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Een introductie tot
Informatielogistiek
DSP, Den Bosch, 25 mei 2010
Ard van Someren
Business Development Manager
Business Development
Ricoh Business Solutions
Ard van Someren
Business Development Manager
Business Development
Ricoh Business Solutions
Wie zijn jullie?
Welke onderwerpen komen aan bod…
Waarom is informatielogistiek bedacht?
1
Wat is dan informatielogistiek?
2
Wat vinden we terug in onze huidige proposities?
3
*
* je kunt nu nog proberen met een lekkere smoes (‘sorry, een belangrijke klant”) onopvallend de zaal te verlaten
Waarom is informatielogistiek
ontwikkeld?1
Het begrip informatielogistiek is een van de
uitkomsten van het Accelerate programma
opgestart in 2005
“(Re-)positioning NRG as an ICT player delivering
solutions related to Information Logistics direct to
the top 200 profit and non-profit organizations in
the Benelux”
“Obtaining / Ensuring contact at C-Level”
De drivers achter Accelerate:
• External drivers
- The market is asking for solutions for information flows
which will increase effectiveness and reduce costs
• Internal drivers
- Generate news sources of business & income
- Ricoh directive to focus on Fortune 500
- Maintain / Increase profitability within top 200
- Innovate to stay competitive
Wat er zoal ontwikkeld is rondom
informatielogistiek
- white paper information logistics
- white paper information logistics healthcare
- white paper informatielogistiek in het onderwijs
Wat er zoal ontwikkeld is rondom
informatielogistiek
-diverse wetenschappelijke publicaties, w.o.
- IL quadrants for information access technology
(W. Olthof and J. Willems) en
- Information Logistics research report:
frameworks in the healthcare industry
(A. Willems, J. Willems, A. Hajdasinski)
Wat er zoal ontwikkeld is rondom
informatielogistiek
Wat is dan informatielogistiek? *
2
Eerst jullie even…
Informatielogistiek:
Logistics is that aspect of managing a company, which occupies itself
bridging time & distance in the production and distribution processes,
in such a way that it leads to optimal company results in harmony with
the costs of development, purchasing manufacturing and sales.
Information logistics, as a branch of information management, deals with
information flows inside of an organization. The goal is the optimization of
availability and retention time of information. Information logistics concerns
the provision of the right information at the right time in the right form and
quality for the right user, at the right place.
Assessing information and its flow in a logistics way
Outside-in triggered by the customer
Faster, better and Just In Time information delivery in the core process of the knowledge worker
Reduction of (information) overload in the supporting process of the knowledge worker
The productivity gap of the knowledge worker
Could that time be better spent on core business?
* Source: IDC/US Department of Labour 2005
40% of the working day spent in
processing information*
22% of the working day spent
searching for and re-creating
existing information*
Working day
The productivity gap of the knowledge worker
20%
Structured
80%
Unstructured
»50%
Annual Growth
ERP, CMR, …
Customer Statements
Documentation
Printed Paper
Drawings
E-mail
Forms
Text
Web
Whose productivity does technology improve?
• Manual
Workers
• Factory
Automation
– Mechanical
– Electronic
– Robotic
• Units per
Person/Hour
1800 – 1970
Industrial
• Manual
Workers
• Factory
Automation
– Mechanical
– Electronic
– Robotic
• Units per
Person/Hour
1800 – 1970
Industrial
• Office
Administrative
Staff
• Office Automation
– Electronic Data
– Electronic
Forms
• Uncertain
Measures
1950 – 2010
Administrative
• Office
Administrative
Staff
• Office Automation
– Electronic Data
– Electronic
Forms
• Uncertain
Measures
1950 – 2010
Administrative
• Skilled
White Collar
Staff
– Innovators
– Customer-
Facing
– Supplier-
Facing
• No Measures
2000 – ?
Information Workers
• Skilled
White Collar
Staff
– Innovators
– Customer-
Facing
– Supplier-
Facing
• No Measures
2000 – ?
