Transcript B2E : Business to Enterprise
B2E Business to Enterprise
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by Principal Associate Hanne Gjendem email: mobil: [email protected]
+47 95 26 01 96
B2E Enterprise Information Portals
Information and knowledge management in organisations
What is B2E
How does it work - demo
How to choose the correct implementation and technology
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B2E The learning organisation Innovation Knowledge Management Data management
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Information Management
100 % 90 % 80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 %
The Rise of the Knowledge Worker
professional & technical managerial & administrative sales clerical and kindred service craft and kindred laborers and operators farmworkers 22.01.01
Drivers for change in organisations
Value for stakeholders Mergers and acquisitions Globalisation Mobile workers Technology Information growth Knowledge driven industry The war for talent Product development 22.01.01
Knowledge is and will always be a source of power”
Organisations and information, the short story
Sales/Marketing Management Research/Development Production/Procurement Finance/Accounting Personnel/Admin/IT 22.01.01
Organisations and information; let us go some years back - and still going strong some places
Log Archive Management Research/Development Production/Procurement Finance/Accounting Sales/Marketing Personnel/Admin/IT Paper Log Log Log Paper Archive Archive Archive Archive Archive 22.01.01
Historic archive Cellar
Organisations and information; intranet connects data sources, amount of information from external sources grows
Log Archive Management Sales/Marketing Personnel/Admin/IT Research/Development Production/Procurement Finance/Accounting Log Archive Log Archive
External sources
Log Archive
Information center
Log Archive Historic archive
External sources
Log Archive Log Archive Log Archive
Portals collects information and applications from many sources into one gateway for many
WWW INTERNET B2C Applications Data Applications Data Extranet, B2B partners, marketsplace Content Content Collaboration Processes Collaboration Processes Log Archive Log Archive Log Archive Log Archive Log Archive Log Archive Log Archive Log
External sources Information center
Historic archive
External sources
Archive
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Enterprise portals are a big step forward for the organisations to use information and knowledge to enduring business benefits in the information value chain
B2E Enterprise Information Portals
Information and knowledge management in organisations
What is B2E
How does it work - demo
How to choose the correct implementation and technology
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Portals do more than provide links to other intranet sites and applications; they integrate information sources and applications onto a single desktop interface Search Tools Information structure Documents Reports from information systems Alerts and “pushed” messages
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Real-time news feeds e-Mail
Defining the B2E Portal
The corporate “home page” for all employees The entry point for finding/connecting other sites on the Corporate Intranet A foundation to deliver integrated (cross functional) information and services HR & Finance Corporate Communications Sales & Marketing SCM & CRM A media channel for driving change... e-business inside the company
“The B2E portal is a customized, personalized, ever changing mix of news, resources, applications, and e commerce options that becomes the desktop destination for everyone in an organization -- and the primary vehicle by which people do their work.”
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Total revenue for the knowledge management market
7000 6000 5000 4000 3000 2000 Licence revenues Service revenues 1000 Ovum 2000 0 1998 1999 2000 2001 2002
GartnerGroup predicts - within 2003, 50% of all companies will have implemented B2E solutions.
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B2E Enterprise Information Portals
Information and knowledge management in organisations What is B2E How does it work - demo How to choose the correct implementation and technology 22.01.01
B2E Enterprise Information Portals
Information and knowledge management in organisations What is B2E How does it work - demo How to choose the correct implementation and technology 22.01.01
Today, knowledge is the key value across the network
Supplier Network
Business to Business
Supply chain management HR Operations IT Procurement Finance
Business to Enterprise
Customer Network
Business to Consumer Leverage internal and external knowledge, content and context to drive rapid and highly effective decisions and actions
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Information value chain
Tacit Less structured
Innovation: New products and services Knowledge: Information mixed with experience, values, insight, ect Information: Data with relevance and purpose, context Data: Raw facts, transaction records, numbers To create business value through developing the production and leveraging of knowledge
Explicit Structured 22.01.01
There are two types of knowledge: tacit and explicit
Explicit knowledge
• • • • • Packaged Easily codified Communicabl e Transferable Can be expressed in formal, shared language Formulae, Equations, Rules Best practice Products, Machines Books, Databases, Texts Procedures and policies Mental models, Patterns Perceptions, Insights, Experiences Know-how
Tacit knowledge
Beliefs, Values Designs, Blueprints Skills, Craftsmanship • • • • • Personal Context-specific Difficult to formalise Difficult to communicate More difficult to transfer 22.01.01
Knowledge guides actions and informs decisions
The knowledge leverage cycle
Business Driver Create Generate Knowledge
How is knowledge created and captured?
