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Who’s In Charge of Digital Transformation? You Are!

Timo Elliott

Each year, I present at about 50 conferences around the world, talking to business and IT audiences about the impact of the latest technologies. I’ve been doing this for a long time, but I’ve recently noticed a change.

When I talk about topics such as analytics and Big Data, audiences are clearly looking for lessons learned that they can apply to their own organizations. But now many of my presentations are about digital transformation, and the reaction has been subtly different.

Audiences are still very interested in hearing real-life stories about organizations that have embarked on digital transformation. But the feedback is less “how can I make that work for me?” and more “wow, that’s interesting! I wonder who’s going to do that in my company?” In other words, they think it’s important – for somebody else.

It’s a big difference, because digital business is a big deal. IDC believes that by the end of this year, two-thirds of global companies will have digital transformation at the center of their corporate strategy. And these transformations are changing how companies operate, calling into question the role of today’s IT in tomorrow’s business innovations.

CIOs have always been told to get closer to the business – but now their very survival may depend upon it. New executive titles such as “chief data officer” are proliferating, and Gartner says there are two different types of CIOs emerging: the “chief innovation officers” who spearhead the technology-led business models of the future and the “chief infrastructure officers” who are relegated to looking after the IT plumbing.

IDC’s research shows that digital business has thus far relied on a culture of experimentation and innovation driven primarily by the business and shadow IT – and this is set to continue. For example, Gartner says that in 2017 – for the first time ever – the average chief marketing officer will spend more on technology than the average CIO. These funds are being used to create “islands of innovation” outside the realm of core IT, creating standalone cloud or mobile applications for customer experience, new analytical applications, or new Internet of Things use cases.

The key challenge for traditional CIOs is that these innovation use cases have tended to deliver new revenue streams and significant business value. Instead of “just” enabling business processes and services, technology now creates new ecosystem platforms for partners and new product offers for customers.

This has emphasized the differences between the revenue-generating agile digital business teams and “costly, slow, and inflexible” core IT systems. But the easy innovation wins are coming to an end and consumer expectations are rising. IDC emphasizes that in next phase of digital transformation, having a strong company-wide digital platform will separate the “thrivers” from the “survivors.”

But business leaders and shadow IT have an awful track record when it comes to taking innovation from internal project silos and turning it into a robust corporate standard. The core skills of traditional IT are essential for the next phase of digital transformation success. But IT staff need to step up and lead the creation of these new platforms, not just wait for the business to come to them with fully formed plans.

You may think of yourself as providing data services and support to business users, and that it’s their job to change the way the company does business. But they can’t do it without you. Managing data is the most important strategic skill in your organization, and business people just don’t have the expertise required.

So who’s responsible for digital transformation in your business? You are!

It’s time to Unlock Your Digital Super Powers: Learn how digitization helps companies be Live Businesses.

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About Timo Elliott

Timo Elliott is the VP of Global Innovation Evangelist at SAP. Over the last 25 years, I've presented to Business and IT audiences in over 50 different countries around the world, on themes such as Digital Transformation, Big Data and Analytics, the Internet of Things, the future of Digital Marketing, and the challenges of technology culture change in organizations.

Enterprise Information Management: The Foundational Core Of Digital Transformation Success

Paul Lewis

The definition and implementation of digital transformation has become so muddled that no two organizations are focusing on the same strategies and initiatives. Many companies choose to engage in e-commerce and social media to extend their customer base with engaging, personalized, and round-the-clock shopping experiences. Some eye operational efficiencies through the Internet of Things (IoT) and artificial intelligence. And a growing segment is enticed by game-changing insights from analytics and social sentiments.

No matter the digital strategy, data is the foundation of all of these efforts. The customer experience is about understanding clients and offering services that answer their needs. Decision making requires stored knowledge that can be easily shared, secured, and applied. Operational excellence runs on meaningful insight that drives performance and keeps workers safe.

In digital transformation, every change relies on converting data into actionable decisions. According to Capgemini, companies that act on an enterprise information management (EIM) strategy outperform their rivals by as much as 26%.

The EIM difference in digital transformation

A data point by itself may seem unrelated and inconsequential. But when enterprise data is united and managed as one asset, decision makers finally have trusted, complete, and relevant information they need to seize opportunities and avoid risks that were previously hidden in the background.

