Digitizing R&D: P&G's Business Transformation Success Story
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#AIIM14 #AIIM14 #AIIM14 Digi$zing R&D: P&G’s Business Transforma$on Success Story Jane Connerton, CRM Corp. Records Manger Procter & Gamble
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Learn how P&G transformed their R&D organization from paper to digital and the methods of engagement needed from all employees across multi-disciplinary teams including; IT, Records Management, the R&D users, and of course senior management. Hear how records management, case management, and technology found harmony.
Transcript of Digitizing R&D: P&G's Business Transformation Success Story
#AIIM14 #AIIM14
#AIIM14
Digi$zing R&D: P&G’s Business Transforma$on Success Story Jane Connerton, CRM
Corp. Records Manger Procter & Gamble
#AIIM14
The Star$ng Point § 7 Individualized (organically grown) site
§ LiHle to no standardizaIon between sites § Mostly paper w/ e-‐Index for tracking § Some electronic – but w/o e-‐workflow § 28 repositories in all, 4 plaTorms § 200+ document types managed § Doc entered w/ up to 15 piece of metadata by expert staff
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The Mission § Grow the central records services for R&D from 7 sites, to 21 global sites § keeping the cost/transacIon flat, or decrease § while moving “completely” electronic day forward § and no increase in headcount -‐ 0, null, nada
§ Oh yeah, and all the informaIon governance requirements like privacy, compliance, validaIon, security, etc, etc.
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The 3 Pillars of Success § Move from 4 plaTorms to single global, robust, document management soluIon
§ Standardize all processes § Drive costs down for standard
transacIons § Make the work standard,
measurable, repeatable § Find a “Partner” to deliver the service
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Single Global Tech PlaTorm
Standard-‐izaIon of Processes and Procedures
Implement Blended Service Model for Delivery
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Focus:
§ Move from a paper storage and retrieval service at the end of the of the lifecycle TO
§ Leveraging our Intellectual Property as a Strategic Advantage in reapplicaIon, strong compliance or regulatory response, and in liIgaIon.
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Juggling the Factors
Technology
People Processes
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The TECHNOLOGY
You are responsible for communica1ng what is needed – IT is responsible for taking the “What” and then develop the “How”!
§ Know what you want! § Meet with stakeholders/customers § Know the industry opIons! § Plan early design sessions to learn about needs
§ AnIcipate IT quesIons! § Provide the details
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Important Steps
§ Define the business problem § Assess your digital landscape
§ Collect document examples § Document mapping § Document the process
§ Document Requirements § Evaluate soluIon’s
§ Learning Plan § Bench mark (document the
learning in a report) § Develop Use Cases § Define the desired user
experience § Use excellent examples § Create Concepts and Mock-‐up’s
§ Create a Prototype § Define roles and responsibiliIes § ConfiguraIon versus
CustomizaIon § TesIng § Tracking changes § CommunicaIon
PLAN THE WORK and WORK THE
PLAN
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Document Examples Collect examples of documents from different groups, func$ons, disciplines, divisions as part of the mapping process
A picture is worth a thousand words!
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Define the desired user experience § Provide examples of exisIng soluIons that help define the
experience that you want for your customers § What is a good example of a soluIon that lets
you order something? § What is a good example of a soluIon that lets
you plan?
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The PROCESS
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The Processes for Records Mgmt
§ How to standardize 7 “similar” processes? § Paint a picture for EVERYONE of the vision § Involve them in the process “own a piece” § K.I.S. – easily repeatable
§ Write SOP’s to govern overall § (who, what, where, when, why)
§ Write Job Aids to cover the details of “HOW” 12
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Meta Data Standardization and Normalization for field names
Mandatory Fields
Document Number
Author
T-Number
Date
Title
GBU
Functional
Area
Document Location
Record Format
Status
Retention
NORMAL
STANDARD
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The Processes for Users § Delight the user!
§ Users are fantasIc researchers and engineers but NOT InformaIon Managers
§ “INNOVATE not ADMINISTRATE” § Drop and Go
§ Same: regardless of what site, business, or record type § VeHed BEFORE design, and again before launch.
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Add UI screen shot
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Processes – Be Visual
User Drops off
User Verifies and adds data
RLM pulls from queue
RLM verifies and adds meta
data
RLM Locks down
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Last, but NOT least The PEOPLE
§ Communicate early, onen, and clearly § People will forget the work, and their role in it.
§ People will _______-‐up any holes you leave § No ownership, no acIon § No benefit, they will work around you
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What’s in it for ME?
§ Users § Have hundreds of tasks a day. Why do this? § Is it easier than before? § What benefits do I see, my department, the
company? (The closer the beHer) § What is someone doing to help ME? § What happens to all the legacy records?
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© CharloHe’s Web
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Communica$on and Commercializa$on § Who, What, When, and How you are going to communicate the new
soluIon: § Your department, Your leadership, Your customers, Your customers
leadership, SupporIng organizaIons (QA/Legal/Safety), etc. § What to communicate:
§ What they need to know § What they need to do § Why they should care § When they need to do something § Tool/Tip and how to get support
§ Make sure to communicate in the right order. You don’t want an end user receiving direcIon before their manager is informed.
§ How will you communicate, email, bulleIn board, digital media displays, smoke signal?
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Bring it all Together
Technology People Processes
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Leadership - Ownership Timing – Not all at once, realistic expectations Communication – can’t get enough Inclusion – Takes a Village “Chunk it” – One step at a time
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