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Knowledge Workers: Methods – Toronto, Wednesday, July 13, 2011<br />How do social technologies change knowledge worker bus...
Martin Sumner-SmithVice President, Enterprise Architecture, OpenText<br />
Abstract<br />Knowledge workers represent an increasing proportion of staff in many organizations. However, the nature of ...
Context<br />The Enterprise Content Management (ECM) field has traditionally addressed:<br />Unstructured data = Content<b...
ECM now encompasses previously disparate technologies<br />
Every thing that can be digital, is eventually becoming digital<br />Every thing that can be digital, is eventually becomi...
Gartner ECM Magic Quadrant<br />
P-P-Information or P-P-Content?<br />         Processes<br />Content<br />     People<br />
Information Spectrum<br />Content<br />Data<br />$  #<br />Structured						Unstructured<br />
Process Dimension<br />BPM , Workflow<br />Social<br />Collaboration<br />Structured/Ordered				Unstructured<br />Exceptio...
<ul><li>Increase Efficiency
Reduce Cost
Reduce Compliance Risk</li></ul>Value<br />Business Process centric ECM(Content embedded in business process)<br />ECM Sui...
ECM – ERP Priorities<br />Business Processes in Greatest Need of Integration with ECM<br />0%         2%        4%       6...
The ThreePrimary Dimensions<br />StructuredProcess	Unstructured<br />Formal	People Org.Informal<br />StructuredInformation...
“Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scien...
Content & Collaboration in Processes<br />Search<br />Consultation<br />Notification<br />Notification<br />Context<br />C...
Example: Case Management<br />17<br />
Copyright © Open Text Corporation. All rights reserved.<br />Slide 18<br />Process Overview<br />Step 3<br />Step 2<br />S...
Email
MS Office document
phone inquiry transcript</li></ul>Case metadata (index number)<br />People<br /><ul><li>Administrators
Lawyers
Social Workers
Human Resources</li></ul>-  Complaints Boards<br />Process Step<br />Case Review<br /><ul><li>Task and resource assignment...
Lawyers
Social Workers
Human Resources
Subject Matter Experts (Doctors, Academics, etc)
Law Enforcement</li></ul>Process Step<br />Case Processing<br />-  Respond<br /><ul><li>Request further documents if neces...
Tasks
Timetables
Reference data (structured and unstructured)</li></ul>People<br /><ul><li>Administrators
Lawyers
Social Workers
Human Resources
Subject Matter Experts (Doctors, Academics, etc)
Law Enforcement
Judiciary</li></ul>Process Step<br />Case Completion<br /> - Case may be archived if not completed after predetermined tim...
Digital signatures</li></ul>People<br /><ul><li>Records Manager
Librarian
Knowledge Manager</li></ul>-  Web Designer<br />Process Step<br />Case Archiving (and Publishing in Some Cases)<br />Conte...
Case excerpts may be published online where applicable.</li></li></ul><li>Copyright © Open Text Corporation. All rights re...