One of my clients, Pravine Balkaran, global head of IT at Spin Master, one of the world’s largest toy and media entertainment companies, said it best: “It’s about being able to apply standardization and automation to the entire ecosystem to bring value and move the business forward.”

EIM derives new value by incorporating the traditional functions of data, including business intelligence, data science, analytics, data storage and archiving, data stewardship, and data mobility technology. The more data added, the more valuable the ecosystem becomes – without the complexity commonly experienced when searching for potentially valuable data across a diverse set of existing applications.

By applying EIM to the core of its digital strategy, companies like Spin Master are capturing and coalescing data from a variety of sources and turning it into actionable information to drive better decision making, innovate new products, enter new markets, and encourage a more responsive customer experience.

The EIM road map towards rapid creation of new value

Now for the hard part: Putting EIM into action and at the center of your digital transformation business strategy. There are five things you should do now before moving to a more digitalized and data-driven way of doing business.

1. Inventory available information

Most companies believe that their data resides in core databases and a data model of known entities such as claims, transactions, vendors, and suppliers. Although this is a widely used approach to determining the class of your information, it is only a small part of what you actually own. Structured, unstructured, and semi-structured data; log files; conversations; customer sentiment; and real-time information from suppliers and vendors, for example, should be integrated as part of the overall EIM philosophy.

2. Classify your inventory

Data typically can be classified with one or more of these six attributes:

  • Real-time, streaming data, which potentially comes from machines
  • Static data from production databases
  • Valuable data in real time once stored
  • Realizes value over time and as it changes
  • Relevant to a particular government mandate or legislative concern
  • Objective and relative importance to divisions of the overall enterprise, including customers and the business network

With this exercise, you can begin to understand the function that each data point serves and its usefulness in the future.

3. Encourage the business culture to appreciate the value of discovery

Data-driven decision making is not based on blind faith that data always tells the right story. Rather, it is asking the right questions, and knowing how to dig deep into the data helps us make the connections we need to get an accurate picture of the current situation. Once you discover those nuggets of insight gold, data science and advanced analytics can be applied to pinpoint the appropriate solution. Later, you can leverage data visualization tools to communicate findings and proposed action in a format that is quick and easy for all levels of the enterprise to consume.

4. Shift your focus from yesterday to today and beyond

Traditionally, data analysis is an exercise of looking backward to determine the how, what, when, and why an event happened. However, the pace of change in every aspect of the business has accelerated so much, that it’s rendered this retrospective approach to analytics nearly useless. Real-time access to data allows decision makers to know what’s happening in the moment and how it will impact the future to seize opportunities and mitigate risks.

The path to digital transformation is paved with data

The volume of data generated by people across the entire business network – from employee to consumer and everyone in between – represents a veritable trove of information, insights, and inspiration for innovation. But first, companies need to know where to find this data and how to best apply it to everyday decision making. With EIM, data can be broken down and reassembled into a manageable form that is meaningful, outcome-driven, and transformational.

Learn more about how to uncover Data – The Hidden Treasure Inside Your Business.

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Paul Lewis

About Paul Lewis

Paul Lewis is the Chief Technology Officer in Hitachi for the Americas, responsible for the leading technology trend mastery and evangelism, client executive advocacy, and external delivery of the Hitachi vision and strategy especially related to digital transformation and social innovation. Additionally, Paul contributes to field enablement of data intelligence and analytics; interprets and translates complex technology trends including cloud, mobility, governance, and information management; and represents the Americas region in the Global Technology Office, the Hitachi LTD R&D division. In his role of trusted advisor to the CIO community, Paul’s explicit goal is to ensure clients’ problems are solved and opportunities realized. Paul can be found at his blog, on Twitter, and on LinkedIn.

Business Innovation In Southeast Asia: Can Your Small Business Keep Up?

Roy Wakim

Despite the state of unpredictability and volatility in the world’s most powerful economies, the future looks bright to entrepreneurs in ASEAN member states. Southeast Asian business leaders are now more positive about sales increases, workforce expansion, and investment growth, according to the YPO Global Pulse Confidence Index Survey for Q4 2016.

Perhaps this optimism has a lot to do with the fact that Southeast Asia is one of the most promising emerging markets today, with a consumer class expected to increase from 67 million households in 2010 to 125 million in 2025. Whether you’re a current business owner or just about to start a business in Southeast Asia, you are in the best position to make the most out of this exciting business climate.

Southeast Asia: The region to beat?

