Lo scenario tecnologico nel Knowledge Management

Lo scenario tecnologico nel Knowledge Management 6 Lugllio 2005 Hotel Federico II, Jesi Fabrizio Magnani Relationship Manager fabrizio.magnani@gartner.com

Agenda Gartner at a glance Knowledge Management Cos è e perché è importante Le tre colonne portanti del KM Il KM Maturity Model Scegliete la vostra strategia Le tecnologie a supporto del KM L Hype Cycle Gartner L Enterprise Content Management (ECM) Mito e realtà Evoluzione del mercato Page 2

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Come siamo organizzati Gartner Research & Events: advice for IT professionals, technology companies and technology investors in the form of research reports, briefings or events. Gartner Executive Programs (EXP): adivisory, peer networking services and membership programs designed specifically for CIOs and other senior executives. Gartner Consulting: customized engagements that allow CIOs and other business executives to apply our knowledge to their specific situation, with an emphasis on outsourcing and IT management. Page 4

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Agenda Gartner at a glance Knowledge Management Cos è e perché è importante Le tre colonne portanti del KM Il KM Maturity Model La giusta strategia Le tecnologie a supporto del KM Le tecnologie a supporto del KM: l Hype Cycle Gartner L Enterprise Content Management (ECM) Mito e realtà Evoluzione del mercato Page 6

La risorsa nascosta: il capitale intellettuale More than half of the market value of the average company is intellectual capital. Human Capital what we know, our core competencies Structural Capital processes, IT systems, data, patents, other... Customer Capital relationships, knowledge of customers & markets Source: Intellectual Capital: Realizing Your Company's True Value by Finding Its Hidden Brainpower by Leif Edvinsson and Michael S. Malone Can you absorb the risk of under-managing half your market value?

KM: Cos è? Knowledge Management: un processo business che formalizza la gestione e l utilizzo degli asset intellettuali di un azienda. Personal KM Individuals Group KM Teams Departments Processes Communities Enterprise KM Employees Customers Partners

Perchè è importante formalizzare una strategia di KM? K N O W L E D G E E-mail is the preferred mode of communication and collaboration... Average corporate worker spends 2-4 hrs./day in e-mail High degree of redundancy in e-mail - result is lost productivity (1/3 of e-mail is redundant/unnecessary) High knowledge content in e-mail - high incidence of search for past work and work products; high need to retain past discussion threads and work activity Email is unstructured - hard to prioritize or organize 25-30% CAGR in e-mail volume (2009) Page 9

Il ciclo dell innovazione tecnologica: l effetto BOOTSTRAPPING nel KM Technology Innovation Real-time collaboration E-mail management Instant messaging pulls pulls User Innovation Social networks Wikis Personal KM Person search Home networking and so on... Page 10

Nuovi trends influenzano il KM: l Outsourcing Strategic Knowledge risk is high; take actions to increase core competency levels Knowledge risk is high; need KM to leverage and maintain competency Processes Nonstrategic Knowledge risk is low; don t invest in KM Knowledge risk is high if competency can be retargeted, invest in KM; otherwise, don t invest Noncore Competencies Core Page 11

Le tre colonne portanti del KM (Pillars) Strategia & Intent Goals -- depth and breadth, alignment to business strategy Awareness -- communication of intent Sponsorship and agendas -- continually increased Value proposition -- magnitude and complexity Governance -- content and implementation Funding -- appropriate for intent and timing Infrastruttura Persone Applications -- number and sophistication Processes -- alignment to how we work, process excellence, incentives Roles and responsibilities -- clear and purposeful Management tools -- metrics, reports, analytics, decision support Growing number of users within an application Reaching new users and usage Usage rates and sophistication Adding the next team and the next

Knowledge Management Maturity Model Scope of Three Pillars Continual Improvement Nonexistent Initial Repeatable Defined Managed Optimized 0 1 2 3 4 5 Level of Maturity / Time Page 13

Scegliete la vostra strategia: One Size Does Not Fit All! 1) Support the Company s business strategy 2) It is Achievable! 3) Meet specific, measurable business objectives Customers Partners Process KM Work or Task KM Enterprise KM Business-Unit KM

Misurare la performance del KM Business Goals KM Applications Exploit web channels Innovate Leverage intellectual capital Increase customer loyalty Impl real time management Increase productivity Enterprise portal Customer self-service Product innovation mgmt BI for customer retention Content based products Business Results Measurable results against quantifiable business goals Measure intangibles such as culture of innovation or culture of collaboration KM applications should map to business goals Examples: % of customers using self-service average time to reply to customer requests

Case Study - Ford Motor Company 1995: Best practices replication (BPR) initiated in 1995; moved to Internet in 1996; licensed to Shell in 1998 and more since then. Reported cumulative savings: more than $500 M by 2000; more than $2B by 2002. February 2000 -- PC purchase program for employees. Intended to reach more of the employee base (daily emails), build new skills, and build new processes (ex: email when absent, check benefits) June 2001 -- Implemented Plumtree portal for 200,000 employees; implemented e-room for team collaboration. 2002 savings: $50-60M in North America HR, $2M printing; expense reporting reduced 35%. Established web publishing for dealer service bulletins (cut time by 69% and cost by $1.5 million annually) Online library for employees since 1999 -- Fatbrain (Barnes and Noble) hosts the site. Sept-Dec 2000, web based e-learning for suppliers Many industry innovations and patents: http://www.fordbetterideas.com/tc/home.html Page 16