Information Workers
Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
Boosting the productivity of knowledge workers is
key to survival, and only limited progress has
been made in addressing the problem
Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
There is even evidence that some IT technology is
positively working against the productivity of
knowledge workers - the email shark as the
single greatest time eater of a knowledge worker
Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
Seems familiar?
Mr. Green:
"Sounds like a great idea!
Please send me the Powerpoint and
I'll arrange a meeting with Mr. Yellow"
Mr. Blue:
"Okay, I'll send you an email right away."
Day 1
Day 1
Mr. Blue
3-09-07 11:34 AM
Hi Mr. Green,
Please find attached the outlines of our services idea.
I agree we should discuss this with Mr. Yellow and I’m looking
forward to your invitation.
Best regards
Mr. Blue
Mr. Green
New service idea
To
cc
bcc
Subject
Mr. Green
3-09-07 11:34 AM
Mr. Yellow,
Please take a look at Mr. Blues idea. Seems very promising. I’d
like to arrange a meeting between the three of us in order to have
a first brainstorm on the idea.
What do you think?
Mr. Green
Mr. Yellow
Mr. Blue
Fw: New service idea
To
cc
bcc
Subject
Seems familiar?
Day 8
Day 15
Day 13
Day 8
Day 8
Day 8
Day 8
Day 8
Day 8
Day 9
Day 2
Day 1
Day 8
Day 2
Day 1
Day 1
Day 8
Day 8
Day 7
Day 1
Day 1
• 1 idea
(face to face communication)
• 21 e-mails
(virtual communication)
• 0 substantial answers
• 3 experts that don’t
communicate
• 4 managers involved without
adding value
• Throughput time 2 weeks
• No problem solved
• Process unfinished
• Time & energy wasted
• Lots of confusion
Classic business process improvement isn't
enough anymore
Business Process Analysis:Knowledge Worker
Communication:
- Unstructured
- No order
- Fast changing
- Hard to grasp in a
formal process
with a standard
process language
Not taken into account:
- Communication
- Knowledge acquiring
- Indirect intertwined
relations with other
processes
- Mobility
- Job contexts
- Change in business
goals
- Change in regulations
I have
to make that
appointment
I should call
this customer
But
I always
consult the
expert
Waarschuwing: niet alles wat we bedacht hebben
is inmiddels common practice
Dat geldt onder meer voor de volgende 6 platen
Looking with ‘logistic eyes’ towards Information
• The aim of Information Logistics
is to deliver:
- the right information ‘product’
- in the right format
- at the right place
- at the right time
- for the right people
• Approach:
1. Awareness Assessment
(with senior management)
2. Selected Process Assessments
3. People-related Time Studies &
Bottleneck Analysis
(using Analysis Framework)
4. Rapid implementation methodology
5. Best practices identification
(local and global) for continuous
improvements
Toolset:
'Overall Grid Map'
Information Logistics Analysis Framework
• Overall performance of the
knowledge worker is impacted by
availability losses and efficiency
losses
• Improvement of processing time
and capacity utilization will
improve overall performance
AS-IS
100%
100%
Current
level
Current level
Disruptions
Quality
issues
Data
unavailability
Speed
losses
Opening
hours
Crit. resource
unavailability
Overall Efficiencies of primary tasks
Root - Cause Diagram
Efficiency
Availability
Extend
opening
hours
Efficiency
100%
100%
Potential
level
Potential
level
Eliminate
disruptions
Improve
quality
Improvedata
availability
Improve
speed
Root - Cause Diagram
Improved process, system and
environment to perform the primary task
TO-BE
Availability
Case: International Engineering company
• The company:
- 1450 employees
- Turnover €181 million
- Many offices & customer locations
• Issues:
- Expected double digit growth in
revenues
- Mergers & acquisitions
- Productivity of HR knowledge worker
is burdened by fragmented and
unstructured information
