IBM - Understanding the value of ECM

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  • Today we will be looking at Enterprise Content Management (ECM) and exploring the role it could play to help you achieve your strategic objectives.
  • IBM - Understanding the value of ECM

    1. 1. Understanding the Value of Enterprise Content Management (ECM) Rashminkumar Panchal Lead Consultant – ECM & BPM 07-Nov-2008
    2. 2. The Executive Reality <ul><li>Shareholders </li></ul><ul><li>Voters </li></ul><ul><li>The Board </li></ul><ul><li>Financial analysts </li></ul><ul><li>Media </li></ul><ul><li>Regulators </li></ul>You are accountable to <ul><li>Competitors </li></ul><ul><li>Industry trends </li></ul><ul><li>Global events </li></ul><ul><li>Innovation </li></ul><ul><li>Available technology </li></ul>You look at <ul><li>Establish a Vision </li></ul><ul><li>Create a Strategy </li></ul><ul><li>Identify organizational priorities </li></ul><ul><li>Set Goals and Initiatives </li></ul><ul><li>Measure progress </li></ul>You take action to <ul><li>Employees </li></ul><ul><li>Vendors / Suppliers </li></ul><ul><li>Peers </li></ul><ul><li>Industry Analysts </li></ul><ul><li>Management Consultants </li></ul>You listen to
    3. 3. You Set Challenging Goals <ul><li>Establish vision </li></ul><ul><li>Create strategy </li></ul><ul><li>Identify priorities </li></ul><ul><li>Set goals or Initiatives </li></ul><ul><li>Measure progress </li></ul>You take action <ul><li>Increase profit margins by 7% </li></ul><ul><li>Improve customer retention by 4% </li></ul><ul><li>Grow market share to 18% </li></ul><ul><li>Innovate new service models </li></ul><ul><li>Drive common processes and standards </li></ul>Your goals <ul><li>You communicate your goals </li></ul><ul><li>You assign people to attain your goals </li></ul><ul><li>They implement projects to meet your goals </li></ul><ul><li>You evaluate them on the results they achieve </li></ul>
    4. 4. Let’s Examine Your Organization ABC Organization Customers, Citizens Others, e.g. Vendors People
    5. 5. People Can Equate To Problems People Employees Managers Customers Citizens Agents Partners Vendors/Suppliers Regulators Auditors End Users Types Initiate work Receive work Perform tasks Access systems Collaborate Supervise workers Track work Request information Check status Ask questions Respond to enquiries Activities Maximize productivity Minimize human errors Enable self-service Minimize training Improve retention Maintain morale Ageing workforce Talent management Promote loyalty Challenges
    6. 6. People Create and Share Information ABC Organization Customers, Citizens Others, e.g. Vendors Information
    7. 7. People Create and Share Information Information Paper Documents Forms Outbound correspondence Faxes Emails and attachments Memos Notes and comments Web pages Computer reports System Data Voice messages Photos, videos Receive Create Update Store Manage Secure Search Retrieve Access / View Share Print Retain / Destroy Find information quickly Provide a complete picture Share information Manage growth Control versions Enforce Security Control storage costs Types Activities Challenges
    8. 8. People and Information Come Together as Part of a Bigger Business Process ABC Organization Customers, Citizens Others, e.g. Vendors Processes
    9. 9. Manual Processes Can Produce Multiple Problems Processes Internal Collaborative Mandatory Structured Ad-hoc Flexible Critical Complex Simple Regulated High-volume Occasional Initiate Route Execute tasks Pending Escalate Approve Track Review Update Log Maximize efficiency Minimize errors Standardize Streamline Automate Reduce delays Improve tracking Provide real-time reports Satisfy audits Types Activities Challenges
    10. 10. Rules Impact All Aspects of the Organization ABC Organization Customers, Citizens Others, e.g. Vendors Policies, Standards, Regulations
    11. 11. Rules Impact All Aspects of the Organization Policies, Standards, Regulations Service standards Processing rules Records mgt rules Internal policies Internal procedures Contract terms Regulations Standards Create Implement Update Apply Validate Review Track Maintain compliance Prove compliance Automate application Hit service standards Enforce policies Protect privacy Reduce / avoid costs Types Activities Challenges
    12. 12. Technology Has Become Essential ABC Organization Customers, Citizens Others, e.g. Vendors Systems / Technology
    13. 13. Technology Has Become Essential Systems / Technology Applications Databases Legacy Infrastructure External Administer Support Integrate Protect Secure Enforce standards Reduce vendors Reduce costs Simplify operations Maintain Security Types Activities Challenges