In 2013, ASEAN member states—Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand, and Vietnam—produced a combined GDP of USD 2.4 trillion. If it were a single country, it would be the seventh-largest economy in the world. Since its founding in 1967, ASEAN policies towards integration and liberalised trading deals within and outside the region have spurred economic growth as well as resilience against external shocks. Average government debt in the region, at 50 percent, remains a lot lower than the United States or the United Kingdom.

Investor confidence in the region has outpaced even its strong neighbour China, as foreign direct investment (FDI) inflows in the ASEAN-5 countries (Indonesia, Malaysia, the Philippines, Singapore, and Thailand) increased by 7 percent in 2013 with USD 128.4 billion in FDI receipts. China had only  USD 117.6 billion.

Furthermore, business executives from the United States look forward to increased profits in their Southeast Asian operations in 2017, according to the latest ASEAN Business Outlook Survey. Although the withdrawal of the United States from the Trans-Pacific Partnership may affect future American business prospects, it may open up opportunities for other potential trade deals such as the Regional Comprehensive Economic Partnership, which includes the 10 ASEAN member states as well as trading partners China, India, Japan, Korea, Australia, and New Zealand.

And while China’s e-commerce landscape is largely monopolised by big players such as Alibaba and WeChat, Southeast Asia remains a fertile ground for Internet businesses, with no single player dominating its diverse market. With its 260-million-strong Internet user base expected to increase to 480 million in 2020, Southeast Asia’s Internet economy may be worth over USD 200 billion by 2025.

The rapid growth of small and midsize businesses in Southeast Asia

According to a 2015 report by the US-ASEAN Business Alliance for Competitive Small and Medium Sized Enterprises, small and medium enterprises (SMEs) comprise 96 percent of firms in ASEAN member states. Despite today’s many economic challenges, SMEs have experienced unprecedented growth in the region.

SMEs in Malaysia, for instance, have significantly contributed to the overall growth rate in ASEAN, contributing at least 30 percent to its own GDP, with SMEs alone growing at a rate of 8.4 percent. SMEs account for almost 50 percent of the country’s labour force, with most engaged in the services sector.

According to a report from Economics World, SMEs in Indonesia have made qualitative and quantitative strides for the country’s overall economy. Employment generation is one of the most significant contributions of Indonesian SMEs. They have always employed more than 96 percent of the country’s workforce, while consistently contributing no less than 50 percent to the country’s GDP.

While information on SME’s economic contribution in the Philippines is limited, the latest data from the Department of Trade and Industry shows that SMEs contributed to 25 percent of its exports in 2014. SMEs in the Philippines generated a total of 4.8 million jobs in 2014, which made up 62 percent of the total labour force.

Potentially the most promising emerging economy in Southeast Asia in the near future, Vietnam is estimated to experience up to 10 percent annual growth rates by 2025. A huge part of this growth is expected to come from SMEs, which have experienced an average of 20 percent profit growth rates over the past few years. A report from The Asia Foundation states that SMEs in Vietnam contribute over 40 percent to the country’s GDP, employ 77 percent of the workforce, and make up 80 percent of the entire retail market.

Meanwhile, in Singapore, 59 percent of polled businesses have experienced growth in 2015, despite economic uncertainty within the business community, according to the CPA Australia report.

Boosting business innovation among SMEs in Southeast Asia

The growing role of SMEs in any region’s overall economic development can be attributed to two separate but interrelated factors: policies and technology.

The implementation of the ASEAN Economic Community (AEC) in 2015, for example, opens up SMEs to a larger potential consumer base. As ASEAN member states integrate into a single market and production base, businesses can access much larger markets than before, rather than being limited to a single market within the country.

As for technology expansion? According to the 2014 ASEAN SME Policy Index, SMEs still face challenges accessing technology, finance, and competitive markets. In fact, the study shows that the biggest policy gap in the region is the promotion of technology and technology transfer in the different stages of a typical SME life cycle.

A country worth emulating in terms of technology adoption is Singapore, which ranks first among the most tech-ready countries in the world and is also the most innovative in Asia. Even non-tech firms in this city-state have embraced the digital revolution, taking advantage of social media, business analytics, and enterprise mobility.

If you’re an SME owner or aspiring entrepreneur in Southeast Asia, you need to maximise the existing technology infrastructure to grow your small business. While the Southeast Asian business landscape is ripe for SMEs, the environment is also getting more and more competitive. Business firms and even governments are aggressively moving towards modernisation and trade liberalisation, chasing the e-commerce “gold rush” and capturing markets even beyond national borders.