- Free up time HR professionals:
‘do more with less’
• Project Scope:
- Improvement of HR filing
process
- Focus on efficiency (cost-down,
eliminate time eaters for HR
advisors and HR staff)
- Focus on effectiveness
(improved quality of HR advice,
improved productivity)
• Phases:
1. Create a climate for rapid
improvement
2. Blueprint for structural
improvement (ongoing)
Time-spent analysis
As Is distribution of time spent
Intake
Transfer
Discharge
Archiving
Search
Primary
process
8%
21%
6%
7%
55%
4%
Time spent value added
Non added value
Added value
40%
60%
75%
25%
Actual
Bench-
mark
Relatively low time spent on primary task,
mainly caused by duplication of work
Relatively low time spent on primary task,
mainly caused by duplication of work
Bottleneck analysis
One Information Element
can be part of more chains,
having different values
Information elements from
HR file:
1. Performance form
2. Qualifications
3. Change requests forms
4. Working conditions
5. Child care program
6. Lease
7. Other agreements
8. Unstructured requests
Information Logistics Matrix
Low
High
LowHigh Demand of
information element
1
2
3 4
5
6
7
8Time spent
by knowledge
workers
Proposal Team
Previous
experiences
Project cases
xxx
Proposal
Output:
Rates
Pricing
Strategy
Terms &
Conditions
Questions
Terms
Examples
Predefined
Sales materials
Partners
External
Internal
Request for Proposal
FinancialsOfferings
Child Care
Program
Lease
Curriculum
Vitae
Experience &
Competences
Letter of
Appointment
Employment
Contract
Term of
Employment
Ill Reports
Annual
EvaluationsPerformance
Forms
Certificates
Other
Agreements
Promotions/
Demotions
Working
Conditions
QualificationsCorrespondence
Career Other
HR File
Output:
Rapid implementation project
• The Bottleneck :
- HR file: heavy maintenance, primary
tasks disturbed by ‘others’
- Proposals: delay in delivery or not finished
on time
- Project: potential lay-off due to lack of
qualifications
• The Risk:
- Losing professionals
- Quality of service at stake
- Revenue loss
- Image loss
• Who Involved:
- 200 engineers
- Many locations (Company and Customer
property)
- 1 Shared Service Center
• What has been done in 2 days:
- Scan qualification forms, using MFP with
OCR facility
- Create index using Information Access
Tool
- Create local but secure availability of
information: ready for use
• Results:
- Processing time reduced by 80 %
- Capacity involved reduced by 70 %
- ROI estimated at 3 months
- Bottleneck solved
- High degree of user and stakeholder
involvement: positive attitude towards
change & continuous improvement
- Improved employee satisfaction of
knowledge worker
Hardly any cost, hardly any
implementation time,
but huge impact on business!
Hardly any cost, hardly any
implementation time,
but huge impact on business!
Conclusies….?
Wat vinden we terug in onze
huidige proposities?3
Eerst jullie even…
Value
high
high
Revenue
FromHardwareto
FacilityServices
FromSoftwareto
ControlServices
FromPeopleto
OrganizationServices
no absolute scale
ConsultConsult BuildBuild OperateOperate
buy
consult+lease
project + process
people + project + process
project
consult +project
process
people + project + process
consult
project
project
people + project + process
HW
Pay Per Page
Managed Print Services
Reprographic Center Central Print Room
Implement
Office Productivity
CPR+MPS Remote MPS
Digital Mail Room
Maintenance
ASP doc proces
outsourcing
Document Support
Center
Structural value
added
Structural
improvements
Implemented quick wins
Proposed quick wins
identified issues
Information Logistics
Service Center
AwarenessAwareness
Okay, that’s all folks
E Invoicing
Bij een toenemend complex solutions aanbod is
een gestandaardiseerd proces nodig om
efficiënt en effectief te zijn.
De initiërende en regisserende rol van
Front Office medewerkers is van groot belang
voor het juist inzetten van een
gestandaardiseerd proces.