Blogs
Digital Signatures</li></ul>Process Step<br />Case Received<br />Collaborative<br /><ul><li>Email
Phone/voice mail
Scanned or paper correspondence</li></ul>Process Step<br />Case Review<br />Collaborative<br /><ul><li>Community
IM
Expertise locator
Email
Phone/voice mail</li></ul>Process Step<br />Case Processing<br />Collaborative<br /><ul><li>Community
IM
Expertise locator
Email
Phone/voice mail</li></ul>Process Step<br />Case Completion<br />Collaborative<br /><ul><li>Community
IM
Expertise locator
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How do social technologies change knowledge worker business processes km methods - toronto july - sumner-smith

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How do social technologies change knowledge worker business processes km methods - toronto july - sumner-smith

  1. 1. Knowledge Workers: Methods – Toronto, Wednesday, July 13, 2011<br />How do social technologies change knowledge worker business processes? <br />Martin Sumner-Smith<br />VP, EA<br />Copyright © Open Text Corporation. All rights reserved.<br />Rev2.0 01102010<br />
  2. 2. Martin Sumner-SmithVice President, Enterprise Architecture, OpenText<br />
  3. 3. Abstract<br />Knowledge workers represent an increasing proportion of staff in many organizations. However, the nature of knowledge work and the best way to support it with appropriate technologies is seldom clear. What is clear is that knowledge work is completely dependent on social interactions during both the creation and deployment phases. New approaches to social networking may prove to be very useful to knowledge workers. Although they have not received much consideration they likely represent one of the keys to competitive differentiation in the marketplace.<br />
  4. 4. Context<br />The Enterprise Content Management (ECM) field has traditionally addressed:<br />Unstructured data = Content<br />Unstructured processes<br />Knowledge Management<br />Is still a hybrid between paper & electronic in many processes<br />It is merging with Process Management<br />
  5. 5. ECM now encompasses previously disparate technologies<br />
  6. 6. Every thing that can be digital, is eventually becoming digital<br />Every thing that can be digital, is eventually becoming digital<br />6<br />
  7. 7. Gartner ECM Magic Quadrant<br />
  8. 8. P-P-Information or P-P-Content?<br /> Processes<br />Content<br /> People<br />
  9. 9. Information Spectrum<br />Content<br />Data<br />$ #<br />Structured Unstructured<br />
  10. 10. Process Dimension<br />BPM , Workflow<br />Social<br />Collaboration<br />Structured/Ordered Unstructured<br />Exceptions  cost<br />Business Process/Time<br />
  11. 11. <ul><li>Increase Efficiency
  12. 12. Reduce Cost
  13. 13. Reduce Compliance Risk</li></ul>Value<br />Business Process centric ECM(Content embedded in business process)<br />ECM Suite (Integrated solution)<br />Best of Breed(Specialized components)<br />Stage of Maturity<br />ECM Solutions Becoming an Integral Part of Core Business Processes<br />
  14. 14. ECM – ERP Priorities<br />Business Processes in Greatest Need of Integration with ECM<br />0% 2% 4% 6% 8% 10% 12% 14%<br />Accounts payable (invoices)<br />Project management<br />Legal<br />HR<br />Sales/CRM<br />Maintenance/asset management<br />Customer service<br />Quality control<br />Case management<br />Procurement<br />In your organization, which business process is currently the most in need of integration with content/document management(N=120)<br />0% 10% 20% 30% 40% 50% 60% 70%<br />Greatest Benefits from Integrating ECM with Business Processes<br />Productivity benefits of linking documents and transaction workflows<br />Customer service improvement from immediate access to all related content<br />Which of the following would you say are the TWO biggest benefits of linking ECM with ERP and CRM(N=296)<br />Knowledge-sharing benefits of universal staff access to information<br />Compliance benefit of consistent records management across all data<br />Higher level of quality, less mistakes from manual cross-reference<br />Improved storage management and resilience<br />Commercial/strategic benefit of combined access to structured and unstructured data<br />Source: AIIM White Paper Connecting ERP and ECM: Measuring the Benefits<br />
  15. 15.
