DIGITAL WORKPLACE PROJECT TOP TIPS

David Robertson, UK Sales Engineering Manager

THE PACE OF CHANGE

89%S I N C E 1 9 5 5 , 8 9 %

O F T H E F O RT U N E 5 0 0 A R E G O N E

52%S I N C E 2 0 0 0 , 5 2 %

O F T H E F O RT U N E 5 0 0 A R E G O N E

$15.7 TA I ' S

C O N T R I B U T I O N TO T H E E C O N O M Y

B Y 2 0 3 0PwC

WHERE ARE YOU ON THE I IM SCALEHow Ma tu re i s you r o r g an i s a t i on ?

Do you have a common system where

documents and content is stored?

"Where is everything?!"

Are you leveraging intelligence

services?

"Stupid system."

Is that store a structured one?

"This is a mess."

Can you take your hands off the

wheel?

"Too many manual steps"

There are standard levels for this stuff in self driving cars.

What would this look like for Intelligent Information Management?

CONSIDER THIS. . .

I IM MATURITY

An "Intelligent Information Management Maturity Model"

How do you move from Level 0 to Level 5?

All at once?

A common space for storing information

. . with structure. . with intelligence

. . with automation. . with full "eyes-off"

automation

People can find information, based on what it is, not where it is stored

People can find things, if they know where it is

stored

People 'make do' with

shadow IT Classification is easy & accurateClassifying is

too labourious

People monitor. .

. . each document

. . . in aggregate

IIM Level 0 IIM Level 1 IIM Level 2 IIM Level 3 IIM Level 4 IIM Level 5

Presentation in context

ACROSS THE BUSINESS?

Sales and MarketingFinance

OperationsQuality and Risk

LegalHR

Procurement

IIM Level 0 IIM Level 1 IIM Level 2 IIM Level 3 IIM Level 4 IIM Level 5

THE VISIONBE

AMBITIOUS24 – 36 MONTHS

OUT

VISION STATEMENTS

WHITEBOARD IT

THE MVPMINIMUM –THINK 80:20

RULE

VIABLE – MUST ADD REAL

BUSINESS VALUE

PRODUCT –SUITABLE FOR LIVE SERVICE

KEEP IT SHORT –4 TO 6 MONTHS

MAX

CONSISTENT WITH THE

VISION STATEMENT

EXAMPLE - THE VISION

Sales and MarketingFinance

OperationsQuality and Risk

LegalHR

Procurement

IIM Level 0 IIM Level 1 IIM Level 2 IIM Level 3 IIM Level 4 IIM Level 5

EXAMPLE – THE MVP

Sales and MarketingFinance

OperationsQuality and Risk

LegalHR

Procurement

IIM Level 0 IIM Level 1 IIM Level 2 IIM Level 3 IIM Level 4 IIM Level 5

Thinking about buying. . .

Strategic conversations with thought leaders • give vendors some flexibility around your

strategy

Do you need the RFP• requirements change fast

Ask how a problem can be solved• Allows you to explore different solutions

Ask to see it• "can you show me?"

Still not sure?• Reduce the scope and risk

PROCUREMENT TIPS

Agile instead of waterfall. Continuous Improvement is the order of the dayWhy Agile?

• Delivers usable functionality with each release• Adapts to changing business priorities during the

process• Limits risk for the business and IT teams by limiting

the time and scope of each iteration• Allows budgets to be maintained in a timely

manner• Provides early returns on investment• Maintains user engagement with short focused

sprints• Reduces training and improves user adoption by

increasing user involvement and reducing time from spec to use

HOW TO TACKLE THE PROJECT

Pick flexible solutions so you can build flexible business-oriented solutionsThink platforms which can evolveExtend instead of customise

• Modern solutions offer open APIs and hooking points to integrate your custom solutions

Stay on the upgrade pathTraining as a SubscriptionHOW TO TACKLE

THE PROJECT

"A camel is a horse designed by committee"• Design committees slow review

cycles• . . . and broaden scope

• (remember the MVP objectives)

Instead. . • Select a Product Owner will full

design authority

CAMEL?. . OR HORSE?

THANK YOU

David Robertson, UK Sales Engineering Manager