*
*m/v
Op dit moment is er een grote verscheidenheid
in persoonlijke approach binnen FO en MO.
Hierdoor zijn aanpak, rolverdeling en op te
leveren deliverables vaak klant- c.q. case-uniek.
Dit is niet zo goed voor het rendement…
Een standaard aanpak, een duidelijke
rolverdeling, en vooraf gedefinieerde
deliverables helpen zowel onze klant als onszelf
om succesvol tot zaken te komen
Daarom is een gestandaardiseerd
voortbrengingsproces een onlosmakelijk
onderdeel van Ricohs e-facturatie propositie.
Wat zijn
voordelen van
standaarden
1
Hoe ziet het
e-facturatie
voortbrengings
proces eruit
2
Wat zijn
voordelen van
standaarden
1
Een standaard methodiek helpt om het
vertrouwen te winnen van klanten
Een standaard methodiek helpt sales-mensen te
bepalen wat ze verkopen en wat ze moeten doen
(en niet doen…)
Een standaard methodiek helpt consultants en
delivery te bepalen wat ze moeten doen (en niet
doen…)
Hoe ziet het
e-facturatie
voortbrengings
proces eruit
2
Voortbrengingsproces e-factureren
Tot slot
FO medewerkers verkopen dus niet de oplossing,
maar verkopen
Het perspectief op waarde
besparing, efficiency, productiviteitsverbetering, milieu-impact…
De business case & de weg daar naar toe
gestandaardiseerde consultancy methodologie, gebruik makend van
tooling om processen in kaart te brengen, oplossingen te
ontwerpen en transitie te plannen
1
2
Zoals alle methodieken is ook dit géén in beton
gegoten wijsheid. Op basis van nieuwe ervaring
zal de methodiek dan ook worden getweaked.
Vragen?

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Dsp informatie logistiek mei2010 av sv01

  • 2. Ard van Someren Business Development Manager Business Development Ricoh Business Solutions Ard van Someren Business Development Manager Business Development Ricoh Business Solutions
  • 4. Welke onderwerpen komen aan bod… Waarom is informatielogistiek bedacht? 1 Wat is dan informatielogistiek? 2 Wat vinden we terug in onze huidige proposities? 3 * * je kunt nu nog proberen met een lekkere smoes (‘sorry, een belangrijke klant”) onopvallend de zaal te verlaten
  • 6. Het begrip informatielogistiek is een van de uitkomsten van het Accelerate programma opgestart in 2005
  • 7. “(Re-)positioning NRG as an ICT player delivering solutions related to Information Logistics direct to the top 200 profit and non-profit organizations in the Benelux”
  • 8. “Obtaining / Ensuring contact at C-Level”
  • 9. De drivers achter Accelerate: • External drivers - The market is asking for solutions for information flows which will increase effectiveness and reduce costs • Internal drivers - Generate news sources of business & income - Ricoh directive to focus on Fortune 500 - Maintain / Increase profitability within top 200 - Innovate to stay competitive
  • 10. Wat er zoal ontwikkeld is rondom informatielogistiek - white paper information logistics - white paper information logistics healthcare - white paper informatielogistiek in het onderwijs
  • 11. Wat er zoal ontwikkeld is rondom informatielogistiek -diverse wetenschappelijke publicaties, w.o. - IL quadrants for information access technology (W. Olthof and J. Willems) en - Information Logistics research report: frameworks in the healthcare industry (A. Willems, J. Willems, A. Hajdasinski)
  • 12. Wat er zoal ontwikkeld is rondom informatielogistiek
  • 13. Wat is dan informatielogistiek? * 2
  • 16. Logistics is that aspect of managing a company, which occupies itself bridging time & distance in the production and distribution processes, in such a way that it leads to optimal company results in harmony with the costs of development, purchasing manufacturing and sales.