    14. 14. Your Organization is a Complex Environment ABC Organization Customers, Citizens Others, e.g. Vendors People • Information • Processes • Systems / Technology Policies, Standards, Regulations
    15. 15. These Operational Challenges Prevent You From Achieving Your Goals Challenges Increase profit margins by 7% Improve customer retention by 4% Grow market share to 18% Innovate new service models Drive common processes and standards Example of ABC Organization’s Goals
    16. 16. Organizations Turn to ECM to Address Their Challenges IBM ECM Increase profit margins by 7% Improve customer retention by 4% Grow market share to 18% Innovate new service models Drive common processes and standards Example of ABC Organization’s Goals
    17. 17. Other Organizations are Achieving Significant Results Using IBM ECM. Why Not You? IBM ECM Cut processing time from weeks to 2 days Increased revenue by $115M Saved $5M over 5 years Consolidating 915 websites yields $45M ROI Customer Successes 64% increase in online revenues Eliminated all paper documents for large cost savings and facilitate compliance Improved application performance and search to address regulatory concerns Europe – Social Security Agency cuts costs 25% Expects $500,000 ROI with its Mobile Office Wireless Solution UVW
    18. 18. Your Competitors are Using IBM ECM to Increase Profit Margins, Improve Customer Retention and Grow Market Share More than 80 of the Fortune 100 are using IBM ECM 23 of the top 25 Banks 250+ In Communications 25 of the top 25 Insurers 1300 + Governments 1200 + Manufacturers
    19. 19. Leverage Enterprise Content Management (ECM) for Content Centric Business Transformation Rashminkumar Panchal Lead Consultant – ECM & BPM 07-Nov-2008
    20. 20. Optimizing Enterprise Performance Drives need to establish trusted information and get more value from it Optimizing Enterprise Performance <ul><li>Innovation for competitive advantage </li></ul><ul><li>Strategic alignment </li></ul>CEO <ul><li>Volume, variety & silos of information </li></ul><ul><li>Trusted, timely and relevant information </li></ul><ul><li>Costs & complexity </li></ul><ul><li>User adoption & empowerment </li></ul>CIO <ul><li>Improved profitability </li></ul><ul><li>Risk & compliance </li></ul><ul><li>Transparency & control </li></ul>CFO <ul><li>Customer centricity </li></ul><ul><li>Optimize business processes </li></ul><ul><li>Better decisions, faster </li></ul>LOB
    21. 21. Information On Demand Unlocks the Business Value of Information Establishing and leveraging trusted information to optimize enterprise performance Optimizing Enterprise Performance ECM is what we will discuss today
    22. 22. What is Enterprise Content Management? Key Business Drivers Improve efficiency Reduce cost Increase profits & performance Better manage content lifecycle Cost Deliver improved customer service Increase competitive advantage Provide faster turnaround Customer Compliance Manage retention & records Mitigate risk management Ensure business continuity Risk “ Enterprise Content Management (ECM) is the technologies used to capture, manage, store, preserve, and deliver content and documents related to organizational processes. ECM tools and strategies allow the management of an organization's unstructured information, wherever that information exists.” Source: www.aiim.org Source: AIIM Global Survey, March 2007, 1200+ respondents
    23. 23. ECM Harnesses the Power of Your Information to Solve Top Business Problems and Service All Your Constituents Content Managing Content for Compliance Leveraging Enterprise Content Extending ECM for Maximum ROI Automating Content Centric Processes Automate Manage Leverage Create
    24. 24. Who Provides and Receives Value with ECM? <ul><li>Provide: Work activity, content, and resources to execute business processes. </li></ul><ul><li>Receive: Streamlined and intelligent work processes and contextually relevant content for increased productivity. </li></ul>Business & Process Users Customers, Employees & Partners <ul><li>Provide: Methods and applications to deliver trusted information into key business processes. </li></ul><ul><li>Receive : Operational performance information for continuous process improvement and optimization. </li></ul>Content Authors Applications, Processes & Documents <ul><li>Provide: Cost effective ECM solutions that can manage and deliver information on demand. </li></ul><ul><li>Receive: A single source for complete unstructured information compliance that integrates into a larger software architecture </li></ul>IT Experts IT Architects, Developers <ul><li>Provide: Domain expertise to drive innovation, open new markets and deliver business value. </li></ul><ul><li>Receive: Insight into operational performance to make better business decisions faster. </li></ul>Business Leaders CxOs, LOBs