So, even with a growing potential customer base, solid technological infrastructure, and supportive policy environment, competing in this exciting business era may produce new challenges. A sudden increase in your customer base, for instance, may burden your staff, especially your customer service, IT, and finance personnel. Such disruptions, although generally positive, may compromise customer service as well as the quality of goods and/or services, making your business lose its momentum in the process.

How to modernise your small business with cloud ERP

To address these issues, SMEs can harness the benefits of technology. Free flow of information through digitised platforms improves not only business-to-customer communications but also business-to-business transactions. SMEs can also benefit from online payment solutions, as customers become more mobile and digitally savvy. Tools that improve day-to-day tasks help streamline business processes, speeding up workflows and improving service delivery. To ease the need for physical technology infrastructure while improving data security, more firms are turning to cloud-based enterprise resource planning (ERP) solutions.

Different aspects of your business like customer relationship management, finance, and supply chain management can benefit from cloud-based ERP solutions in several ways:

  1. More room for innovation and expansion. A cloud-based ERP solution can take multiple aspects of your business into a single platform that is more customisable as your business grows and diversifies. As processes are streamlined, information flows faster and more smoothly, allowing you to make quicker business decisions. It also frees up your technological infrastructure while reducing labour costs typically spent for IT professionals responsible for network maintenance.
  1. Minimised costs from interruptions and glitches. Running a business will not always be smooth-sailing. A lot of business owners and managers end up spending too much time making sure that everything is running perfectly, on top of the time spent solving actual problems. A system that quickly identifies glitches, such as past due bills, late shipments, or accounting anomalies, allows business owners and managers to focus more on solving problems while spending less time finding them.
  1. Integration with old systems. Along with business expansion comes the need to modify and customise existing ERP systems. Older ERP systems, however, may not have this capability. Switching to an entirely different platform can also be costly, especially for SMEs. A good cloud-based ERP allows you to keep existing data and processes from old systems while allowing you to adapt to changing business needs through new, expanded ERP solutions.
  1. Realtime data visibility. As transactions are stored in the cloud in real time, cloud-based and mobile-enabled ERP solutions allow business owners and managers to access their business data anywhere—even on their mobile devices in the middle of rush hour traffic. This facilitates faster, smarter business decisions necessary in a fast-paced business climate.

Without realising the potential opportunity costs, a lot of SME owners initially hesitate to grow their business with cloud-based ERP. SMEs may risk getting left behind, not only by their larger counterparts but also by other SMEs that choose to invest in cloud computing technology. With a conducive policy environment and thriving business landscape, now is the best time to take advantage of the potential gains from modernising your business.

To maximise your SMEs potential in todays rapidly changing business climate, explore SAP Business One and how it perfectly suits your business needs.

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Roy Wakim

About Roy Wakim

Roy Wakim is Director of SAP Business One (Southeast Asia)at SAP. He is responsible for the growth and expansion of this ERP solution within the region. Roy has 15 years of leadership experience, driving innovative sales strategies and execution across Asia Pacific. He has an MTech degree in Technology Management from the University of Western Sydney.

How Emotionally Aware Computing Can Bring Happiness to Your Organization

Christopher Koch


Do you feel me?

Just as once-novel voice recognition technology is now a ubiquitous part of human–machine relationships, so too could mood recognition technology (aka “affective computing”) soon pervade digital interactions.

Through the application of machine learning, Big Data inputs, image recognition, sensors, and in some cases robotics, artificially intelligent systems hunt for affective clues: widened eyes, quickened speech, and crossed arms, as well as heart rate or skin changes.




Emotions are big business

The global affective computing market is estimated to grow from just over US$9.3 billion a year in 2015 to more than $42.5 billion by 2020.

Source: “Affective Computing Market 2015 – Technology, Software, Hardware, Vertical, & Regional Forecasts to 2020 for the $42 Billion Industry” (Research and Markets, 2015)

Customer experience is the sweet spot

Forrester found that emotion was the number-one factor in determining customer loyalty in 17 out of the 18 industries it surveyed – far more important than the ease or effectiveness of customers’ interactions with a company.


