Sections

5 Supply Chain And Digital Economy Myths Debunked

Richard Howells

The digital economy is presenting businesses with myriad opportunities. But to capitalize on these prospects, companies must be willing to adapt, particularly in regard to how they manage their existing supply chain operations.

While people are finally beginning to recognize the potential benefits that come with the digital economy, too few companies are digitizing their operations in an effort to thrive in this dynamic environment. In fact, according to SAP research, 71% of organizations consider their digital maturity levels to be in the “early” or “developing” stages.

Given that fact, it’s entirely possible that people still don’t fully grasp the importance of transforming their existing business models and processes to succeed in today’s digital economy.

Below are five statements related to the digital economy and supply chain that many people believe to be true – and an explanation on why they are, indeed, false.

Myth #1: Your existing supply chain is sufficient to help you thrive in the digital economy

“To win in the digital economy,” says Hans Thalbauer, senior vice president of extended supply chain at SAP, “we have to reimagine how we design, plan, make, deliver, and operate our products and assets.”

Companies must put themselves in a position to develop environments in which they can access and manage data and processes in real time. This requires transforming your traditional supply chain into a digitized, extended supply chain, one that enables your business to be more connected, intelligent, responsive, and predictive.

By reimagining your existing supply chain, you can deliver superior customer experiences and increase revenue. In fact, companies that adapt to the digital world are 26% more profitable than their industry peers, according to MIT Sloan research.

Myth #2: Customers aren’t willing to pay for better experiences

Today’s customers crave a new type of experience. Omnichannel solutions can provide this, enabling buyers to discover a product online, research it on a mobile device, and purchase it in a retail store.

Given that these capabilities exist, your company needs to ensure it can deliver on the omnichannel fulfillment promise. To achieve this, the different channels must be able to support the development and/or delivery of goods, based on each individual customer’s preferences.

Customers are so eager for a better purchasing experience, 86% of them are willing to pay more money to get it, according to a 2014 American Express and Ebiquity survey.

By reimagining your existing supply chain and transforming it into a digitized, extended supply chain, you can gain the real-time insight you need to enable customer-centric processes and truly satisfy your buyers.

Myth #3: Customers love mass-produced products

Each and every one of your customers is wholly unique. So it’s no surprise that buyers are increasingly seeking out products that are customized to their individual preferences and needs.

Forty-two percent of consumers are interested in technology to customize and personalize products, and 19% are willing to pay a 10% price premium to individualize products, according to a Deloitte research study.

This growing demand for product customization is challenging companies considerably. Traditionally, supply chain organizations merely had to manufacture and/or ship full pallets of identical goods. Now, they’re tasked with delivering a lot size of one.

To support your customers’ growing desire for individualized products, your business must transform how it designs, produces, and delivers goods and services. It must embrace the latest technologies, harnessing the power of the Internet of Things (IoT), 3D printing, and other cutting-edge innovations.

By adopting a digital supply chain and smart manufacturing techniques, you can enable greater connectivity, responsiveness, agility, and reliability, empowering you to better meet your customers’ demands for individualized products.

Myth #4: Businesses can’t benefit from the sharing economy

The sharing economy revolves around the sharing of human and physical resources. Generally, consumers love it. Businesses, on the other hand, view it with great skepticism, wondering how it can actually benefit their companies.

At the heart of the sharing economy lies connectivity. When everything is connected, you can collaborate like never before.

Through the sharing economy, you can better link your organization with manufacturers, logistics service providers, and other partners. This larger business network enables companies to capitalize on their partners’ resources, expand their reach, innovate, and improve customer service.

Taking full advantage of a connected enterprise of companies requires putting an extended supply chain at the core of your operations. This allows you to have greater visibility into various customer, supplier, manufacturer, and other insights, ensuring you can improve decision making and respond to in-the-moment changes and demands.

Networked businesses, according to McKinsey & Company, are 50% more likely than their peers to be market leaders.

Myth #5: You simply cannot overcome resource scarcity

Resources are declining globally. Raw materials such as water, minerals, oil, and gas are becoming increasingly difficult to obtain. Human talent is also growing scarcer, as employees lack the requisite skills to manage the data that comes with running digitized, extended supply chains.

Today’s organizations need to begin building sustainability into their business processes. From a talent perspective, companies can achieve this a number of ways, from deploying a contingent labor force to replacing certain roles with robotics. To combat resource scarcity, manufacturers must start doing more with less, leveraging alternate sources of energy and reused or recycled materials.

Finally, another key to ensuring your organization is run in a sustainable manner is to emphasize safety and risk management. Protecting your staff from harm and your resources from damage go hand in hand with your company’s long-term success.

The truth about prospering in today’s complex digital economy

Now that you’ve read a few myths about the digital economy and supply chain, here’s an undeniable truth: Digital transformation is the only tried-and-true way to survive and thrive in today’s dynamic new environment.

Whether providing a superior customer experience, delivering the individualized products your buyers yearn for, or overcoming resource scarcity, only digitization can ensure you possess the capabilities necessary to realize your greatest business goals.