  • 17. Information logistics, as a branch of information management, deals with information flows inside of an organization. The goal is the optimization of availability and retention time of information. Information logistics concerns the provision of the right information at the right time in the right form and quality for the right user, at the right place. Assessing information and its flow in a logistics way Outside-in triggered by the customer Faster, better and Just In Time information delivery in the core process of the knowledge worker Reduction of (information) overload in the supporting process of the knowledge worker
  • 18. The productivity gap of the knowledge worker Could that time be better spent on core business? * Source: IDC/US Department of Labour 2005 40% of the working day spent in processing information* 22% of the working day spent searching for and re-creating existing information* Working day
  • 19. The productivity gap of the knowledge worker 20% Structured 80% Unstructured »50% Annual Growth ERP, CMR, … Customer Statements Documentation Printed Paper Drawings E-mail Forms Text Web
  • 20. Whose productivity does technology improve? • Manual Workers • Factory Automation – Mechanical – Electronic – Robotic • Units per Person/Hour 1800 – 1970 Industrial • Manual Workers • Factory Automation – Mechanical – Electronic – Robotic • Units per Person/Hour 1800 – 1970 Industrial • Office Administrative Staff • Office Automation – Electronic Data – Electronic Forms • Uncertain Measures 1950 – 2010 Administrative • Office Administrative Staff • Office Automation – Electronic Data – Electronic Forms • Uncertain Measures 1950 – 2010 Administrative • Skilled White Collar Staff – Innovators – Customer- Facing – Supplier- Facing • No Measures 2000 – ? Information Workers • Skilled White Collar Staff – Innovators – Customer- Facing – Supplier- Facing • No Measures 2000 – ? Information Workers Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
  • 21. Boosting the productivity of knowledge workers is key to survival, and only limited progress has been made in addressing the problem Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
  • 22. There is even evidence that some IT technology is positively working against the productivity of knowledge workers - the email shark as the single greatest time eater of a knowledge worker Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
  • 23. Seems familiar? Mr. Green: "Sounds like a great idea! Please send me the Powerpoint and I'll arrange a meeting with Mr. Yellow" Mr. Blue: "Okay, I'll send you an email right away." Day 1 Day 1 Mr. Blue 3-09-07 11:34 AM Hi Mr. Green, Please find attached the outlines of our services idea. I agree we should discuss this with Mr. Yellow and I’m looking forward to your invitation. Best regards Mr. Blue Mr. Green New service idea To cc bcc Subject Mr. Green 3-09-07 11:34 AM Mr. Yellow, Please take a look at Mr. Blues idea. Seems very promising. I’d like to arrange a meeting between the three of us in order to have a first brainstorm on the idea. What do you think? Mr. Green Mr. Yellow Mr. Blue Fw: New service idea To cc bcc Subject
  • 24. Seems familiar? Day 8 Day 15 Day 13 Day 8 Day 8 Day 8 Day 8 Day 8 Day 8 Day 9 Day 2 Day 1 Day 8 Day 2 Day 1 Day 1 Day 8 Day 8 Day 7 Day 1 Day 1 • 1 idea (face to face communication) • 21 e-mails (virtual communication) • 0 substantial answers • 3 experts that don’t communicate • 4 managers involved without adding value • Throughput time 2 weeks • No problem solved • Process unfinished • Time & energy wasted • Lots of confusion
  • 25. Classic business process improvement isn't enough anymore Business Process Analysis:Knowledge Worker Communication: - Unstructured - No order - Fast changing - Hard to grasp in a formal process with a standard process language Not taken into account: - Communication - Knowledge acquiring - Indirect intertwined relations with other processes - Mobility - Job contexts - Change in business goals - Change in regulations I have to make that appointment I should call this customer But I always consult the expert
  • 26. Waarschuwing: niet alles wat we bedacht hebben is inmiddels common practice Dat geldt onder meer voor de volgende 6 platen