Source: “You Can’t Afford to Overlook Your Customers’ Emotional Experience” (Forrester, 2015)


Humana gets an emotional clue

Source: “Artificial Intelligence Helps Humana Avoid Call Center Meltdowns” (The Wall Street Journal, October 27, 2016)

Insurer Humana uses artificial intelligence software that can detect conversational cues to guide call-center workers through difficult customer calls. The system recognizes that a steady rise in the pitch of a customer’s voice or instances of agent and customer talking over one another are causes for concern.

The system has led to hard results: Humana says it has seen an 28% improvement in customer satisfaction, a 63% improvement in agent engagement, and a 6% improvement in first-contact resolution.


Spread happiness across the organization

Source: “Happiness and Productivity” (University of Warwick, February 10, 2014)

Employers could monitor employee moods to make organizational adjustments that increase productivity, effectiveness, and satisfaction. Happy employees are around 12% more productive.




Walking on emotional eggshells

Whether customers and employees will be comfortable having their emotions logged and broadcast by companies is an open question. Customers may find some uses of affective computing creepy or, worse, predatory. Be sure to get their permission.


Other limiting factors

The availability of the data required to infer a person’s emotional state is still limited. Further, it can be difficult to capture all the physical cues that may be relevant to an interaction, such as facial expression, tone of voice, or posture.



Get a head start


Discover the data

Companies should determine what inferences about mental states they want the system to make and how accurately those inferences can be made using the inputs available.


Work with IT

Involve IT and engineering groups to figure out the challenges of integrating with existing systems for collecting, assimilating, and analyzing large volumes of emotional data.


Consider the complexity

Some emotions may be more difficult to discern or respond to. Context is also key. An emotionally aware machine would need to respond differently to frustration in a user in an educational setting than to frustration in a user in a vehicle.

 


 

download arrowTo learn more about how affective computing can help your organization, read the feature story Empathy: The Killer App for Artificial Intelligence.


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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

About Mark Chesterman

Mark Chesterman is a drone enthusiast. He aspires to becoming a force to be reckoned with in this field. His passion for drones started after buying a simple quadcopter model and getting a passion for aerial photography. Mark recently started the Droneista project. The website offers useful advice for anyone who wants to learn how to choose a drone or how to fly with it. Also, Droneista focuses on extensive reviews.

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

About Jacqueline Prause

Jacqueline Prause is the Senior Managing Editor of Media Channels at SAP. She writes, edits, and coordinates journalistic content for SAP.info, SAP's global online news magazine for customers, partners, and business influencers .

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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

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

About Granner Smith

Granner Smith is a Professional writer and writes for various topics like social,technology,fashion, health and home improvement etc. I have experience in this field. So I would like to share my knowledge with your blog to help people to learn something new.

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

About Michael Brenner

Michael Brenner is a globally-recognized keynote speaker, author of  The Content Formula and the CEO of Marketing Insider GroupHe has worked in leadership positions in sales and marketing for global brands like SAP and Nielsen, as well as for thriving startups. Today, Michael shares his passion on leadership and marketing strategies that deliver customer value and business impact. He is recognized by the Huffington Post as a Top Business Keynote Speaker and   a top  CMO influencer by Forbes.

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

About Paul Gilbert

Paul Gilbert is a professional blogger, an enthusiast who loves to write on several niches.

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

Andy David

About Andy David

Andy David is Director of Healthcare, Life Sciences, and Postal Industry Markets for the Asia-Pacific Japan region at SAP. He has more than 14 years of professional experience in IT applications for government, health, and manufacturing industries. He has been working with Public Sector organisation for over 12 years. As a member of the Public Sector team for Asia Pacific and Japan, Andy plays a pivotal role in determining the strategy across the region, which covers market analysis, business development, and customer reference, and building the SAP brand.

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

Erin Giordano

About Erin Giordano

Erin Giordano is senior marketing manager, Enterprise for Concur, and has held various strategic positions that have helped global companies succeed in their thought leadership and business expansion efforts. Her areas of expertise range in topics from duty of care to global mobility spanning multiple industries.

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

About David Trites

David Trites is a Director of SAP Global Marketing. He is responsible for producing interesting and compelling customer stories that will humanize the SAP brand, support sales and marketing teams across SAP, and increase the awareness of SAP in key markets.

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

Harin Nanayakkaara

About Harin Nanayakkaara

Harin Nanayakkaara is part of attune’s leadership team and heads the global marketing, branding and communication efforts. He is passionate about technology and its role in shaping the fashion landscape, and has worked closely on delivering business value to clients such as Crocs and Brooks Brothers.

Tags:

awareness