edms business strategy david brown iim seminar 26 september 2006 david brown iim seminar 26...
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EDMS business strategyEDMS business strategy
David Brown
IIM seminar26 September 2006
David Brown
IIM seminar26 September 2006
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ThemesThemes
Strategy for local/global implementation
Gaining senior management and staff support
Technology alignmentPolitics of selling DM and RM
Strategy for local/global implementation
Gaining senior management and staff support
Technology alignmentPolitics of selling DM and RM
The views expressed in this presentation are not necessarily those of my employer
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OutlineOutline
No general how-to rulesStages in the firm’s DMS story
approachachievements issues raised in each stagecomments on the issues
No general how-to rulesStages in the firm’s DMS story
approachachievements issues raised in each stagecomments on the issues
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Political themesPolitical themes
EDMS protagonists and their environment are not neutral
A struggle to sell a world-view in a crowded selling space
Organisational ‘hypocrisy’ (Brunsson)
Ritual and rationalismhard is soft; soft is hard
Technology is people
EDMS protagonists and their environment are not neutral
A struggle to sell a world-view in a crowded selling space
Organisational ‘hypocrisy’ (Brunsson)
Ritual and rationalismhard is soft; soft is hard
Technology is people
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About KPMGAbout KPMG
Audit, tax, advisoryDocuments are importantClient information, KPMG actions
and informationPrimary record is paper
Audit, tax, advisoryDocuments are importantClient information, KPMG actions
and informationPrimary record is paper
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Pre EDMS approach Pre EDMS approach
National document management framework 2-3 yearsall offices, all divisionspaper filesfile servers
National document management framework 2-3 yearsall offices, all divisionspaper filesfile servers
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Pre EDMS achievementsPre EDMS achievements
National DM frameworkAcceptance of DM as a business
activity RM maturity
National DM frameworkAcceptance of DM as a business
activity RM maturity
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Pre EDMS issuesPre EDMS issues
Latent recognition of the significance of document management
Opportunity to tap the effort that already goes into DMminimise sense of additional effort‘doing X instead of Y’
Latent recognition of the significance of document management
Opportunity to tap the effort that already goes into DMminimise sense of additional effort‘doing X instead of Y’
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Pre EDMS commentPre EDMS comment
Records quality driven by professional practice
Records quality driven by professional practice
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Plan APlan A
National generic DMSNational generic DMS
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Plan A approachPlan A approach
Information sessionsFunctional requirementsProduct evaluationRisk management auspiceStandard EDMS implementation
Information sessionsFunctional requirementsProduct evaluationRisk management auspiceStandard EDMS implementation
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Plan A achievementsPlan A achievements
Management acceptance and awareness of DMS
Recognition of the role of DMS in mitigating risk
Functional requirements
But… the generic approach was trumped by a strong divisional initiative
Management acceptance and awareness of DMS
Recognition of the role of DMS in mitigating risk
Functional requirements
But… the generic approach was trumped by a strong divisional initiative
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Plan A issuesPlan A issues
Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off
Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off
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Plan A commentPlan A comment
Getting top-level buy-in is relatively easy
Getting action and bums on seats is hard
Framing DM within a business initiative is good selling and good practice
Getting top-level buy-in is relatively easy
Getting action and bums on seats is hard
Framing DM within a business initiative is good selling and good practice
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Plan BPlan B
Vertically integrated DMSVertically integrated DMS
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Plan B approachPlan B approach
Single service lineFocus on efficiencyFull automated business processWorkflow, dashboards, wizardsDetailed business process
requirements
Single service lineFocus on efficiencyFull automated business processWorkflow, dashboards, wizardsDetailed business process
requirements
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Plan B achievementsPlan B achievements
Selection of a DMS application Executive approval of resources Recognition of the role of DMS in
delivering efficiency Understanding of business requirements
But… our national project was trumped by a global initiative
Selection of a DMS application Executive approval of resources Recognition of the role of DMS in
delivering efficiency Understanding of business requirements
But… our national project was trumped by a global initiative
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Plan B issuesPlan B issues
Integration problems with another application in-house professional productoff-line team-working tool
Integration problems with another application in-house professional productoff-line team-working tool
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Plan B commentPlan B comment
The importance of a business-driven agendanot technologynot administrative red tape