    25. 25. Recent CIO Magazine Survey Found of Executives indicate it is critical that ECM vendors incorporate Business Process Management (BPM) have an enterprise-wide ECM strategy in place or plan to develop one within the next 24 months of Executives identify the implementation of regulatory compliance and avoidance of future litigation as important or very important 56% 67% 98% 75% of CIOs said ECM is critical or a very important business priority for their organization
    26. 26. 1.5 times more profitable 0 10 30 40 50 20 No ECM Private Sector Strategic ECM Users Strategic ECM How does the PROFITABILITY of your company compare to your peers? (% “more profitable” or “much more profitable”) 56% 37% Source: AIIM Global Survey, March 2007, 1200+ respondents 0 10 30 40 50 20 Strategic ECM No ECM 44% 19% 2.3 times more effective Public Sector Strategic ECM Users How does the EFFECTIVENESS of your organization compare to your peers? (% “more effective” or “much more effective”)
    27. 27. Strategy for Leveraging Enterprise Content Management Sophistication Scale & Reach Groups LOB Global Enterprise Your strategy should enable rapid growth while minimizing cost and risk as you scale from servicing individual users to a global enterprise. Individuals <ul><li>Heterogeneous enterprise content </li></ul><ul><li>Integrated enterprise processes </li></ul><ul><li>Compliance policy management </li></ul><ul><li>Master Metadata management </li></ul><ul><li>Legal discovery </li></ul><ul><li>Information Lifecycle Management </li></ul><ul><li>Shared content repositories </li></ul><ul><li>Persuasive collaboration </li></ul><ul><li>Automated business processes </li></ul><ul><li>Retention and records management </li></ul><ul><li>Contextual search and semantics </li></ul><ul><li>Manage content for compliance </li></ul><ul><li>Content authoring </li></ul><ul><li>Basic collaboration </li></ul><ul><li>Web content management </li></ul><ul><li>Archiving </li></ul><ul><li>Simple search </li></ul><ul><li>Create, Contribute & Consume content </li></ul><ul><li>File share </li></ul>
    28. 28. IBM Enterprise Content Management is Essential to Your Enterprise Content Automate Manage Leverage Create ECM helps companies make better decisions, faster Content Improve workforce effectiveness with faster access to trusted content in context Business Process Management Improve workflow Activates content in business applications and event driven decisions Compliance Ensure electronic information is captured and managed in accordance to policies and regulations Search & Discovery Secure scalable enterprise wide search delivers highly relevant results for new insights ECM Platform Unified, open J2EE architecture for SOA environments to simplify application deployment and lower TCO
    29. 29. IBM ECM Delivers the Full Spectrum of Capabilities to Address the Needs of All Your Constituents Growing with your business Content Imaging / Capture, Document Management, Web Content, Report Management, Content Federation, Collaboration Business Process Management Workflow, Simulation, Analytics, Rules, Forms, Application Development Framework Compliance Retention and Records Management, Email Management, Archive, Shared Drive Management Search & Discovery Enterprise Search, Guided Navigation, Context Classification, Legal Discovery ECM Platform Highly Scalable, Supports Multiple Platforms, Content Connectors to integrate with existing legacy applications (ERP, SAP, other), Federation Services, Performance, Disaster recovery and Storage services Content Automate Manage Leverage Create
    30. 30. ECM Provides a Foundation for Innovation Business Process Management (BPM) is Critical to Reducing Cost and Increasing Efficiency Even when you want to innovate, it can be a challenge <ul><li>Unstructured content is 85% of your information …and growing exponentially </li></ul><ul><li>Content is in many formats and is dispersed all over the enterprise in multiple repositories </li></ul><ul><li>Content services are inconsistently deployed and not easily accessible </li></ul><ul><li>Tools and skills to easily extract unique business value are lacking </li></ul>By automating key business processes to harness the power of your information assets, efficiencies are gained, business risks become more manageable and opportunities for innovation are opened Innovation reflects more than just using advanced information technology. It is about finding new creative ways to deploy capabilities to open new markets, new systems and new ways of thinking.
