7 years • ROI (3 years) 458% • NPV (5 years) $5,851,128In association with: Presented by:
  • Summary Use ‘Quick Wins’ to Build Creditability & Win Sponsorship Avoid the Path of Least Resistance -- Spend the Time Necessary to Develop a Visible and Measurable Business Case Start By Focusing on “What” & “When” -- Not “Why” & “How” Engage Stakeholders in Defining Their Roles in the Process & to Reduce Resistance to Change Focus On Defining Measurable Outcomes to Support Higher Level Goals & Objectives Look for Well Understood Use Cases to Validate Assumptions & Model ‘Real World’ Work Conditions But Do Not Waste Time Trying to Define the ‘Perfect’ ScenarioIn association with: Presented by:
  • Questions For Questions or Otherwise to Discuss Information Management, Workflow, or Business Process Management, Contact: Nathaniel Palmer nathaniel_palmer@sra.comIn association with: Presented by:
  • Introducing our Sponsor Michael Theis Solution Development Representative Iron MountainIn association with: Presented by:
  • The Effects of Inefficient Processes is the percentage of Global 2000 companies who reported 81 that they were concerned with simply finding all of their contracts when they needed them.* is the amount of productivity lost per person per year $14k because workers cant find the data to do their jobs. * is the percent of annual costs PriceWaterhouseCoopers 2% estimated companies could save by eliminating inaccuracies and non-compliance through improved contract management. * Kirk Krappe and Gopi Kallayil. “Contract Management is More Out of Control Than You Think.” Journal of Contract Management. April 2003. * IDC Canada. (Cited in many web postings, we do not have the original report or source.)In association with: Presented by:
  • Improved Efficiency Leads to Greater ProductivityIn our world of information management, your successdepends on two things: 1. You need to increase collaboration and knowledge management so that people can do their jobs better and 2. You need to improve the findability of and access to business documents — regardless of their formatIn association with: Presented by:
  • Customer Case StudyParker HannifinVISIBILITY ACROSS THE ENTERPRISEIn association with: Presented by:
  • Customer Case Study: Parker Hannifin Customer Challenges: To cost-effectively manage a decentralized national purchasing card program and eliminate highly manual, paper-based processes. ““Our biggest challenge was one of accessibility. We had the procedures in place to maintain the documentation required for audit compliance, but accessing the information was time consuming, expensive and inefficient,” - Jason Lance, Tax Analyst at Parker Hannifin.In association with: Presented by:
  • Customer Case Study: Parker HannifinThe Solution: Input Process Image Store Access DIGITAL RECORD CENTER® FOR IMAGESIn association with: Presented by:
  • Customer Case Study: Parker Hannifin Solution Benefits: Increased visibility into P-Card expenditures Elimination of temporary workers Reduced risk and storage requirements Solution Results: $30,000 net savings annually 60-70% reduction in the average cost per audit requestIn association with: Presented by:
  • Thank you! Looking for more Information? Go to: www.storeaccessmanage.com Call: 1-800-899-4766 Email: michael.theis@ironmountain.comIn association with: Presented by:
  • Upcoming Webinars May 4th The Dynamic Document: Save Time & Achieve Communication Goals May 5th (Thursday Case Study) Paper-free Order Processing to Complete Your E-Vision (with Moen Inc.) Register Today at www.aiim.org/webinars Or check out our Webinar Archive at www.aiim.org/WebinarArchiveIn association with: Presented by: