Global Information Management Assessment to identify the improvement potentials of your company in managing global Information

1. SDL Proprietary and ConfidentialSDL Proprietary and Confidential
Improve the Efficiency and
Quality of your Localization
Management based on a
Global Information
Management Assessment
Dr.-Ing. Axel Poestges, SDL Global Business Consulting

2. The Agenda for the next 45 Minutes
• Why do we need a Global Information Management Assessment?
• Aligning words and meanings - terminology harmonization
• Value chain, management systems, information supply chain, business
model – how are all these things linked together?
• Different types of assessments and how they help to achieve goals
• The Global Information Management Assessment at a glance
• The evaluation of the assessment data
• Typical assessment results from client projects
• How to interpret the assessment results and identify customer benefits
• Typical follow up projects based on assessment results
• Questions and answers

3. Aligning Words and Meanings - Terminology Harmonization
Concept Definition
Assessment
Shows strengths and weaknesses mostly of processes and their performance; allows a judgment weather
the applied methodologies are suitable to achieve the goals and to improve the daily workflow
Benchmarking
Proven methodology to compare company performance at different development stages or to compare a
company's performance with other companies or with best practices or standards in the industry
Good / Best Practice
Good performing business process, best methodology, proven way of working very often a kind of
successful practice that is suitable to sustainably achieve certain goals
Business Case
Decision support tool for the management – shows the influences and implications of a management
decision on cash flow, cost, revenue, and other parameters
Business Consulting
Helps to utilize identified best practices – business consultants provide change management, coaching,
process and system expertise and proven ways to improve the global company performance
Business Model
Operating model of a company – consists out of business architecture (processes, management systems,
systems etc.) value proposition, market approach, cost and revenue streams as well as business ethics
Global Information Management
Global information management allows companies to interact with customers in all languages, cultures,
media, using all communication channels and in any phase of the customers journey
Industrie Standard
A virtual or de facto standard that is consistent unified, accepted and whenever applied, it represents the
best possible way to perform a process
Information Supply Chain
An optimal infrastructure to provide the necessary information for a business transaction at the right point of
time, in the right format, the right language and in the right environment for the right end-user
Key Performance Indicators
Figures that allow a direct evaluation of the business performance - they have a direct or indirect relation to
the business-, management- and support processes
Management System
An instrument to sustainably transform company's goals based on planning, control and correction – typical
examples are quality management system or global information managements system

4. Global Information Management Maturity Levels
Working based on
permanent innovation
Reproducible / predictable
working environment
Working with
settled processes
Working with
on-board tools
Unstructured individual
workmanship
Only individual experiences available, processes are
improvised, tasks and responsibilities are not clear and
a (IT) system support is available only selective
'Reaktion &
Improvisation'
'vision &
innovation'
'processes &
standards'
'processes &
responsibility'
'Grundstrukturen &
Wiederholbarkeit'
Some basic processes are defined for the most
important localzation tasks, responsibilities are assigned
only selectively
The most important processes of global information
management that are crucial to success are documented
at least and the responsibility is clear
The major building blocks of the Global Information
Management system are implemented (processes,
responsibilities, key figures etc.) enhancement planned
Global Information Management is a management
system on its own, an integrated part of the business
model and the platform for all management decisions
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5. Value chain, management systems, information supply chain, business
model – how are all these things linked together?
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From
customer
experience
to demand
From
demand to
value
proposition
From value
proposition
to offer
From offer
to order
From order
to delivery
From
delivery to
customer
experience
• Setup & support
• Service & training
• Spare part supply
• Manufacturing
• Logistics & transport
• Quality management
• Solution specs
• Service concept
• Life Cycle support
• Customer requirements
• Customization specs
• Resource networks
• Market requirements
• Core competencies
• Value proposition
• Customer experience
• Market analytics
• Demand planning

6. Different Types of Assessments and what they are used for
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• Group Assessment
Several participants, several changing observers, different tasks and tests
 Assessment center – selection process
• Single Assessment
Only one participant, at least 2 observers, different tasks and tests
 Talent management – qualification fit
• Assessment to evaluate Alternatives
Evaluation of solution alternatives with different weighted criteria
 Monte Carlo methodology - ranking
• Assessment to identify Development Opportunities
Evaluation of future opportunities and sensitivities of different solutions
 SWOT - Potential Analysis
• Assessment for Location Purposes
Allows future decisions because of the knowledge of the as is situation
 Maturity Assessment (CMMI) – status analysis

7. The GIM-Assessment in a greater Context
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• Assessment
• Analysis
• Current Process
& Systems
Profile
Manage the Project
Manage the Change
Build Run
• Current Process
& Systems
Profile
• SDL Audit
• Evaluation
• Management
Summary
INPUT
PROCESSING
OUTPUT
• Management
Summary
• Gap Analysis
• Process &
System Match
• Business Case
• Bus. Blueprint
INPUT
PROCESSING
OUTPUT
• Business
Blueprint
• Business Case
• Realization
• Implementation
Rollout
• Processes &
Systems ready
INPUT
PROCESSING
OUTPUT
• Processes &
Systems ready
• Test & Refine
• Optimization
• Effectiveness &
Efficiency Data
INPUT
PROCESSING
OUTPUT
Assess Design Implement Operate Control OptimizeEvaluate
INPUT
PROCESSING
OUTPUT
Plan
• Effectiveness &
Efficiency Data
• Business
Review
• KPI-Monitoring
• List of
Corrective
Actions
INPUT
PROCESSING
OUTPUT
• Measures
Efficiency
Scoring
• CIP Integration
• Target
objectives
integration
• Continuous
Improvement
INPUT
PROCESSING
OUTPUT

8. Global Information Management Assessment – Focus Areas
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9. The GIM Assessment – a sneak preview
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10. GIM Assessment - example
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11. GIM Assessment - example
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12. Assessment Results from a Client's Project (broad view)
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13. Assessment Results from a Client's Project (detailled view)
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14. Interpreting the Results and identifying the Benefit for the
Client
• Typical recommendations out of the GIM Assessments
• Centralization of terminology and translation memories
• Optimization and automation of processes
• Implementation of a KPI measurement for performance evaluation
• Harmonization of different flows of information
• Optimization of cross media and cross functional content reuse
• Typical benefits resulting out of a GIM Assessment
• Cost reduction
• Quality and customer satisfaction improvement
• Efficiency and effectiveness improvement
• Calculable and controllable risk management
• Continuous improvement processes
• Ease of alignment of information supply chain and value chain
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15. What typically happens after the GIM Assessment?
• Performance of a facts & findings workshop
– In order to dig in the assessment results, analyze and evaluate the problems
• Performance of focused workshops covering dedicated topics
– In order to address topics with a clear focus
• Additional site assessments
– For companies preferring a more moderated / guided approach
• Performance of a business case
– Professional preparation of management decisions or requests for proposals
• Sensitivity analysis and scenario management
– Analysis of assumptions and rail guards of profitability calculations
• Performance of benchmarking projects
– Comparison of company performance with good / best practices or standards
• Design and setup of special projects
– Dedicated projects covering topics like technology, organization etc.
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16. Room for Questions & Answers
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17. Dr. Axel Poestges
SDL Senior Global Business Consultant
Tel.: +49 (0)711 780 60 217
Mobil: +49 (0)174 322 58 68
eMail: apoestges@sdl.com
Xing: www.xing.com/profile/Axel_Poestges
Kontakt
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