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Jumpstart Your 2017 Digital Transformation With A Model Company-Driven Approach

Arend Weil

Digital transformation can be an exciting experience with the right mix of technology, commitment, and leadership. Someone on the executive team sets a company-wide initiative to improve a particular area of the business by using the latest technology. The entire leadership team is committed once they understand the possible outcomes. The workforce, in general, is inspired about the opportunity to simplify their daily work experiences, deliver customer experiences that make a difference, and add value to the bottom line.

Year after year, I see an exponentially growing number of companies putting digital transformation at the center of their corporate strategies. Some are committed to sweeping digital transformation initiatives, while others may take a more conservative “one organization at a time” approach. But no matter their comfort level, there is one common thread that connects these businesses: The fear of wasted time, effort, money, and potential.

And this fear is not made up out of thin air. Each year, enterprises spend US$400 billion on digital projects that do not deliver what they promise, according to a Genpact study. The culprit? Misjudged business transformation strategies.

Now suppose you had a road map that clearly showed the path to digital transformation and a reference solution that demonstrates the feasibility of the ultimate goal – all tailored for your industry or line of business. Could it change your digital transformation narrative for 2017?

Introducing model companies

A model company is a pre-packaged, ready-to-use, end-to-end reference solution, tailored to an industry or line of business. It comprises state-of-the-art applications and proven best practices and encapsulates the experience from successful, real-life digital transformation projects. Embedded in an overall transformation road map and delivered as part of a service, a model company-driven approach enables you to reduce cost, decrease risk, and accelerate adoption.

Here are four ingredients which are, based on my experience, essential to delivering on that promise:

  • A preconfigured solution that includes all required applications, customized settings, and sample data to get started immediately. These components are all prepackaged in a way that lets you decide whether you want to run your model company in the cloud or on premises. No matter which path you choose, you gain quick and easy access to these solutions without consuming limited resources.
  • Relevant business content covering end-to-end processes that encompass the experience and knowledge relevant to your industry, line of business, and business users. Every element is documented in an easy-to-access format to help you understand, adapt, and adopt best practices.
  • Proven accelerators that support configuration guides, test cases, how-to advice on scenarios, process variants, implementable steps, demo scripts, or questionnaires. With these tools, you can make the best use of the solution in an efficient and guided way.
  • Quick-start services that help you become familiar with the model company and unlock the full potential of all related tools, accelerators, and processes. These services are delivered in a manner that allows you to enjoy the hands-on experience very quickly.

The beauty of the model company approach is that you can jumpstart your transformation not just in theory, but hands-on. You can access lessons learned in real systems and move in an agile way – instead of spending your resources and time on commodities. Driven by a model company, your digital strategy can become a detailed map for true innovation.

Get on the path to digital transformation that delivers outcomes

Planning and resolving post-transformation challenges is the toughest battle in the digital transformation journey. Business leaders must choose the right roles and functions to hire or outsource. New operational processes must be created and established. And even the workplace culture should foster a safe environment for information sharing and unprecedented transparency.

All too often, these decisions are nothing more than guesswork. A model company-driven approach can help chart the finer details of your digital strategy with certainty. By injecting a level of standardization into your digital strategy, you can build a future of disruptive value for your business and customers with low-cost implementations of the latest technology, faster time to value, and constant innovation.

The choice is yours: disrupt or be disrupted. Learn more about The Disruptive Effects of Digital Business Models.

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Arend Weil

About Arend Weil

Arend Weil manages the SAP global service portfolio for R&D, engineering, sustainability, and asset management. He is focused on creating service offerings and solutions that increase delivery speed through reuse and repeatability. Latest initiatives include for example cloud based model companies, which combine SAP software innovations with real best practices. Over the course of 20 years, his passion for IT has taken him from the days of C-64 to the Internet of Things.

When It Comes To Transformation, Simple Is Always Best, Get Going, And Move Quickly

Florian Wagner

Many digital maturity assessments exist, but most are quite complex and time consuming or lead toward a specific vendor’s solution. We propose an alternative, much simpler approach, designed to bring quick, clear focus to proven key success factors.