  16. 16. The ThreePrimary Dimensions<br />StructuredProcess Unstructured<br />Formal People Org.Informal<br />StructuredInformationUnstructured<br />
  17. 17. “Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scientists, and others whose jobs consist primarily of interactions—with other employees, customers, and suppliers—and complex decision making based on knowledge and judgment.”<br />15<br />
  18. 18. Content & Collaboration in Processes<br />Search<br />Consultation<br />Notification<br />Notification<br />Context<br />Context<br />Work Product<br />
  19. 19. Example: Case Management<br />17<br />
  20. 20. Copyright © Open Text Corporation. All rights reserved.<br />Slide 18<br />Process Overview<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />People<br />- Administrators<br />- Coordinators<br />- Secretaries<br />Process Step<br />Case Received<br />- Scan (if paper)<br />- Index<br /><ul><li>Register</li></ul>- Review and assign (skip to step 3) or assign for review (go to step 2)<br />Content<br />Case request:<br /><ul><li>scanned copy of correspondence;
  21. 21. Email
  22. 22. MS Office document
  23. 23. phone inquiry transcript</li></ul>Case metadata (index number)<br />People<br /><ul><li>Administrators
  24. 24. Lawyers
  25. 25. Social Workers
  26. 26. Human Resources</li></ul>- Complaints Boards<br />Process Step<br />Case Review<br /><ul><li>Task and resource assignment</li></ul>Content<br />- Case files<br /><ul><li>Status tracking</li></ul>- Tasks<br /><ul><li>Event management and scheduling (timetables)</li></ul>- Reference data – may be unstructured and structured i.e. similar files, cases, complaints, model letters, reports, records, correspondence, financial data, academic data, etc)<br />People<br /><ul><li>Administrators
  27. 27. Lawyers
  28. 28. Social Workers
  29. 29. Human Resources
  30. 30. Subject Matter Experts (Doctors, Academics, etc)
  31. 31. Law Enforcement</li></ul>Process Step<br />Case Processing<br />- Respond<br /><ul><li>Request further documents if necessary</li></ul>- Task and resource assignment<br />Content<br />- Case files<br /><ul><li>Status tracking
  32. 32. Tasks
  33. 33. Timetables
  34. 34. Reference data (structured and unstructured)</li></ul>People<br /><ul><li>Administrators
  35. 35. Lawyers
  36. 36. Social Workers
  37. 37. Human Resources
  38. 38. Subject Matter Experts (Doctors, Academics, etc)
  39. 39. Law Enforcement
  40. 40. Judiciary</li></ul>Process Step<br />Case Completion<br /> - Case may be archived if not completed after predetermined time period – skip step 4.<br />Content<br />Case files:<br /><ul><li>Structured and unstructured
  41. 41. Digital signatures</li></ul>People<br /><ul><li>Records Manager
  42. 42. Librarian
  43. 43. Knowledge Manager</li></ul>- Web Designer<br />Process Step<br />Case Archiving (and Publishing in Some Cases)<br />Content<br /> - Final document in various formats: PDF, PPT, HTML document; print and paper<br /><ul><li>Case records indexed and full-text search enabled
  44. 44. Case excerpts may be published online where applicable.</li></li></ul><li>Copyright © Open Text Corporation. All rights reserved.<br />Slide 19<br />Collaboration within Process<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />Process Step<br />Case Archiving<br />Collaborative<br /><ul><li>Web site
  45. 45. Blogs
  46. 46. Digital Signatures</li></ul>Process Step<br />Case Received<br />Collaborative<br /><ul><li>Email
  47. 47. Phone/voice mail
  48. 48. Scanned or paper correspondence</li></ul>Process Step<br />Case Review<br />Collaborative<br /><ul><li>Community
  49. 49. IM
  50. 50. Expertise locator
  51. 51. Email
  52. 52. Phone/voice mail</li></ul>Process Step<br />Case Processing<br />Collaborative<br /><ul><li>Community
  53. 53. IM
  54. 54. Expertise locator
  55. 55. Email
  56. 56. Phone/voice mail</li></ul>Process Step<br />Case Completion<br />Collaborative<br /><ul><li>Community
  57. 57. IM
  58. 58. Expertise locator
  59. 59. Email
  60. 60. Phone/voice mail
  61. 61. Digital Signatures</li></li></ul><li>Copyright © Open Text Corporation. All rights reserved.<br />Slide 20<br />ECM at Play within Process<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />Process Step<br />Case Received<br />Process Step<br />Case Review<br />Process Step<br />Case Processing<br />Process Step<br />Case Completion<br />Process Step<br />Case Archiving (and Publishing in some cases)<br />ECM at Play<br />Workflow/Case Management Framework<br />ECM Components<br /><ul><li>Communities, Wikis