Download this free white paper, Digitizing the Extended Supply Chain, to further explore how your enterprise can combat complexity and accelerate growth in today’s complex digital economy.

This blog was originally published on SCW Magazine

Comments

About Richard Howells

Richard Howells is a Vice President at SAP responsible for the positioning, messaging, AR , PR and go-to market activities for the SAP Supply Chain solutions.

Lenovo’s “Disciplined” Supply Chain Drives Global Leadership

John Ward

“Lenovo’s been the number one PC company for over three years now,” says Gerry Smith, an executive vice president at Lenovo and president of its Data Center Group, in a recent video.

In fact, Lenovo’s 2015 PC sales represented about 20% of total market share according to Gartner.

That’s a pretty remarkable accomplishment for a company that The Wall Street Journal, described, “as recently as 2005… was a little-known computer maker that sold only in China.”

But a lot has changed in the past 10 years or so – especially in Lenovo’s now worldwide supply chain.

These days, Lenovo has operations in 60 countries, customers around the planet, and it relies on a revamped supply chain driven by such thoroughly modern imperatives as sustainability, product security, real-time planning, and customer-centricity.

Major acquisitions deliver global growth

Lenovo’s dramatic growth has made headlines. In 2005, the company bought IBM’s personal computer business. Then, in 2014 came the acquisitions of both IBM’s Intel-based server business and Motorola Mobility.

And as a result of such bold moves, Lenovo has had to adapt to an increasingly global marketplace and a growing list of international standards and regulations.

As part of an integrated response to its full-scale globalization, Lenovo has established comprehensive sustainability programs across its broad supply chain. These initiatives address operations from internal manufacturing to packaging and logistics. Still other programs help Lenovo evaluate external suppliers on criteria such as employee working conditions, environmental footprint, and the use of environmentally preferred materials. In total, Lenovo reports that it uses more than 25 key indicators to measure vendor transparency, commitment, and performance.

“Working with trusted suppliers – as well as owning and running our own factories – promotes end-to-end security in Lenovo’s supply chain,” says Smith. “These controls help us ensure that products are built with components from known suppliers, guard against hijacking, and protect against compromised firmware updates once our products are deployed.”

Process efficiency is part of the plan

Lenovo’s global supply chain strategy also employs solutions designed to optimize process efficiency. For example, Lenovo implemented an advanced planning and optimization component on an in-memory computing platform to help plan and execute supply chain processes for the newly acquired server business. Additionally, the company partnered  co-developed new applications that support supplier collaboration and help to perform cost forecasting calculations in near real-time.

“We’ve dramatically improved our supply chain performance,” says Smith, “reducing our planning time from 10 hours to 10 minutes.”

As Smith sees it, Lenovo has all the tools in place “to make our supply chain, not only the best PC and server supply chain in the world, but one of the best supply chains across all industries.”

Others obviously agree with Smith’s assessment.

Gartner named Lenovo among its top 25 supply chain companies for 2016. In particular, Gartner cites the high-tech company for the “disciplined approach” it took to integrate its supply chain in the wake of recent acquisitions.

Gartner also notes that Lenovo’s supply chain team ran specific programs to enhance customer experience and operational excellence – like the creation of a customer social/digital platform for key global accounts that presents content tailored to each customer’s preference in terms of order status, new product information, and technical support information. Further, Gartner highlights the fact that Lenovo assigns a supply chain staff member as an executive sponsor for each major account.

A lot has changed since Lenovo was a little-known computer maker that sold only in China.

Please follow me on Twitter at @JohnGWard3.

  • Hear more from Lenovo’s Gerry Smith in this SAP video.
  • Read more about how Lenovo is optimizing supply chain efficiency in this SAP Business Transformation Study.

This story originally appeared on Business Trends on the SAP Community.

Comments

How Prepared Is Your Organization For Supply Chain Disruption?

Marcell Vollmer

Driven by demand for lower manufacturing costs and access to specialist capabilities and technologies, most supply-chain operations rely on a complex mix of large and small businesses. Every single one of these companies depends on each other to deliver as promised, and shares information, advice, and data – all on a mission to provide quality products and services to the end consumer. And as beneficial as these large supplier networks are, they risk bringing the operation to a complete standstill.

Although it is common sense to protect supply chains from severe and costly disruption, many executives compromise this wisdom to provide service levels and products that customers demand while optimizing profitability. Yet growing awareness of reputation, brand issues, and supplier sustainability and labor practices are shedding light on the underlying risks of today’s supply chains.

Emerging risks that could impact your supply chain in 2017 and beyond

In recent years, procurement organizations have focused on making supply chains leaner, more responsive, and highly cost-effective. In turn, businesses can operate with as little inventory in stock as possible and get the right products to the right customers at the right time. However, these advantages are often eaten away by the growing vulnerability and rising risk of damaging disruption of the supplier network.