We have found these are particularly useful in executive workshop settings (from large industrial companies, to technology companies, to consumer goods and media players) where the leadership team is trying to gain alignment on whether and how to proceed. The simple assessment questions below are a starting point for the conversations we have with leaders across a range of industries, so are necessarily high-level. The approach focuses efforts on the degree to which maturity has been achieved and strategic actions and next steps, rather than simplistic, tactical snapshots of the status quo. The approach can also serve as a basis for supporting the organizational behavior change many of our clients seek in parallel with their digital transformation.

Leadership

  • To what degree do the CIO and IT recognize the importance of leading/driving a digital business innovation agenda?
  • To what degree is the CIO a key leader of digital business innovation?
  • How mature is IT’s drive of the digital business innovation function and culture?

Digital strategy

  • How well defined is the company-wide, CEO or board-driven business transformation agenda?
  • To what degree has the company committed to a comprehensive digital strategy that is aligned with your business transformation agenda?
  • To what degree does your leadership have a clear portfolio management approach to evaluate the risks and rewards of digital transformation?

Innovation model

  • To what degree do business peers look to IT as their co-innovation partner?
  • To what degree does your innovation model work enterprise-wide through agile, cross-functional teams with a well-managed portfolio of innovations?
  • To what degree is your organization ahead of competitors in its ability to leverage technology to drive innovation and financial results in both business processes and business models?

IT operations

  • To what degree has IT built a roadmap to close its tools and skills gaps between what is required and what is in place today to deliver on your digital strategy?
  • To what degree do business teams leverage IT’s tools and skills to drive digital business innovation ?
  • To what degree does IT blend security, reliability, openness, and agility to support both ongoing operations and innovation?

Platform

  • To what degree does IT have the end-to-end technical and commercial platforms required to facilitate effective digital transformation?
  • To what degree does IT have a clear plan for developing the technology platforms (owning or joining industry platforms, Big Data analytics, and APIs) required to facilitate value creation across your entire ecosystem?
  • To what degree is your organization clear about its relationship to the platform business models emerging in your value ecosystem (own, co-develop, join, counter)?

To ensure long-term success, reassess the factors at the appropriate levels (departmental, enterprise-wide) and cadences (monthly, quarterly, bi-annually).

There are two reasons for keeping this assessment at a very high level at this stage. First, the key to success in digital business innovation is quickly cycling through the build, measure, and learn loop. Assessment is key to the measuring and learning steps. By making the assessment simple, we hope to dramatically increase the frequency of assessment and the speed of your build-measure-learn loop.

Second, a high-level assessment will help CIOs focus their thinking and activity on strategic change rather than on business as usual (often as a tactical service provider to the enterprise). This regular zooming out to gain perspective and clarity is key to the long-term success of digital business leadership.

Benefits of the assessment

In summary, by working through these questions, the assessment can:

  1. Help CIOs begin and manage their transformation journey based on industry best practices and field research
  1. Establish a common, benchmarked framework to clarify the requirements for successful digital transformation
  1. Identify investment opportunities for CIOs to explore in establishing digital business leadership
  1. Define a roadmap and order of operations
  1. Help identify go-forward activities, starting with those that directly drive the final results and those that will require partnership and collaboration

If a far more granular view would be helpful, use SAP’s Digital Innovation and Transformation Assessment.

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Florian Wagner

About Florian Wagner

Florian Wagner is marketing director for IT audience messaging at SAP. Together with his team, he is responsible to address the IT audience and to drive relevant thought leadership topics. He writes about technology trends on digital transformation, cloud and platform strategies with a focus on customer experiences.

Meteo Protect CEO Gabriel Gross: Digitalization Tackles The Last Unmanaged Insurance Risk

Verena Wiszinski

Warm or cold. Wet or dry. Windy or calm. Weather impacts everyone and almost every industry, influencing mood, sales decisions, and activities. With even the most seemingly small variation in temperature, precipitation, or change in wind speed, there is always a potential for major financial implications in sales, revenues, and losses. In fact, US$2 trillion dollars, or 3.5%, of the world’s GDP, can be lost each year due to unexpected weather variations that influence resource supplies and demand for goods and services. Approximately 90% of the world’s 570 million farms (just one of many weather-sensitive business sectors) run the risk of sacrificing up to 50% of their revenue when the weather is too cold or too mild in any given year.

Gabriel Gross, CEO of Meteo Protect, thought that it was absurd for the weather to remain an unpredictable and largely unmanageable insurance risk. Passionate about technology innovation, he decided to invest in the development of a solution that maps large volumes of weather and financial data to define how weather affects a business and test the effect that even the smallest variation from what is considered seasonal weather conditions has on cash flow, profit, and losses.