Agenda Gartner at a glance Knowledge Management Cos è e perché è importante Le tre colonne portanti del KM Il KM Maturity Model Scegliete la vostra strategia Le tecnologie a supporto del KM L Hype Cycle Gartner L Enterprise Content Management (ECM) Mito e realtà Evoluzione del mercato Page 17

Enterprise Content Management (ECM): Mito e realtà ECM Suites The Promise ECM Suites The Reality Imaging Records Management Imaging Workflow Workflow Document Management Document Management Records Management Web Content Management Collaboration Web Content Management Collaboration Page 18

ECM: l infrastruttura Internet Email Fax ERP Devices Altro RM DM WCM Retrieval Workflow Automation DAM Metadata Catalog Imaging Content integration Enterprise Content Repository Application Services Storage Doc. Collab. E-Mail Document Services Records Management Forms Authoring Imaging Transformation Import/Export Indexing Storage Management File Systems Workflow Library Services Search Collaboration Development Kit Publishing Source Storage Integration Etc. Databases, File Systems Media Servers Page 19

ECM: verso l integrazione completa a supporto dei processi di business Medical Examiner Meets With Applicant Applicant Answers Questions Needed for Quote Illustration/ Quote Generated Portals/Imaging/Collaboration solutions, Rules engine Workflow CRM Content Support, Portals, E-Forms Requests for Additional UW Information (Medical, etc.) Workflow, Collaboration UW Documentation Sent to Insurer Application Supplements/ Underwriting Forms Filled Out Workflow Workflow, Collaboration Decision Sent to Agent Lab Work Performed Workflow Results Sent to Insurer Rules engine Underwriting Decision Made Agent Communicates With Applicant EAI, BPM and ECM Cross Multiple Functions Commission Is Paid to Agent Workflow Policy Is Bound Imaging/Document/ Records Management Applicant Agrees To Buy, Pays and Signs Revised Documentation/ Riders Page 20

ECM: l evoluzione verso la fusione dei contenuti con i processi Business Value Horizon 1 Document Management & Collaboration Horizon 2 Content Management and Business Process Management Cost Reduction/Avoidance drives Document Management implementation Ties people and process through workflow Establishes simple repository for imaged and digital documents Content integration with ERP and Portals Process Modeling drives cost out of key business processes Compliance issues drive implementation Information asset discovery and cross-archive searching tools emerge Horizon 3 Content/Process Fusion Smart Enterprise Suites emerge Web services BPM and Content interoperability standards XML becomes ubiquitous, and standard taxonomies become prevalent 2003 2004 2005 2007 Page 21

ECM Suites VS ECM Lite: scegliete la vostra soluzione Le richieste dell azienda: Version control, improved document access, process efficiency, knowledge sharing, intranet/extranet support ECM Suites: Process Centric focuses on Mission Critical documents Breadth of functionality Document archive Enterprise repository Scalability Compliance One-stop shopping ECM Lite: General Office Worker focused IDM, Imaging, RM, Doc Collab - Library services - Document sharing Ease of use Rapid deployment Low cost Limitations: Vendor and platform dependency, code complexities, long implementation cycles, difficult upgrades Limitations: Limited functionality. May require costly options for added functionality (workflow etc.) Page 22

L evoluzione del mercato del ECM: tipologia di soluzioni ad oggi e nel 2010 < 10% desktop penetration ECM Market 2005 > 65% desktop penetration ECM Market 2010 ECM Suite ECM Suite ECM Lite ECM Lite File Servers/Email used IDM File Servers Email as an IDM System Page 23

Anche Open Source ha la sua da dire Page 24

La strada verso l ECM: Guidate con prudenza Infrastructure Application stack dependencies J2EE and.net Content Integration Process Life cycle support Limited instrumentation Change management Tying to structured content Acronym Key WebDAV = Web-Based Distributed Authoring and Versioning JSR = Java Specification Request BPEL4WS = Business Process Execution Language for Web Services 5 Standards Organization XML and Taxonomies WebDAV JSR 170 BPEL4WS Internal ownership Inter-organization Skills maturity Tactical vs. Strategic Cost Road to ECM Success Sponsorship Cost justification/roi Implementation Maintenance 4 Vendors Product approaches Lack of compatibility Vendor viability Page 25

Agenda Gartner at a glance Knowledge Management Cos è e perché è importante Le tre colonne portanti del KM Il KM Maturity Model Scegliete la vostra strategia Le tecnologie a supporto del KM L Hype Cycle Gartner L Enterprise Content Management (ECM) Mito e realtà Evoluzione del mercato Conclusioni Page 26

Raccomandazioni 1)KM: Pick Your Battle! Osservate l evoluzione dei trends nel KM per rivedere ed adeguare continuamente la vostra strategia! Prendete coscienza del livello di maturità della vostra azienda (es. KM Maturity Model) e decidete su quale livello dovrebbe posizionarsi: Comprendete gli elementi che permettono il passaggio allo stadio successivo ed impostate in modo coerente la strategia per il salto di qualità. Individuate lo sponsor interno in base alla maturità del vostro KM. Scegliete la strategia adeguata ed implementabile per la vostra azienda (es. task, department, enterprise). Page 27

Raccomandazioni: 2) ECM Sviluppate un un centro di competenza ed allocate le necessarie risorse (budget e persone). Sviluppate una ECM Architecture allineata ai vostri modelli di Governance IT. Validate la strategia del vostro fornitore di ECM e confrontatelo alle vostre esigenze reali. Scegliete l approccio Best of Breed solo se in grado di controllare l integrazione delle componenti.

Lo scenario tecnologico nel Knowledge Management 6 Lugllio 2005 Hotel Federico II, Jesi Fabrizio Magnani Relationship Manager fabrizio.magnani@gartner.com