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Knowledge Workers: Methods – Toronto, Wednesday, July 13, 2011
Martin Sumner-SmithVP, EA
How do social technologies change knowledge worker business processes?
Rev 2.0 01102010 Copyright © Open Text Corporation. All rights reserved.
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Martin Sumner-SmithVice President, Enterprise Architecture, OpenText
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Abstract
Knowledge workers represent an increasing proportion of staff in many organizations. However, the nature of knowledge work and the best way to support it with appropriate technologies is seldom clear. What is clear is that knowledge work is completely dependent on social interactions during both the creation and deployment phases. New approaches to social networking may prove to be very useful to knowledge workers. Although they have not received much consideration they likely represent one of the keys to competitive differentiation in the marketplace.
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Context
The Enterprise Content Management (ECM) field has traditionally addressed:
Unstructured data = Content
Unstructured processes
Knowledge Management
Is still a hybrid between paper & electronic in many processes
It is merging with Process Management
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ECM now encompasses previously disparate technologies
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Every thing that can be digital, is
eventually becoming digital
Every thing that can be digital, is eventually
becoming digital
6
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Gartner ECM Magic Quadrant
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P-P-Information or P-P-Content?
Processes
Content People
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Information Spectrum
Content
StructuredUnstructured
$ # Data
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Process Dimension
Social
Business Process/Time
BPM , Workflow Collaboration
Structured/OrderedUnstructured
Exceptions cost
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Val
ue
Stage of Maturity
Best of Breed(Specialized components)
Business Process centric ECM
(Content embedded in business process)
ECM Suite (Integrated solution)
Increase Efficiency Reduce Cost Reduce Compliance Risk
ECM Solutions Becoming an Integral Part of Core Business Processes
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Accounts payable (invoices)
Project management
Legal
HR
Sales/CRM
Maintenance/asset management
Customer service
Quality control
Case management
Procurement
0% 2% 4% 6% 8% 10% 12% 14%
In your organization, which business process is currently the most in need of integration with content/document management (N=120)
Productivity benefits of linking documents and transaction workflows
0% 10% 20% 30% 40% 50% 60% 70%
Customer service improvement from immediate access to all related content
Knowledge-sharing benefits of universal staff access to information
Compliance benefit of consistent records management across all data
Higher level of quality, less mistakes from manual cross-reference
Improved storage management and resilience
Commercial/strategic benefit of combined access to structured and unstructured data
Which of the following would you say are the TWO biggest benefits of linking ECM with ERP and CRM (N=296)
Business Processes in Greatest Need of Integration with ECM
Greatest Benefits from Integrating ECM with Business Processes
Source: AIIM White Paper Connecting ERP and ECM: Measuring the Benefits
ECM – ERP Priorities
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The ThreePrimary Dimensions
Structured InformationUnstructured
Formal People Org.Informal
Str
uctu
red
Pro
cess
Uns
truc
ture
d
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“Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scientists, and others whose jobs consist primarily of interactions—with other employees, customers, and suppliers—and complex decision making based on knowledge and judgment.”
15
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Content & Collaboration in Processes
Context
Notification
Context
Notification
Work Product
Search Consultation
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Example: Case Management
17
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Copyright © Open Text Corporation. All rights reserved. Slide 18
Process OverviewStep 3Step 3Step 2Step 2Step 1Step 1
People- Administrators- Coordinators- Secretaries
Process StepCase Received- Scan (if paper)- Index- Register- Review and assign
(skip to step 3) or assign for review (go to step 2)
ContentCase request:- scanned copy of
correspondence;- Email- MS Office document- phone inquiry
transcriptCase metadata (index
number)
People- Administrators- Coordinators- Secretaries
Process StepCase Received- Scan (if paper)- Index- Register- Review and assign
(skip to step 3) or assign for review (go to step 2)
ContentCase request:- scanned copy of
correspondence;- Email- MS Office document- phone inquiry
transcriptCase metadata (index
number)
People- Administrators- Lawyers- Social Workers- Human Resources- Complaints Boards
Process StepCase Review- Task and resource
assignment
Content- Case files- Status tracking- Tasks- Event management
and scheduling (timetables)
- Reference data – may be unstructured and structured i.e. similar files, cases, complaints, model letters, reports, records, correspondence, financial data, academic data, etc)
People- Administrators- Lawyers- Social Workers- Human Resources- Complaints Boards
Process StepCase Review- Task and resource
assignment
Content- Case files- Status tracking- Tasks- Event management
and scheduling (timetables)
- Reference data – may be unstructured and structured i.e. similar files, cases, complaints, model letters, reports, records, correspondence, financial data, academic data, etc)
People- Administrators- Lawyers- Social Workers- Human Resources- Subject Matter Experts
(Doctors, Academics, etc)
- Law Enforcement
Process StepCase Processing- Respond- Request further
documents if necessary
- Task and resource assignment
Content- Case files- Status tracking- Tasks- Timetables- Reference data
(structured and unstructured)
People- Administrators- Lawyers- Social Workers- Human Resources- Subject Matter Experts
(Doctors, Academics, etc)
- Law Enforcement
Process StepCase Processing- Respond- Request further
documents if necessary
- Task and resource assignment
Content- Case files- Status tracking- Tasks- Timetables- Reference data
(structured and unstructured)
Step 4Step 4
People- Administrators- Lawyers- Social Workers- Human Resources- Subject Matter
Experts (Doctors, Academics, etc)
- Law Enforcement- Judiciary
Process StepCase Completion - Case may be
archived if not completed after predetermined time period – skip step 4.