The importance of a business-driven agendanot technologynot administrative red tape
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Plan CPlan C
Global standard DMSGlobal standard DMS
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Plan C approachPlan C approach
A single global product standard Document management, content
management, email journaling and records management
Rigorous selection process over 6 months and 3 continents
Strong Australian involvement product assessment evaluation of workflow capability
A single global product standard Document management, content
management, email journaling and records management
Rigorous selection process over 6 months and 3 continents
Strong Australian involvement product assessment evaluation of workflow capability
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Plan C achievementsPlan C achievements
A single DMS product standardDM and RM only
Support network, shared experience
Economies of scaleUnderstanding the importance of
workflowOur national initiative goes global
A single DMS product standardDM and RM only
Support network, shared experience
Economies of scaleUnderstanding the importance of
workflowOur national initiative goes global
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Plan C issuesPlan C issues
Global homogeneity and delay or local initiative, relevance and momentum
Multiple perspectives on DM Limitations of broad technology
agendas Documentation as process rather than
stuff Impact of the IT landscape
Multifunctional EDM systems bump into other IT systems
Global homogeneity and delay or local initiative, relevance and momentum
Multiple perspectives on DM Limitations of broad technology
agendas Documentation as process rather than
stuff Impact of the IT landscape
Multifunctional EDM systems bump into other IT systems
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Plan C commentPlan C comment
Central projects tend to be more technology-driven
Loss of business context Navigating multiple frames
DM, RM, CM, WF IT agendas
data frame Microsoft frames
limitations of the RM frame — documentation as stuff
Central projects tend to be more technology-driven
Loss of business context Navigating multiple frames
DM, RM, CM, WF IT agendas
data frame Microsoft frames
limitations of the RM frame — documentation as stuff
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Plan DPlan D
National generic DMSNational generic DMS
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Plan D approachPlan D approach
Two-phased implementationfirm-wide roll-out of generic DMSdivisional business process
improvement programLimiting technology and change
risksStrong change management
e-mail pilot
Two-phased implementationfirm-wide roll-out of generic DMSdivisional business process
improvement programLimiting technology and change
risksStrong change management
e-mail pilot
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Plan D planned achievementsPlan D planned achievements
Greater staff awareness of their compliance responsibilities
Improved sharing of information across the organisation
Skills in using DMSPlatform for business process
improvement
Greater staff awareness of their compliance responsibilities
Improved sharing of information across the organisation
Skills in using DMSPlatform for business process
improvement
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Plan D issuesPlan D issues
Staff commitment to implementationManagement commitment to
planning, migrating, communicating and training
Conflicted role of DMBusiness owner of EDMS ORSystem deliverer
Staff commitment to implementationManagement commitment to
planning, migrating, communicating and training
Conflicted role of DMBusiness owner of EDMS ORSystem deliverer
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CommentComment
Managing ‘hypocrisy’ (Brunsson)extending involvement in selling
Communication is talk, silence, action and inaction, sequence
Managing ‘hypocrisy’ (Brunsson)extending involvement in selling
Communication is talk, silence, action and inaction, sequence
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Plan EPlan E
Business process developmentBusiness process development
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Plan E approachPlan E approach
Business-initiated projects using DMS workflow practice management system (SAP)
Support with business analystsUsing phases to control scopeGet the business to accept
development risks
Business-initiated projects using DMS workflow practice management system (SAP)
Support with business analystsUsing phases to control scopeGet the business to accept
development risks
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Plan E planned achievementsPlan E planned achievements
Program of efficiency-driven initiatives
In-house BPM capacityElectronic engagement files
scanningprimary record is electronic
Program of efficiency-driven initiatives
In-house BPM capacityElectronic engagement files
scanningprimary record is electronic
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Plan E issuesPlan E issues
Harnessing business initiativeDecentralised management and
resourcingEDMS just one of a suite of
applications
Harnessing business initiativeDecentralised management and
resourcingEDMS just one of a suite of
applications
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Plan E commentPlan E comment
Avoiding technology-driven initiatives
Avoiding technology languageDM and EDMS are intersecting
worlds
Avoiding technology-driven initiatives
Avoiding technology languageDM and EDMS are intersecting
worlds
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ConclusionConclusion
Plans don’t end, they just changeKeep moving through the maturity
model
Plans don’t end, they just changeKeep moving through the maturity
model
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Panel discussionPanel discussion