Share Leverage Knowledge
How is knowledge used to achieve goals?
Value
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Approach - Methods: PwC follows a three-phased approach
I. Envision Knowledge Strategy II. Execute Design & Pilot Implement III. Evolve
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Approach - Methods: PricewaterhouseCoopers follows a three-phased approach
I. Envision Knowledge Strategy II. Execute Design & Pilot Implement III. Evolve
Understand strategic business goals for B2E Assess knowledge needs and gaps, risk analyze Pilot - info structure Develop detailed design – Knowledge-enabled processes Determine priorities and develop B2E strategy – IT infrastructure and applications Develop high-level design of knowledge domains, flows and infrastructure Develop implementation roadmap, info structure – Taxonomy – Organization roles and incentives Assess results and refine Choose technology Construct and deploy – – – – Process implementation IT environment Info structure Organization Train people Assess business impact Develop a prototype
Change Management / project management
Adapt based on new learning's Define barriers to widen success Initiate wider roll-out program Evaluate other applications Perform ongoing assessment of value Best practice 22.01.01
Approach - we have methods and tools
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Strategy Knowledge management strategy
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Core knowledge/information
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Assess KM culture, leadership, strategy
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Assess intellectual capital
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Governing information
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KM due dilligence
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Performance improvements Production and leverage of KM
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Mapping information archives/bases
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Structuring information processes
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Mapping knowledge/information needs
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Design information structures System integration
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Document/information systems
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Intranet, internet, portals
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Search tools /agents
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Wireless
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Groupware
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Workflow
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Specific knowledge management tools used in addition to the PwC toolbox, examples
TOOL PHASE TO APPLY
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KM fundamentals
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Roadmap
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Knowledge Exp. Workshop
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Readiness Diagnostic
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KM strategy
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Envisioning workshop
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KM Mapping
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KM assessments
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KM processes
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Risk analysis
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Value driver analysis
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Intellectual Asset
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KM measurements
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KM benchmarking survey
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Technology
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Content management
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KM organisation
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Incentives and rewards
1 1 1 1-2-3 1 1 1,2 1,3 1,2 1 1-2 1-2-3 1,3 1,3 1,2 2,3 2 2,3 22.01.01
H
The Pilot roadmap: A knowledge management microcosm - to be made together with the client Inputs
Review strategy materials, conduct interviews with management Review business process; Interview people
A. Articulate Strategic Pilot Areas and Conduct KM Visioning Workshop B. Understand Organizational Readiness and Current State
Outputs
Pilot focus area/processes Identification of potential benefits and measures Current state of knowledge flow in the business – Baseline to measure progress Process knowledge mapping)
C. Conduct Knowledge Mapping with Subject Matter Experts from across the organization
View of business process enhanced by knowledge flow – Knowledge needs and gaps Revised business process model Content/knowledge flows from Knowledge Map Impact of knowledge on the process; implications for how work gets done Expected cultural present and future state Required pilot enablers: process, people and technology 22.01.01
D. Perform Content Analysis Identify key roles Analyze Technical Infra structure
Methods to share tacit and explicit knowledge defined Content architecture designed Functional view of technology to support process
E. Deploy Pilot
Knowledge-enabled process implementation Communities of practice, brokering capabilities Prototype development – Address/fill content gaps – Deploy prototype Rewards and recognition programs to incent behaviors Measure impact More effective business process Communities to share tacit knowledge and affect cultural integration Supporting tools to enable access to explicit knowledge Roles to support knowledge access and reduce time to knowledge
Experiencing the product: seeing is believing
Prototypes are key to achieving user acceptance, stakeholder support, and “time to value”
•Focuses on defined business scenario and
roles
•Demos-Prototypes-Pilots •Expands and clarifies vision •Drives realistic requirements •Establishes critical success factors
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The information and knowledge environment
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Knowledge Enabled
Processes People
Communities and Networks
Content
• Experience (Best Practices) • Competitor • Internal/ external intelligence
Culture Technology
Collaboration, Knowledge Leverage Tools
Maturity Profile / Diagnostic Tool, example
Diagnostic Summary: Processes Strategy 5 4 1 0 3 2 Culture Readiness Quality Technology Sources
Best Practice "AS IS" "TO BE"
Access Figure 1. Knowledge Management Diagnostic Tool
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Maturity Profile / Diagnostic Tool and connections to information sources
Processes Strategy 5 1 0 4 3 2 Culture Readiness Technology Transformation and Re-alignment Processes Quality Strategy 5 1 0 4 3 2 Culture Readiness Quality Technology
Best Practice "AS IS" Best Practice "TO BE"
Access Sources Business Areas
Information / Knowledge Silos Paper Files
Access Client_X Sources
Electronic Documents
Part of the Knowledge Management Framework
Figure 2. Knowledge Management“As Is” and “To Be” Target
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Process Knowledge Mapping
Definition: methodologies deployed to understand knowledge needs and gaps; two levels - Enterprise Knowledge Mapping and Process Knowledge Modeling
Process Knowledge Modeling
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Knowledge Flow
• Decisions • Gaps • Human and content resources
Knowledge is embedded within work processes . . .