I had the great fortune to spend some time recently with Gross. We discussed how increased digitalization is changing the insurance customer experience and what role IT teams should play to drive improved predictability and insight.

gabriel gossHow is digital technology transforming the insurance industry and the customers it serves?

Digital transformation is profoundly impacting the insurance industry. Clients are increasingly demanding customized services because they are experiencing increased competition. In turn, insurers are expected to provide accurate and thorough risk analysis, which is the key to providing better pricing. This capability is not just an option that makes clients feel good about doing business with the insurer. It’s about keeping them engaged by offering the level of value they need to stay competitive, namely real-time intelligence that cannot be obtained anywhere else.

This is why we created Meteo Protect. As a fintech company, we have captured that specific value by collecting and processing weather-related data quickly and efficiently. Banks and insurers partner with us to get these insights, which can help them become a competitive player. Without this information, assessing weather risks would continue to be complex, and proactive decision-making helps to minimize related loss in revenue, mindshare, and market share.

For example, our underwriting and pricing platform, Vivaldi, produces real-time risk assessment and hedging solutions using a global weather database. Available as a mobile app, it aggregates weather-related data, analyzes risks, and prices and underwrites policies based on clients’ specifications. This technology enables insurers to sustainably produce a customer experience that is efficient, cost-effective, and fully customized to their unique needs and risk profile. Clients are now empowered to choose their own parameters, purchase individualized products, and agree with transparent pricing terms.

More importantly, the insurance industry is changing. Insurance companies are reducing costs and generating insights that could save businesses – their own and their clients.’ Simultaneously, the role of IT is now at the center of the value that the insurer provides.

Your IT organization plays an integral part of driving digital transformation success for Meteo Protect. How has your IT team evolved to fulfill their new role?

From the beginning, we hired highly skilled, highly educated, and highly reliable technologists. Eventually, we grew to have two separate IT teams: a group of data and weather science experts and a traditional technology staff. Over time, we decided to merge them together because we felt that our data science capabilities – which is our core business – couldn’t progress without the integrated expertise of our technology workforce.

Recently, we decided to move our data, except for client information, to the cloud. This strategic move has increased security and cost predictability. Plus, it allows us to scale our IT operations as we continue to grow and handle more data.

For the insurance industry, customer experience can mean the difference between growth and decline. What should insurers – and digital startups like yourself – consider when they decide to touch this central aspect of digitalization?

The biggest challenge is defining the customer experience itself. Digital transformation journeys are long and complicated, and it’s hard to know which experiential elements are key to the client. Never is a solution created and never upgraded. It’s an evolutionary process as we find ways to improve insights, value, and overall adoption. We don’t do this daily, but I can say that regular updates are made monthly. It’s critical to operate along the fine line between the customer experience and business longevity.

It is also crucial to realign processes and business models with the client’s digital journey. Sometimes, the technology prompts a change in the market or other external players. Other times, it’s the market that triggers an update to match the technology to new ways of working and emerging opportunities.

From my perspective, the IT area is an integral part of both challenges. Often, IT is evolving with new technology that is being developed to fit the reality of ever-changing user needs and requirements. But, there are moments when it ignites a wave of transformation that adds immense value to our business, our clients, and our clients’ clients.

One last piece of advice for anyone looking to begin their digital transformation: get a firm understanding of the digital strategy. Executives must ask themselves whether the goal is to transform the entire company, modernize a particular organization, or completely change an entire industry. In addition, a general understanding of the priorities and pressures within the IT team is essential to understand the level of management and technical capacity that can be afforded to support such a change. And last, but certainly not least, it is essential that the IT leader partners with all affected business functions and engages in consistent, two-way dialogue about business needs and challenges and the possible solutions that can resolve them.

Learn more about mining Data – The Hidden Treasure Inside Your Business.

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Verena Wiszinski

About Verena Wiszinski

Verena Wiszinski is a Senior Integrated Marketing Specialist within the Global IT Audience Marketing team at SAP. She enjoys staying connected with customers and thought leaders and talking first hand with them about their experiences, thoughts, and needs within business transformation.