  62. 62. Expertise Locator
  63. 63. Digital Signatures</li></ul>Non-ECM Components<br /><ul><li>Structured content i.e. SAP and Oracle</li></ul>ECM Components<br /><ul><li>Web Content Mgmt
  64. 64. Communities, Blogs, Wikis
  65. 65. Records Mgmt and Archiving</li></ul>Non-ECM Components<br /><ul><li>Digital Rights Mgmt</li></ul>ECM Components<br /><ul><li>Imaging</li></ul>Document Management/Repository<br />
  66. 66. Knowledge Maker vs. Knowledge Worker<br />“The transformational nature of classic ‘knowledge work’ rests with knowledge makers rather than knowledge workers. While knowledge workers manipulate knowledge, adding bits here and moving information down a workflow, knowledge makers create the knowledge that we all work with… Knowledge makers are the originating nodes in your social network.”<br /> - Mark P. McDonald, Gartner<br />Examples of Knowledge Makers:<br />Leaders: create context that mobilizes people<br />R&D: develop new ideas, processes and products<br />Factory: New ways of work<br />
  67. 67. Content & Collaboration in Processes<br />Search<br />Consultation<br />Notification<br />Worker<br />Maker<br />Context<br />Work Product<br />
  68. 68. Changing roles require different skills<br />Example<br />People tasked with Content Creation are seldom good at Content Promotion<br />But Value depends on use<br />ECM has traditionally consideredmitigation of costs ofProduction & Finding <br />Martin-fulcrum.blogspot.com<br />
  69. 69.
  70. 70. Enterprise Architecture – Traditional <br />
  71. 71. Thought Experiment<br />If you could completely describe the Architecture of an Enterprise could you automate it without people?<br />Would it have any value?<br />
  72. 72. Engineering vs. Biology<br />
  73. 73. People<br />Are not always:<br />Rationale<br />Consistent<br />Motivated by the same thing<br />See Gamification<br />See Politics<br />from Reality is Broken…, Jane McGonigal<br />
  74. 74. It’s not my job!<br />Sure – right away!<br />Tomorrow, maybe…<br />
  75. 75. The Art and Science of Making the Desirable-Viable<br />30<br />Tim Brown » 07 September 2008 » In design thinking »<br />
  76. 76. Thought Experiment<br />Do companies create value for customers<br />or<br />do they create work for their staff?<br />Is the answer different according to organizational role and position?<br />
  77. 77. Enterprise Architecture?<br />
  78. 78. Pace Layering<br />Shearing layers is a concept coined by architect Frank Duffy which was later elaborated by Stewart Brand in his book How Buildings Learn: What Happens After They’re Built (Brand, 1994), and refers to buildings as composed of several layers of change.<br /> - http://en.wikipedia.org/wiki/Shearing_layers<br />
  79. 79.
  80. 80. Pace Layering…<br />Shearing layers is a concept coined by architect Frank Duffy which was later elaborated by Stewart Brand in his book How Buildings Learn: What Happens After They’re Built (Brand, 1994), and refers to buildings as composed of several layers of change.<br />The concept is based on the work of ecologists (O’Neill et al., 1985) and systems theorists (Salthe, 1993). The idea is that there are processes in nature, which operate in different timescales and as a result there is little or no exchange of energy/mass/information between them. <br /> - http://en.wikipedia.org/wiki/Shearing_layers<br />
  81. 81. Pace Layering<br />Brand transferred this intuition to buildings and noticed that traditional buildings were able to adapt because they allowed “slippage” of layers: i.e. faster layers (services) were not obstructed by slower ones (structure).<br />The concept of Shearing Layers leads to an architectural design principle, known as Pace-Layering, which arranges the layers to allow for maximum adaptability.<br /> - http://en.wikipedia.org/wiki/Shearing_layers<br />
  82. 82. Wicked/Complex Problems<br />"Wicked problem" is a phrase originally used in social planning to describe a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.<br /> - http://en.wikipedia.org/wiki/Wicked_problem<br />
  83. 83. Collaboration/Social Dimension<br />Formal Informal<br />People’s Jobs<br />
  84. 84. People Spectrum<br />Formal Informal<br />Collaboration<br />Individual Group<br />
  85. 85.