ContentCase files:- Structured and
unstructured- Digital signatures
People- Administrators- Lawyers- Social Workers- Human Resources- Subject Matter
Experts (Doctors, Academics, etc)
- Law Enforcement- Judiciary
Process StepCase Completion - Case may be
archived if not completed after predetermined time period – skip step 4.
ContentCase files:- Structured and
unstructured- Digital signatures
Step 4Step 4
People- Records Manager- Librarian- Knowledge Manager- Web Designer
Process StepCase Archiving (and
Publishing in Some Cases)
Content - Final document in
various formats: PDF, PPT, HTML document; print and paper
- Case records indexed and full-text search enabled
- Case excerpts may be published online where applicable.
People- Records Manager- Librarian- Knowledge Manager- Web Designer
Process StepCase Archiving (and
Publishing in Some Cases)
Content - Final document in
various formats: PDF, PPT, HTML document; print and paper
- Case records indexed and full-text search enabled
- Case excerpts may be published online where applicable.
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Copyright © Open Text Corporation. All rights reserved. Slide 19
Collaboration within ProcessStep 3Step 3Step 2Step 2Step 1Step 1
Process StepCase Received
Collaborative- Email- Phone/voice mail- Scanned or paper
correspondence
Process StepCase Received
Collaborative- Email- Phone/voice mail- Scanned or paper
correspondence
Process StepCase Review
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail
Process StepCase Review
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail
Process StepCase Processing
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail
Process StepCase Processing
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail
Step 4Step 4
Process StepCase Completion
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail- Digital Signatures
Process StepCase Completion
Collaborative- Community- IM- Expertise locator- Email- Phone/voice mail- Digital Signatures
Step 4Step 4
Process StepCase Archiving
Collaborative- Web site- Blogs- Digital Signatures
Process StepCase Archiving
Collaborative- Web site- Blogs- Digital Signatures
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Copyright © Open Text Corporation. All rights reserved. Slide 20
ECM at Play within Process
Step 3Step 3Step 2Step 2Step 1Step 1
Process StepCase Received
Process StepCase Received
Process StepCase Review
Process StepCase Review
Process StepCase Processing
Process StepCase Processing
Step 4Step 4
Process StepCase Completion
Process StepCase Completion
Step 4Step 4
Process StepCase Archiving (and
Publishing in some cases)
Process StepCase Archiving (and
Publishing in some cases)
Document Management/RepositoryDocument Management/Repository
ECM Components• Communities, Wikis• Expertise Locator• Digital Signatures
Non-ECM Components• Structured content i.e. SAP and Oracle
ECM Components• Communities, Wikis• Expertise Locator• Digital Signatures
Non-ECM Components• Structured content i.e. SAP and Oracle
ECM Components• Web Content Mgmt• Communities, Blogs,
Wikis• Records Mgmt and
Archiving
Non-ECM Components
• Digital Rights Mgmt
ECM Components• Web Content Mgmt• Communities, Blogs,
Wikis• Records Mgmt and
Archiving
Non-ECM Components
• Digital Rights Mgmt
ECM at PlayECM at Play
Workflow/Case Management FrameworkWorkflow/Case Management Framework
ECM Components• Imaging
ECM Components• Imaging
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Knowledge Maker vs. Knowledge Worker
“The transformational nature of classic ‘knowledge work’ rests with knowledge makers rather than knowledge workers. While knowledge workers manipulate knowledge, adding bits here and moving information down a workflow, knowledge makers create the knowledge that we all work with… Knowledge makers are the originating nodes in your social network.”
- Mark P. McDonald, GartnerExamples of Knowledge Makers: Leaders: create context that mobilizes people R&D: develop new ideas, processes and products Factory: New ways of work
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Work Product
Content & Collaboration in Processes
Worker
Context
Notification
Maker
Search Consultation
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Changing roles require different skills
Example People tasked with Content Creation are seldom good
at Content Promotion
But Value depends on use ECM has traditionally considered
mitigation of costs ofProduction & Finding
Martin-fulcrum.blogspot.com
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Enterprise Architecture – Traditional
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Thought Experiment
If you could completely describe the Architecture of an Enterprise could you automate it without
people?
