Posted by Mark Brousseau
One of the keys for economic recovery lies in aggressive investment in Social Business Systems designed to dramatically improve the productivity of middle tier knowledge workers.
That’s according to a new report by AIIM and noted author Geoffrey Moore (Dealing with Darwin, Crossing the Chasm, Inside the Tornado, The Gorilla Game and Living on the Fault Line).
These "Systems of Engagement" enhance the ability of knowledge workers to quickly cooperate with each other in order to improve operating flexibility and customer engagement, the report says.
"We have spent the past several decades of IT investment focused on deploying 'systems of record.' These systems accomplished two important things," notes Moore. "First, they centralized, standardized, and automated business transactions on a global basis, thereby better enabling world trade. Second, they gave top management a global view of the state of the business, thereby better enabling global business management. Spending on the Enterprise Content Management technologies that are at the core of Systems of Record will continue -- and will actually expand as these solutions become more available and relevant to small and mid-sized organizations. However, there is also a new and revolutionary wave of spending emerging on Systems of Engagement -- a wave focused directly on knowledge worker effectiveness and productivity. Social Business Systems are at the heart of Systems of Engagement."
According to AIIM Chair Lynn Fraas, Vice President of Crown Partners, "Social Business Systems provide a means for organizations to build on their investment in content management solutions. Increasingly, Systems of Record have become a necessary but not sufficient prerequisite for business success. In the future, organizations will differentiate themselves based on how well they deploy Social Business technologies to improve organizational flexibility and better engage customers. These Social Business technologies are transforming customer engagement through such consumer facing tools as Facebook, LinkedIn, and Twitter. They are simultaneously creating new models of employee and partner collaboration, cooperation and conversation within organizations -- models that will eventually replace e-mail as the primary means of internal collaboration."
According to Moore, "The first wave of spending left knowledge workers mostly on their own. We gave our workers laptops, connectivity, email, and the Office suite, and told them to go be more productive. The world of consumer social technology has given our workforces a taste of what is possible beyond this kind of rudimentary e-mail driven collaboration. Given the pressures that global business models are putting on collaboration and coordination across enterprise boundaries, the demand for increased capabilities is escalating rapidly. The implications of this for IT organizations and CIOs are revolutionary -- organizations need to quickly get in front of this curve or they run the risk of getting run over by it. We are on the cusp of a new wave of investment in Social Business Systems that will focus on providing knowledge workers with the tools to collaborate with a business purpose."
"We are not just talking about collaboration for collaboration's sake," concludes AIIM President John F. Mancini. "Nor are we talking about companies tentatively setting up Facebook fan sites or Twitter accounts to appear to be 'social.' We are talking about the strategic deployment of Social Business Systems that can help organizations improve the flexibility and responsiveness of their core processes and be more responsive to customers. As organizations implement these Social Business Systems, they need to meet three criteria: 1) How to do so quickly; 2) How to do so responsibly; and 3) How to do so in a way that achieves a business purpose."
What do you think?
Showing posts with label knowledge management. Show all posts
Showing posts with label knowledge management. Show all posts
Wednesday, October 20, 2010
Wednesday, April 21, 2010
TAWPI @ AIIM
Posted by Mark Brousseau
In a recent research study conducted by the Economist Intelligence Unit, only 38 percent of the respondents said their companies had a formal enterprise-wide information governance strategy in place. Sixty-eight percent of the respondents expect their information governance challenges to become more complex over the next three years. Similarly, EMC estimates that 85 percent of all unstructured information within an organization goes unmanaged -- there are no formal policies for retaining, protecting or handling it.
Unfortunately, this lack of information control is impacting business decisions.
Last year, a survey conducted by IBM’s Institute for Business Value discovered that eight out of 10 business leaders make major decisions with missing or untrusted information. In many cases, the information needed probably resides within the organization; just not accessible at the right time.
What do you think?
In a recent research study conducted by the Economist Intelligence Unit, only 38 percent of the respondents said their companies had a formal enterprise-wide information governance strategy in place. Sixty-eight percent of the respondents expect their information governance challenges to become more complex over the next three years. Similarly, EMC estimates that 85 percent of all unstructured information within an organization goes unmanaged -- there are no formal policies for retaining, protecting or handling it.
Unfortunately, this lack of information control is impacting business decisions.
Last year, a survey conducted by IBM’s Institute for Business Value discovered that eight out of 10 business leaders make major decisions with missing or untrusted information. In many cases, the information needed probably resides within the organization; just not accessible at the right time.
What do you think?
Wednesday, March 11, 2009
BI Supports the Army
By Mark Brousseau
Faced with low customer satisfaction for its reports and financial data, and no common user interface across its systems, the Army Research Development and Engineering Command (RDECOM) turned to business intelligence, Mark Sauvageau, chief, financial operations, Financial Management Office, RDECOM, said yesterday during a presentation at the Gartner Business Intelligence Summit 2009.
As a result of implementing business intelligence, RDECOM has better aligned its resources and processes, he said during the presentation at the Gaylord National Resort and Convention Center.