  86. 86.
  87. 87. Access to Facebook, Twitter, and YouTube is prevented in 45% of organizations<br />
  88. 88. The Law of Digital Disruption at Work<br />43<br />Change<br />Technology Change<br />Social Change<br />Business Change<br />Political Change<br />Time<br />Remember Pace Layering?<br />
  89. 89. The Rise of Social Networking<br />
  90. 90.
  91. 91. “Many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers<br />...knowledge work involves more diverse and amorphous tasks than do production or clerical positions, where the relatively clear-cut, predictable activities make jobs easier to automate or streamline<br />Likewise, performance metrics are hard to come by in knowledge work, making it challenging to manage improvement efforts”<br />
  92. 92. Primary Barriers<br />Physical<br />Geographic and time separation<br />Technical<br />Lack of necessary tools<br />Social or Cultural<br />Organizational restrictions, opposing incentives and motivations<br />Contextual<br />Not knowing who to consult or to trust<br />Temporal<br />Time, or rather the perceived lack of it, is also a critical factor<br />
  93. 93. “It’s time for companies to develop a strategy for knowledge work—one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary considerably, according to the tasks different knowledge workers perform.”<br />Free access to knowledge vs. Structured provision<br />
  94. 94. Free Access<br />Primary/original approach for:<br />Autonomous workers with high degree of expertise<br />Attorneys, designers, marketers, scientists, senior execs, ...<br />Assumed to be capable & disciplined<br />Technology<br />KM systems, Internet, social media – public and private/corporate<br />Structured Provision<br />Appeared in the 1990’s<br />Technology<br />Content management systems, workflow/BPM, portals, collaboration/social<br />Newest = adaptive case management<br />
  95. 95. Free Access<br />Benefits<br />Enjoyment, positive feeling<br />Best when work is unpredictable<br />Negatives<br />Workers lack skills <br />Metrics not easy<br />Requires discipline<br />Structured Provision<br />Benefits<br />Reduced distraction<br />Load-based routing<br />Embedded rules<br />Negatives<br />User resistance<br />Reduced socialization<br />Reduced agility<br />
  96. 96.
  97. 97. Challenges<br />Preventing alienation<br />Avoiding automated crack-up<br />Proposal<br />Allow workers to over-ride<br />Systems recommend not enforce<br />
  98. 98. Trend over time<br />Computer-facilitated<br />Computer-supported<br />Automated<br />
  99. 99.
  100. 100. e.g. Issues<br />User acceptance/adoption<br />Training<br />Incentives & Recognition<br />Habit<br />Tribal behaviour<br />Narrow scope<br />The nature of work<br />Value realization<br />Governance<br />Knowledge managers<br />Taxonomies<br />Enterprise perspective<br />
  101. 101. Established Community Behaviour<br />90’s style discussion<br />Older but technical users<br />Resistant to social networks<br />Not using the best tool<br />Martin-fulcrum.blogspot.com<br />Post here<br />
  102. 102. Premises Reviewed<br />Enterprise Architecture:<br />Tends to focus on structured information and processes since these are ‘easier’ or more visible than unstructured<br />Tend to miss rapid change, that may be the most important<br />Underestimate the human dimension<br />May be a wicked problem<br />The proportion of knowledge workers in workforces is increasing<br />Some structure is being introduced to knowledge work<br />The relevance of newer social technologies to enterprises is still being determined & developed<br />
  103. 103. Thank You<br />58<br />

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