Would it have any value?
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Engineering vs. Biology
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People
Are not always: Rationale Consistent Motivated by the same thing
See Gamification See Politics
from Reality is Broken…, Jane McGonigal
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It’s not my job!
Tomorrow, maybe…
Sure – right away!
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30
The Art and Science of Making the Desirable-Viable
Tim Brown » 07 September 2008 » In design thinking »
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Thought Experiment
Do companies create value for customers
or
do they create work for their staff?
Is the answer different according to organizational role and position?
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Enterprise Architecture?
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Pace Layering
Shearing layers is a concept coined by architect Frank Duffy which was later elaborated by Stewart Brand in his book How Buildings Learn: What Happens After They’re Built (Brand, 1994), and refers to buildings as composed of several layers of change.
- http://en.wikipedia.org/wiki/Shearing_layers
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Pace Layering…
Shearing layers is a concept coined by architect Frank Duffy which was later elaborated by Stewart Brand in his book How Buildings Learn: What Happens After They’re Built (Brand, 1994), and refers to buildings as composed of several layers of change.
The concept is based on the work of ecologists (O’Neill et al., 1985) and systems theorists (Salthe, 1993). The idea is that there are processes in nature, which operate in different timescales and as a result there is little or no exchange of energy/mass/information between them.
- http://en.wikipedia.org/wiki/Shearing_layers
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Pace Layering
Brand transferred this intuition to buildings and noticed that traditional buildings were able to adapt because they allowed “slippage” of layers: i.e. faster layers (services) were not obstructed by slower ones (structure).
The concept of Shearing Layers leads to an architectural design principle, known as Pace-Layering, which arranges the layers to allow for maximum adaptability.
- http://en.wikipedia.org/wiki/Shearing_layers
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Wicked/Complex Problems
"Wicked problem" is a phrase originally used in social planning to describe a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems.
- http://en.wikipedia.org/wiki/Wicked_problem
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Collaboration/Social Dimension
FormalInformal
People’s Jobs
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People Spectrum
FormalInformal
Indi
vidu
al
Gro
up
Collaboration
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Access to Facebook, Twitter,
and YouTube is
prevented in 45% of organizations
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43
The Law of Digital Disruption at Work
Technology Change
Social Change
Business Change
Political Change
Change
Time
Remember Pace Layering?
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The Rise of Social Networking
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“Many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers
...knowledge work involves more diverse and amorphous tasks than do production or clerical positions, where the relatively clear-cut, predictable activities make jobs easier to automate or streamline
Likewise, performance metrics are hard to come by in knowledge work, making it challenging to manage improvement efforts”
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Primary Barriers
1. Physical Geographic and time separation
2. Technical Lack of necessary tools
3. Social or Cultural Organizational restrictions, opposing incentives and
motivations
4. Contextual Not knowing who to consult or to trust
5. Temporal Time, or rather the perceived lack of it, is also a critical factor
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“It’s time for companies to develop a strategy for knowledge work—one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary
considerably, according to the tasks different knowledge workers perform.”
Free access to knowledge vs. Structured provision
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Free Access Primary/original approach
for: Autonomous workers with
high degree of expertise Attorneys, designers,
marketers, scientists, senior execs, ...
Assumed to be capable & disciplined
Technology KM systems, Internet, social
media – public and private/corporate
Structured Provision Appeared in the 1990’s
Technology Content management
systems, workflow/BPM, portals, collaboration/social
Newest = adaptive case management
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Free Access
Benefits Enjoyment, positive feeling Best when work is
unpredictable
Negatives Workers lack skills Metrics not easy Requires discipline
Structured Provision
Benefits Reduced distraction Load-based routing Embedded rules
Negatives User resistance Reduced socialization Reduced agility
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Challenges
Preventing alienation Avoiding automated crack-up
Proposal Allow workers to over-ride Systems recommend not enforce
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Trend over time
Computer-supported
Computer-facilitated
Automated
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e.g. Issues User acceptance/adoption
Training Incentives & Recognition Habit Tribal behaviour Narrow scope
The nature of work Value realization Governance
Knowledge managers Taxonomies Enterprise perspective
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Established Community Behaviour
90’s style discussion Older but technical
users Resistant to social
networks Not using the best tool
Martin-fulcrum.blogspot.com
Post here
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Premises Reviewed
Enterprise Architecture:
Tends to focus on structured information and processes since these are ‘easier’ or more visible than unstructured
Tend to miss rapid change, that may be the most important
Underestimate the human dimension
May be a wicked problem
The proportion of knowledge workers in workforces is increasing
Some structure is being introduced to knowledge work
The relevance of newer social technologies to enterprises is still being determined & developed
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Thank You
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