Today, all desktops at RDECOM have reporting capabilities (encompassing 100 senior leaders, 150 financial analysts and 400 engineers). The organization uses data analysis for a variety of financial tasks, Sauvageau told attendees, including funding applications, cost accounting, budgeting and presentations.
Using its business intelligence programs, RDECOM has been able streamline its information flow, helping it avoid $270,000 a year in costs, while increasing productivity 146 percent. RDECOM has also seen a dramatic increase in customer satisfaction with its reports and financial data. Moreover, business intelligence has created a foundation for RDECOM’s strategic decision-making, he added. “Our business intelligence efforts have enables our engineers and analysts to spend less time on non-core tasks and more time on activities that support our soldiers in Afghanistan and Iraq,” Sauvageau concluded.
Based on this success, RDECOM plans to extend business intelligence to all of its 3,500 users.
Faced with low customer satisfaction for its reports and financial data, and no common user interface across its systems, the Army Research Development and Engineering Command (RDECOM) turned to business intelligence, Mark Sauvageau, chief, financial operations, Financial Management Office, RDECOM, said yesterday during a presentation at the Gartner Business Intelligence Summit 2009.
As a result of implementing business intelligence, RDECOM has better aligned its resources and processes, he said during the presentation at the Gaylord National Resort and Convention Center.
Today, all desktops at RDECOM have reporting capabilities (encompassing 100 senior leaders, 150 financial analysts and 400 engineers). The organization uses data analysis for a variety of financial tasks, Sauvageau told attendees, including funding applications, cost accounting, budgeting and presentations.
Using its business intelligence programs, RDECOM has been able streamline its information flow, helping it avoid $270,000 a year in costs, while increasing productivity 146 percent. RDECOM has also seen a dramatic increase in customer satisfaction with its reports and financial data. Moreover, business intelligence has created a foundation for RDECOM’s strategic decision-making, he added. “Our business intelligence efforts have enables our engineers and analysts to spend less time on non-core tasks and more time on activities that support our soldiers in Afghanistan and Iraq,” Sauvageau concluded.
Based on this success, RDECOM plans to extend business intelligence to all of its 3,500 users.
Business Intelligence at SSA
By Mark Brousseau
Business intelligence has transformed the way the Social Security Administration (SSA) does business, John Simermeyer, associate commissioner, Office of Earnings, Enumeration and Administrative Services, for the SSA said yesterday during a presentation at the Gartner Business Intelligence Summit 2009 in Washington, D.C.
“Our business intelligence efforts are an integral component of the agency’s planning process,” Simermeyer told attendees. “Business intelligence empowers SSA to accomplish our mission.”
Each year, SSA issues more than 18 million Social Security cards, posts $4 trillion in earnings to worker records, processes over 23 million status-changes, pays out more than $650 billion, and fulfills more than 1 billion requests for Social Security Number verification from other agencies and organizations).
The challenge for SSA is that its workload is increasing as its staff is decreasing. “The retirement rate has hit SSA very hard,” Simermeyer explained. “Retiring baby boomers are driving up the workload at SSA. At the same time, we are losing many of our knowledge workers to the same phenomenon.”
SSA also was challenged by information silos across the organization. “We have many legacy systems dispersed throughout the agency,” Simermeyer said. “This creates problems in terms of cost and data reconciliation. We spent a lot of unnecessary effort trying to find out why numbers don’t match.”
To help with its mission, SSA deployed its SSA Unified Measurement System (SUMS) to provide critical information across its workflows and systems. “It’s all about the data, and that was perhaps our greatest challenge,” Simermeyer said, recalling SSA’s inflexible reports and lack of infrastructure across the organization. “So, we created a business intelligence repository and focused on data integration.”
Business intelligence helps “inform SSA’s strategic decisions affecting American taxpayers,” he said.
“We are using business intelligence to transform data to information to knowledge to action, and it’s having a positive impact on our business outcomes,” he said. “We’ve improved decision-making and transparency, and drastically reduced the amount of data reconciliation efforts we go through.” He noted that with business intelligence, SSA has gone from multiple sources of data to a single source.
Simermeyer said that business intelligence also, “improved the timeliness, accuracy and measurement of work. Prior to business intelligence adoption, we were reactive by nature. Now we are proactive.”
So what’s next for SSA’s business intelligence initiatives? Simermeyer said the agency plans to integrate its remaining work into the system to retire legacy systems and enhance its information infrastructure.
Business intelligence has transformed the way the Social Security Administration (SSA) does business, John Simermeyer, associate commissioner, Office of Earnings, Enumeration and Administrative Services, for the SSA said yesterday during a presentation at the Gartner Business Intelligence Summit 2009 in Washington, D.C.
“Our business intelligence efforts are an integral component of the agency’s planning process,” Simermeyer told attendees. “Business intelligence empowers SSA to accomplish our mission.”
Each year, SSA issues more than 18 million Social Security cards, posts $4 trillion in earnings to worker records, processes over 23 million status-changes, pays out more than $650 billion, and fulfills more than 1 billion requests for Social Security Number verification from other agencies and organizations).