    31. 31. IBM ECM and BPM for the Business Adds Significant Value BEFORE AFTER Increase profit margins by 7% Improve customer retention by 4% Grow market share to 18% Innovate new service models Drive common processes and standards Example of ABC Organization’s Goals Inefficient processes: Red - Requires human intervention Yellow - Wait Time Efficient processes: Blue - Semi-automated activity Green - Fully automated activity
    32. 32. One Bank’s Experience with IBM ECM/BPM <ul><li>A single paper file loan transfer to an investor took over 2,880 man-hours to process. This bank has up to 9 of these transfers or sales per year. </li></ul>BEFORE Paper-Based Loan Sale Automated loan transfer to investors takes only 50 man-hours to process. AFTER Automated Electronic Loan Sale
    33. 33. Customer’s Experience with IBM ECM/BPM BEFORE Gov’t agency Insurer Trans- Porter Chemical Petroleum Needed to eliminate backlog of tax reclaims Wanted to improve customer service and specialist productivity Complex error prone manual billing process Disconnect between process requirements and document controls 50% reduction in judicial file preparation and 750% improvement in claims treated Reduced document retrieval time by 83% and increased productivity by 12% Streamlined billing by 60-90% with automated processing Improvement in productivity and cost savings of 35-40% in document transmittals. AFTER
    34. 34. IBM ECM Strategy Guiding Principles are Designed to Help You Achieve Your Goals 5 Active Content Deliver information that is unified, accurate and in context with critical business processes and policy management. Business Agility Provide the right information to the right constituents at the right time in the right context to enable better decisions faster. Enterprise Compliance Manage risk with automated compliance, records management and legal discovery, and control security, access and authorization. Content Anywhere Manage content anywhere without requiring content migration. Pervasive and Persuasive Collaborate and influence business decisions in new ways 4 3 2 1
    35. 35. ECM Product Vision Pervasive and Persuasive Business Agility Enterprise Compliance Active Content Content Anywhere
    36. 36. Industry Analysts Agree IBM is the Market Leader The Magic Quadrant is copyrighted 2006 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. ECM September 2007 Gartner Magic Quadrants IDARs 2006 Information Access Technology August 2007
    37. 37. Forrester Wave™: Business Process Management For Document Processes, Q3 2007 The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. “ IBM IS THE HANDS-DOWN, ALL-AROUND LEADER FOR DOCUMENT-INTENSIVE BPM ” Forrester
    38. 38. Industry Analysts Agree IBM is the Market Leader Forrester Forrester Ovum “ We believe the IBM ECM Group has the opportunity, not only to dominate the ECM market through physical size, but lead it in terms of innovation and development” “ IBM is the hands-down, all-around leader for document-intensive BPM ” “ IBM is now a leader for records management ”
    39. 39. Top five high ROI content-centric business processes in key industries Financial Government Insurance Cross-Industry Manufacturing