Because very little inventory is available to act as a buffer against lost manufacturing time and low productivity, hiccups and failure anywhere in the supply chain could potentially impact the entire value chain. And it’s not just direct suppliers that present concern; in fact, greater risk may reside within a supplier’s network of suppliers.

Such impactful disruptions can arise from a number of sources, including:

  • Natural catastrophes: The output of magnetic hard drives declined 30% worldwide when Thailand suffered widespread flooding after months of unusually heavy rainfall.
  • Human-made disasters: The radiation leak at the Fukushima Daiichi nuclear plant, following an earthquake, contaminated the local food chain and created a global ripple effect of severe price spikes, falling stock prices, and component shortages.
  • Supplier delivery delays: Reliance on a single supplier impacted 28,000 employees across six out of Volkswagen’s ten factories in Germany when its seat-cover provider did not deliver on time – leading to a €100 million loss in revenue.
  • Financial or economic crisis: After Lehman Brothers announced its bankruptcy in 2008, the manufacturing sector suffered a significant drop in customer orders of up to 42%, collapsing entire supply chains as a growing number of providers went out of business.
  • Government regulations: An ever-growing set of local, national, and international mandates impact everything from operational processes to product ingredients, especially restrictions on chemicals, hazardous substances, and suppliers financing conflicts and terrorist organizations.

These are just a few of the many incidents that have given chief procurement officers (CPOs) great cause for concern. Even cyber hackers are tricking employees to unintentionally make fraudulent wire transfers, steal or corrupt information, and disrupt operations of multiple businesses.

How procurement can help prevent supply chain disruption

Risk is often manifested in supplier-related issues that present challenging dilemmas for the procurement function. It may seem easier to resolve the problem by identifying and onboarding alternative suppliers, but very rarely is this the case. What’s needed is a clear understanding of which factors drive inventory and how to best manage any looming risks.

Such clarity is possible only with an end-to-end view of the entire supply chain. However, most procurement organizations are unable to achieve such visibility due to:

  • Information residing in multiple systems – internally and externally – that are not tied to each other
  • Fragmented processes that are forcing procurement to work with multiple lines of business individually to maintain due diligence that comes from ongoing process monitoring
  • Risk management processes that cannot be scaled beyond top suppliers to address secondary and tertiary suppliers

Supply chains may be complex, but they don’t have to be unpredictable. By automating and integrating technology into other corporate systems, CPOs can have a better sense of the overall purchasing life cycle. They can precisely correlate how cost savings can impact quality, operations, and delivery. Supplier performance is auditable so that the company can help ensure that every business contributing to the value chain is compliant with all government regulations, corporate policies, and labor practices. More important, procurement can intelligently sense emerging disturbances and define a strategy to counteract them before they occur.

By understanding the how, where, what, and why behind every supplier decision and using tools to measure, report, and validate perceived advantages, businesses can engage a comprehensive risk management program that drives continuous operations, increases reputational and investor value, and improves accountability for the overall chain. Accurate and up-to-date supplier information for all your trading partnerships, readily accessible across your organization—that’s what you need to manage supplier performance and risk.

The thing is, without the help of technology you’ll have a hard time getting your hands on it. Because you’re managing hundreds – if not thousands – of relationships, with new suppliers coming online in the digital economy every day.

For more insight on supply chain management, see Conquer Supply Chain Resource Scarcity With These 7 Technologies.

 

Comments

Marcell Vollmer

About Marcell Vollmer

Marcell Vollmer is the Chief Digital Officer for SAP Ariba (SAP). He is responsible for helping customers digitalize their supply chain. Prior to this role, Marcell was the Chief Operating Officer for SAP Ariba, enabling the company to setup a startup within the larger SAP business. He was also the Chief Procurement Officer at SAP SE, where he transformed the global procurement organization towards a strategic, end-to-end driven organization, which runs SAP Ariba and SAP Fieldglass solutions, as well as Concur technologies in the cloud. Marcell has more than 20 years of experience in working in international companies, starting with DHL where he delivered multiple supply chain optimization projects.

3 Ways Robots Will Co-Evolve with Humans

Christopher Koch

Comments

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.

Tags:

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

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.

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

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.

Tags:

awareness

Donuts, Content Management and Information Governance

Ina Felsheim and Michael Rander

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

Rick Knowles

About Rick Knowles

Rick Knowles is senior vice president (SVP) and general manager (GM) of the partnership between SAP SE and Apple, Inc. In this role, he oversees the strategic roadmap in building state-of-the-art applications for some of the most complex business systems in the world. Rick has been with SAP for close to 20 years, where he has held executive positions such as SVP and chief of staff, GM of One Customer Experience, and SVP and chief operating officer for SAP Americas, the company’s largest geographic market. You can follow him on Twitter @RickKnowlesSAP.

About Michael Rander

Michael Rander is the Global Research Director for Future Of Work at SAP. He is an experienced project manager, strategic and competitive market researcher, operations manager as well as an avid photographer, athlete, traveler and entrepreneur. Share your thoughts with Michael on Twitter @michaelrander.

Tags:

awareness