  • 27. Looking with ‘logistic eyes’ towards Information • The aim of Information Logistics is to deliver: - the right information ‘product’ - in the right format - at the right place - at the right time - for the right people • Approach: 1. Awareness Assessment (with senior management) 2. Selected Process Assessments 3. People-related Time Studies & Bottleneck Analysis (using Analysis Framework) 4. Rapid implementation methodology 5. Best practices identification (local and global) for continuous improvements Toolset: 'Overall Grid Map'
  • 28. Information Logistics Analysis Framework • Overall performance of the knowledge worker is impacted by availability losses and efficiency losses • Improvement of processing time and capacity utilization will improve overall performance AS-IS 100% 100% Current level Current level Disruptions Quality issues Data unavailability Speed losses Opening hours Crit. resource unavailability Overall Efficiencies of primary tasks Root - Cause Diagram Efficiency Availability Extend opening hours Efficiency 100% 100% Potential level Potential level Eliminate disruptions Improve quality Improvedata availability Improve speed Root - Cause Diagram Improved process, system and environment to perform the primary task TO-BE Availability
  • 29. Case: International Engineering company • The company: - 1450 employees - Turnover €181 million - Many offices & customer locations • Issues: - Expected double digit growth in revenues - Mergers & acquisitions - Productivity of HR knowledge worker is burdened by fragmented and unstructured information - Free up time HR professionals: ‘do more with less’ • Project Scope: - Improvement of HR filing process - Focus on efficiency (cost-down, eliminate time eaters for HR advisors and HR staff) - Focus on effectiveness (improved quality of HR advice, improved productivity) • Phases: 1. Create a climate for rapid improvement 2. Blueprint for structural improvement (ongoing)
  • 30. Time-spent analysis As Is distribution of time spent Intake Transfer Discharge Archiving Search Primary process 8% 21% 6% 7% 55% 4% Time spent value added Non added value Added value 40% 60% 75% 25% Actual Bench- mark Relatively low time spent on primary task, mainly caused by duplication of work Relatively low time spent on primary task, mainly caused by duplication of work
  • 31. Bottleneck analysis One Information Element can be part of more chains, having different values Information elements from HR file: 1. Performance form 2. Qualifications 3. Change requests forms 4. Working conditions 5. Child care program 6. Lease 7. Other agreements 8. Unstructured requests Information Logistics Matrix Low High LowHigh Demand of information element 1 2 3 4 5 6 7 8Time spent by knowledge workers Proposal Team Previous experiences Project cases xxx Proposal Output: Rates Pricing Strategy Terms & Conditions Questions Terms Examples Predefined Sales materials Partners External Internal Request for Proposal FinancialsOfferings Child Care Program Lease Curriculum Vitae Experience & Competences Letter of Appointment Employment Contract Term of Employment Ill Reports Annual EvaluationsPerformance Forms Certificates Other Agreements Promotions/ Demotions Working Conditions QualificationsCorrespondence Career Other HR File Output:
  • 32. Rapid implementation project • The Bottleneck : - HR file: heavy maintenance, primary tasks disturbed by ‘others’ - Proposals: delay in delivery or not finished on time - Project: potential lay-off due to lack of qualifications • The Risk: - Losing professionals - Quality of service at stake - Revenue loss - Image loss • Who Involved: - 200 engineers - Many locations (Company and Customer property) - 1 Shared Service Center • What has been done in 2 days: - Scan qualification forms, using MFP with OCR facility - Create index using Information Access Tool - Create local but secure availability of information: ready for use • Results: - Processing time reduced by 80 % - Capacity involved reduced by 70 % - ROI estimated at 3 months - Bottleneck solved - High degree of user and stakeholder involvement: positive attitude towards change & continuous improvement - Improved employee satisfaction of knowledge worker Hardly any cost, hardly any implementation time, but huge impact on business! Hardly any cost, hardly any implementation time, but huge impact on business!