“How did You
Solve that Problem?”
• Beyond task-based information management • View processes from a
knowledge perspective -
- how knowledge is generated and leveraged in each step in a work process to support decisions • Drives performance support and process innovation
Effective knowledge programs identify and leverage know-how
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embedded in work with a focus on how it will be applied
Information breakdown structure designed together with main and -sub set key words
Site map Processes Marketing Sales Purchasing Logistics Stocks Production Quality asurance Strategy R&D IT Finance Personnel Administration Departments About us Admin Bus dev.
Communic.
Finance HR IT Legal Strategy/policy Company descriptions Presentations Finance Shareholder information Products & Market Product families Product news Data sheets Patents Recipes Lists -materials Market structure Competitors Suppliers Marketplaces Personnel Personnel Offers to employees Courses Self-service Trade union Small ads.
Net purchases Library Manuals Reports Address lists Reference works Iser doc.
Presentations Picture archive Archive News News Press clippings Bulletin board Help FAQ Site map Help Admin Available for local use Available for local use 22.01.01
The value of B2E
Greater productivity - process changes More collaboration Sharing of information & knowledge Competence improvements, e learning Community building Culture change-reinforcement Quality improvements Leverage IT investments Media channel - leaders Prepare for e-business Reduce cost info distribution eliminate staff infrastructure clean-up 22.01.01
B2E The learning organisation Innovation Knowledge Management Data management
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Information Management
References
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Global Knowledge management clients - partial list
Alberta Agriculture Amerada Hess Amoco AT&T Credit Lyonnais Digital Ericsson Ford France Telecom General Motors Giddings & Lewis Goldman Sachs Hitachi Hoffman La-Roche Janssen Pharmaceutica Johnson & Johnson McDonalds Ministry of Defence, UK McKinsey Motorola Norske Skog Novartis Pfizer Phillips Petroleum Company Statoil Tele Danmark Mobil Tetra Pak Tivoli Gardens Toyota Marketing Europe U.K. Post Office U.K. Taxation Office U.S. Department of Social Security U.S. Department of Veterans Affairs U.S. Internal Revenue U.S. Navy U.S. Postal Service
Motorola
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Knowledge management references, Norway
Aker Maritime : Notes database for version control
Amerada Hess :
Knowledge Management Workshop Collaborative Working Environment, study
FMC Kongsberg Offshore :
Information Strategy, selection of system, Pilot
Design of Manufacturing information specification
NetCom : Counciling Steering committee in implementation of electronic information management
Norske Skog :
Governing cooperate documentation Document management system
ORAS : Intranet systems selection
Orkla : Intranet / Portal implementation
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Knowledge management references, Norway cont’d
Phillips Petroleum :
Steering documents Information Architecture Counciling Intranett
POSC/Caesar :
Business case of POSC/Caesar (an object oriented standard model of a felt development)
PricewaterhouseCoopers : Information management system
Samferdselsetaten : Information market Oslo kommune Samferdselsetaten
Statoil :
Information Strategy Plan for Pipelines and Onshore Plants Åsgard project; Information management of technical information between all the contractors, suppliers and Statoil
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