The challenge for SSA is that its workload is increasing as its staff is decreasing. “The retirement rate has hit SSA very hard,” Simermeyer explained. “Retiring baby boomers are driving up the workload at SSA. At the same time, we are losing many of our knowledge workers to the same phenomenon.”
SSA also was challenged by information silos across the organization. “We have many legacy systems dispersed throughout the agency,” Simermeyer said. “This creates problems in terms of cost and data reconciliation. We spent a lot of unnecessary effort trying to find out why numbers don’t match.”
To help with its mission, SSA deployed its SSA Unified Measurement System (SUMS) to provide critical information across its workflows and systems. “It’s all about the data, and that was perhaps our greatest challenge,” Simermeyer said, recalling SSA’s inflexible reports and lack of infrastructure across the organization. “So, we created a business intelligence repository and focused on data integration.”
Business intelligence helps “inform SSA’s strategic decisions affecting American taxpayers,” he said.
“We are using business intelligence to transform data to information to knowledge to action, and it’s having a positive impact on our business outcomes,” he said. “We’ve improved decision-making and transparency, and drastically reduced the amount of data reconciliation efforts we go through.” He noted that with business intelligence, SSA has gone from multiple sources of data to a single source.
Simermeyer said that business intelligence also, “improved the timeliness, accuracy and measurement of work. Prior to business intelligence adoption, we were reactive by nature. Now we are proactive.”
So what’s next for SSA’s business intelligence initiatives? Simermeyer said the agency plans to integrate its remaining work into the system to retire legacy systems and enhance its information infrastructure.
Tuesday, March 10, 2009
The Case for Business Intelligence
By Mark Brousseau
Wondering about the cost justification for business intelligence initiatives? Brian Ng, field enablement leader in the business intelligence solutions group at HP (www.hp.com), told attendees at the Gartner Business Intelligence Summit 2009 that business intelligence provides several key benefits:
… Enhanced decision making
… Improved insight
… Reduced risk
… Lower costs
… Improved efficiency
Ng noted that many companies already are using business intelligence to help monitor and measure their business and to make key decisions (e.g. driving supply chain management or CRM systems).
What do you think? Post your comment below.
Wondering about the cost justification for business intelligence initiatives? Brian Ng, field enablement leader in the business intelligence solutions group at HP (www.hp.com), told attendees at the Gartner Business Intelligence Summit 2009 that business intelligence provides several key benefits:
… Enhanced decision making
… Improved insight
… Reduced risk
… Lower costs
… Improved efficiency
Ng noted that many companies already are using business intelligence to help monitor and measure their business and to make key decisions (e.g. driving supply chain management or CRM systems).
What do you think? Post your comment below.
Know Your Customer, Grow Your Business
By Mark Brousseau
The business intelligence that used to be confined to marketing is now spreading as organizations align themselves around a common vision, John Santaferraro, director, industry solutions, HP said during a presentation today at the Gartner Business Intelligence Summit 2009 in Washington, D.C.
“Customers are so bombarded by messages that what worked to attract them seven or 10 years ago, no longer is effective,” Santaferraro told attendees. “How we are getting customers’ attention is very different. And it changes the way that we look at business intelligence, and the way that we look at customers. Historically, most business intelligence has been in marketing. But the strategies and product plans that companies put together must also leverage business intelligence. Companies need to figure out how to harness everything they know to differentiate themselves from the competition.”
The challenge, Santaferraro said, is that both customer data and customer business intelligence exist in silos at most companies. To solve this, a lot of companies are launching customer data integration projects that unify information across the boundaries of an organization. “They are looking at using unified business intelligence across all departments to drive performance,” Santaferraro said. “This is completely different from the way that most corporate systems are architected today.”
“This connected intelligence opens the door for new customer innovation. It also connects front-office decisions with back-office operations. And it connects a business to new opportunities,” Santaferraro said. Leveraging business intelligence in this way will have far greater impact on a company, he added.
What do you think? Post your comment below.
The business intelligence that used to be confined to marketing is now spreading as organizations align themselves around a common vision, John Santaferraro, director, industry solutions, HP said during a presentation today at the Gartner Business Intelligence Summit 2009 in Washington, D.C.
“Customers are so bombarded by messages that what worked to attract them seven or 10 years ago, no longer is effective,” Santaferraro told attendees. “How we are getting customers’ attention is very different. And it changes the way that we look at business intelligence, and the way that we look at customers. Historically, most business intelligence has been in marketing. But the strategies and product plans that companies put together must also leverage business intelligence. Companies need to figure out how to harness everything they know to differentiate themselves from the competition.”
The challenge, Santaferraro said, is that both customer data and customer business intelligence exist in silos at most companies. To solve this, a lot of companies are launching customer data integration projects that unify information across the boundaries of an organization. “They are looking at using unified business intelligence across all departments to drive performance,” Santaferraro said. “This is completely different from the way that most corporate systems are architected today.”
“This connected intelligence opens the door for new customer innovation. It also connects front-office decisions with back-office operations. And it connects a business to new opportunities,” Santaferraro said. Leveraging business intelligence in this way will have far greater impact on a company, he added.
What do you think? Post your comment below.
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