3 Ways Robots Will Co-Evolve with Humans

Christopher Koch

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Christopher Koch

About Christopher Koch

Christopher Koch is the Editorial Director of the SAP Center for Business Insight. He is an experienced publishing professional, researcher, editor, and writer in business, technology, and B2B marketing. Share your thoughts with Chris on Twitter @Ckochster.

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Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Adam Winfield

About Adam Winfield

Adam Winfield writes about technology, how it's affecting industries, how it's affecting businesses, and how it's affecting people.

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awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Gavin Mooney

About Gavin Mooney

Gavin Mooney is a utilities industry solution specialist for SAP. From a background in Engineering and IT, Gavin has been working in the utilities industry with SAP products for nearly 15 years. He has had the privilege of working with a number of Electricity, Gas and Water Utilities across the globe to implement SAP’s Industry Solution for Utilities. He now works with utilities to help them identify the best way to run simple and run better with SAP's latest products. Gavin loves to network and build lasting business relationships and is passionate about cleantech and the fundamental transformation currently shaking up the utilities industry.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Kris Hansen

About Kris Hansen

Kris Hansen is senior principal, Financial Services for SAP Canada. He is focused on understanding the financial services industry and identifying new and interesting digital opportunities that create disruptive business value.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Wilson Zhu

About Wilson Zhu

Wilson Zhu is a Marketing Manager at SAP. He focuses on the topic of Digital Supply Chain and IoT. Follow him on Twitter: @thezhu.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Roger Noia

About Roger Noia

Roger Noia is the director of Solution Marketing, SAP Jam Collaboration, at SAP. He is responsible for product marketing and sales enablement for our dedicated sales team as well as the broader SAP sales force selling SAP Jam.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Drew Schiller

About Drew Schiller

Drew Schiller co-founded and serves as the Chief Executive Officer of Validic, the leading digital health platform for connecting patient-generated data from apps, wearables, and in-home medical devices to the healthcare system. At Validic, Drew leads the corporate strategy, drives key day-to-day initiatives, and works closely with senior executives at partner organizations to stay ahead of the innovation curve.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

Comments

Carolyn Beal

About Carolyn Beal

Carolyn Beal is senior director of Solution Marketing for Social Software at SAP. Her specialties include product marketing, marketing communications, CRM, and demand generation.

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awareness

Donuts, Content Management and Information Governance

Ina Felsheim

I was on vacation for two weeks, which was awesome, and my girls mainly wanted to do two things:

I had my own list of projects, too. The big one was installing glass tile on the kitchen backsplash. (Grout everywhere. That’s all I’m saying.)

After two weeks of glorious holiday, I sat down to take stock. The old technical writer in me came creeping out, and I began to count how many sets of instructions we followed over the course of the two weeks—more than 15, definitely. And the amazing thing? They were all right. Every. Last. One. From proper application of fabric paint to proper frying temperature for homemade donuts, to putting together a shoe rack that came in 20 pieces.

I’m pretty sure this wouldn’t have happened five years ago. The difference comes from an increased awareness in the importance of great user assistance. Without successful “use,” who’s going to evangelize your product?

Information Governance: Part of a Larger Food Pyramid

In EIM, we have a well-seasoned group of information developers. They apply information governance principles every day:

  • Create a single source of master information (in this case, product step-by-step instructions)
  • Manage versioning of master information (as product updates happen)
  • Survey end-users of the information to gauge quality, freshness, and applicability of master information
  • Establish master information Responsible, Accountable, Consulted, or Informed (RACI) models for owners, reviewers, and informed stakeholders.

Sometimes, we group this knowledge management work into other categories, like content management. However, information governance needs to also be inclusive of these activities; otherwise, how can we be successful? No one can live on donuts alone!

Does your information governance program include content management? Do you have comments about the quality of EIM user assistance (online help, PDFs, printed documentation, etc.)?

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Jayne Landry

About Jayne Landry

Jayne Landry is the global vice president and general manager for Business Intelligence at SAP. Ms. Landry joined Crystal Decisions in 2002 and came into SAP through the Business Objects acquisition in 2007. A seasoned executive with 20+ years of experience in the technology sector, Jayne has held leadership roles in high-tech companies in the CRM, mobility, and cloud applications space. Ms. Landry holds a Bachelor of Commerce degree from the University of Auckland, and has continued executive development with Queen’s University, Ontario, and through work with the Sauder School of Business at the University of British Columbia.

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