    40. 40. <ul><li>Case Management </li></ul><ul><li>Retiring Workforce </li></ul><ul><li>eGovernance (Regulatory Compliance for Government) </li></ul><ul><li>License Issuance (Transportation Real ID Act) </li></ul><ul><li>Fraud Monitoring </li></ul>Government <ul><li>Underwriting </li></ul><ul><li>Claims Processing </li></ul><ul><li>Policyholder Service </li></ul><ul><li>On-boarding / Enrollment </li></ul><ul><li>Regulatory Compliance & Market Conduct </li></ul>Insurance <ul><li>Account Origination </li></ul><ul><li>Mortgage Loan Processing </li></ul><ul><li>Consumer Lending </li></ul><ul><li>Commercial Lending </li></ul><ul><li>Electronic Legal Discovery </li></ul>Financial <ul><li>Knowledge Retention (Aging Workforce) </li></ul><ul><li>Staff Productivity </li></ul><ul><li>Asset & Plant Lifecycle Management </li></ul><ul><li>Regulatory Compliance (Pipeline Safety Act of 2004 / OSHA 1910.119) </li></ul><ul><li>Rate Case Management </li></ul>Manufacturing <ul><li>Records Management </li></ul><ul><li>Customer Service </li></ul><ul><li>Network Management </li></ul><ul><li>Regulatory / Legal Compliance </li></ul><ul><li>Accounts Payable </li></ul>Cross-Industry
    41. 41. <ul><li>Case Mgmt. </li></ul><ul><li>Customer Service </li></ul><ul><li>Compliance </li></ul><ul><li>New Acct / </li></ul><ul><li>Customer On-Boarding… </li></ul>Healthcare <ul><li>Customer Service </li></ul><ul><li>Customer Billing </li></ul><ul><li>Accts Payable </li></ul><ul><li>Compliance </li></ul><ul><li>HR On-boarding </li></ul><ul><li>Contracts Mgmt… </li></ul>Telecom <ul><li>Asset/Plant Lifecycle Mgmt. </li></ul><ul><li>Compliance </li></ul><ul><li>Rate Case </li></ul><ul><li>Aging Workforce </li></ul><ul><li>Contracts Mgmt. </li></ul><ul><li>Accts Payable… </li></ul>Energy & Utilities <ul><li>Bills of Lading/Manifests </li></ul><ul><li>Customer Service </li></ul><ul><li>Contracts Mgmt </li></ul><ul><li>Accts Payable </li></ul><ul><li>Claims/Legal Case Mgmt... </li></ul>Transportation <ul><li>Accts Payable </li></ul><ul><li>Customer Service </li></ul><ul><li>Compliance </li></ul><ul><li>HR On-boarding </li></ul><ul><li>Contracts Mgmt. </li></ul><ul><li>Litigation Mgmt…. </li></ul>Retail
    42. 42. Leverage Industry Expertise, Services and Solutions From IBM Partners Partners Combine Industry-specific Expertise with IBM’s world-class technology to create powerful solutions IBM provides the fastest time to value with 450+ Partners and 200+ Industry-Specific Solutions built on our technology
    43. 43. Parting Questions <ul><li>Is the best, most accurate information across your enterprise, easily and quickly available when you need it? </li></ul><ul><li>Have you streamlined and automated your business processes, and made content an active part and driver of those processes? </li></ul><ul><li>Are you truly retaining the right information, for the right period of time, across the organization? </li></ul><ul><ul><li>To maximize employee productivity, while at the same time minimizing IT and storage costs? </li></ul></ul><ul><ul><li>To satisfy any regulatory, legal or internal company policies? </li></ul></ul><ul><li>Isn’t it time to take your business to the next level? </li></ul>
    44. 44. All IBM FileNet course materials, whether delivered as printed or electronic files, are protected by copyright. No part of this publication may be reproduced in any form by any means without prior written authorization of IBM. This publication is provided for educational purposes only. Any product specifications are subject to change without notice. ©Copyright 2007 FileNet, an IBM Company. All Rights Reserved.

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