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