  • 34. Wat vinden we terug in onze huidige proposities?3
  • 36. Value high high Revenue FromHardwareto FacilityServices FromSoftwareto ControlServices FromPeopleto OrganizationServices no absolute scale ConsultConsult BuildBuild OperateOperate buy consult+lease project + process people + project + process project consult +project process people + project + process consult project project people + project + process HW Pay Per Page Managed Print Services Reprographic Center Central Print Room Implement Office Productivity CPR+MPS Remote MPS Digital Mail Room Maintenance ASP doc proces outsourcing Document Support Center Structural value added Structural improvements Implemented quick wins Proposed quick wins identified issues Information Logistics Service Center AwarenessAwareness
  • 39. Bij een toenemend complex solutions aanbod is een gestandaardiseerd proces nodig om efficiënt en effectief te zijn.
  • 40. De initiërende en regisserende rol van Front Office medewerkers is van groot belang voor het juist inzetten van een gestandaardiseerd proces. * *m/v
  • 41. Op dit moment is er een grote verscheidenheid in persoonlijke approach binnen FO en MO. Hierdoor zijn aanpak, rolverdeling en op te leveren deliverables vaak klant- c.q. case-uniek. Dit is niet zo goed voor het rendement…
  • 42. Een standaard aanpak, een duidelijke rolverdeling, en vooraf gedefinieerde deliverables helpen zowel onze klant als onszelf om succesvol tot zaken te komen
  • 43. Daarom is een gestandaardiseerd voortbrengingsproces een onlosmakelijk onderdeel van Ricohs e-facturatie propositie. Wat zijn voordelen van standaarden 1 Hoe ziet het e-facturatie voortbrengings proces eruit 2
  • 45. Een standaard methodiek helpt om het vertrouwen te winnen van klanten
  • 46. Een standaard methodiek helpt sales-mensen te bepalen wat ze verkopen en wat ze moeten doen (en niet doen…)
  • 47. Een standaard methodiek helpt consultants en delivery te bepalen wat ze moeten doen (en niet doen…)
  • 51. FO medewerkers verkopen dus niet de oplossing, maar verkopen Het perspectief op waarde besparing, efficiency, productiviteitsverbetering, milieu-impact… De business case & de weg daar naar toe gestandaardiseerde consultancy methodologie, gebruik makend van tooling om processen in kaart te brengen, oplossingen te ontwerpen en transitie te plannen 1 2
  • 52. Zoals alle methodieken is ook dit géén in beton gegoten wijsheid. Op basis van nieuwe ervaring zal de methodiek dan ook worden getweaked.

Editor's Notes

  1. <number> De definitie vindt u in het materialenboek, wellicht eruithalen alleen in materialenboek…. De crux eruithalen, vermelden wat het betekent voor organisaties.
  2. <number> De definitie vindt u in het materialenboek, wellicht eruithalen alleen in materialenboek…. De crux eruithalen, vermelden wat het betekent voor organisaties.
  3. <number> The US department of labor estimates that we spend 40% of our time every workday processing information According to a recent IDC study, typical knowledge workers spend 37% of their time directly dealing with documents, 54% of it they spend looking for information and in 50% of the cases they cannot find what they need. In the latter case they have to recreate it at high cost or fail to produce a result This illustrates the ineffiency of present times.
  4. <number> The US department of labor estimates that we spend 40% of our time every workday processing information According to a recent IDC study, typical knowledge workers spend 37% of their time directly dealing with documents, 54% of it they spend looking for information and in 50% of the cases they cannot find what they need. In the latter case they have to recreate it at high cost or fail to produce a result This illustrates the ineffiency of present times.
  5. <number> According to Gartner IT focus should be on collaboration and change. Email is one of the biggest time eaters, workers often don't realise anymore what their prime activities should be in order to fullfill their job objectives. Handling email is not a primary task (!) but claims a lot of productive time of averege knowledge workers. It’s the emailjungle
  6. <number> According to Gartner IT focus should be on collaboration and change. Email is one of the biggest time eaters, workers often don't realise anymore what their prime activities should be in order to fullfill their job objectives. Handling email is not a primary task (!) but claims a lot of productive time of averege knowledge workers. It’s the emailjungle