Strategic Intranet PlanningPresented by the Business and Finance Division

SLA 2001

Greg GerdyVice President, Director of Product Management

Factiva, a Dow Jones & Reuters Company

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Part 1 - Background

•Market drivers

• KM - Opportunities and challenges

Part 2 - Case Study

• Communication and community

• Customization and personalization

• External content management

• Adding value to content

• Tools to bring it together

• Return on investment

Intranet Strategy

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10000

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30000

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1998 1999 2000 2001 2002 2003

Stage 3Unified structured and unstructured data access, XML, Taxonomies, EIP

Stage 1User Interface-led integration

Stage 2Separate but equal access to structuredand unstructured data

Intranet Evolution

First Stage

Second Stage

Third Stage

Based on IDC research and interpreted by Factiva Business Intelligence

(000s)

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Knowledge Management Matures

• “80% of the world’s biggest companies have

knowledge management efforts underway”

-- KPMG and Conference Board Study

• “Market for KM Tools Will Be $1.3 billion USD

in the year 2000 and $9.8 billion USD by 2004”

-- Radicati Group

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Factiva.com “ 16% of employees’ work week is spent looking

for and using external information, equivalent to $107bn in salary costs alone…” –Outsell Super I-Aim Study

Market Trends

“By the year 2002 enterprises lacking formal infrastructure and technology for knowledge management will experience productivity losses in excess of 10 percent as a result of ‘Infoglut’.” – Gartner Group

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Factiva.com “ At Microsoft the business driver is employee

productivity.” –Mary Lee Kennedy, Director, Microsoft, eContent 2001

Increasing Productivity

‘‘Companies around the world are making significant investments in the technology and services required to make their knowledge workers more productive and thus drive the company to greater profitability’’ – Clare Hart, Factiva president and CEO, Info Highways, April 2001

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Findings from CKO Summit 2000

• Knowledge

Knowledge = Information + (Experience * Skills * Attitudes)

• How to build a knowledge strategy?

– What relationships do we want to have?

– Who are our customers?

– What is the value generation?

– What do we need to be able to do this?

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Knowledge Strategy meetsBusiness Strategy

KnowledgeStrategy

BusinessStrategy

OrganizationalSuccess

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Executive

Product Management

BusinessIntelligence

Sales/Marketing

PublicRelations

Corporate Communications

Production

Strategic Planning

Creating a Knowledge Environment

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Knowledge Management Triangle

People

Content Process

KnowledgeManagement

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Companies are struggling with Knowledge Management

• Strategies for the Knowledge Economy: From Rhetoric to Reality -- Korn/Ferry, WEF 2000

– 75% feel they are constantly ‘re-inventing the wheel’

– 79% say their companies are falling short in getting information about competitors to employees

– Majority of employees report that information sharing across boundaries rarely occurs

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Companies are struggling with Knowledge Management - Can You Guess Why?

• Multiple content decisions

• Multiple system decisions

• Multiple ways of implementing solutions

• New technologies

• New cross-border challenges

• Budget considerations

• And the essence of KM - capturing the knowledge

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Technical Challenges

• Systems Integration

• Local versus remote data storage

• Custom versus “plug and play” applications

• Push versus pull

• Customization and Personalization

• Connectivity

• Federated searches

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Content integration and management

• Information management

– Administration: local versus centralized

– Organization: building and mapping taxonomies

– Organization: display of sections, documents

– Automatic versus human filtering

– Expiration

– Security

– Changing user behavior yet again

– Digital Rights Management

• Relevance, accuracy, integrity of content

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New Way -- Information in Context

• Bring the information to the place where it is needed

• Bring the search tools where they are needed

• In business, that is the application workers use daily such as the corporate intranet itself, CRM or even e-mail

• Can even provide links to related information from any text or document, especially if indexed

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New Way -- Information in Context

Q. What Does this Mean?

A1. Wherever an individual is working they should have the fastest path to context-sensitive information:

• In the corporate or department intranet

• In their group or individual application

Meaning, intranet development is about more than just developing the Intranet.

A2. It is finally getting interesting!

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0

10000

20000

30000

40000

50000

60000

70000

80000

90000

1998 1999 2000 2001 2002 2003

Stage 3Unified structured and unstructured data access, XML, Taxonomies, EIP

Stage 1User Interface-led integration

Stage 2Separate but equal access to structuredand unstructured data

Intranet Evolution

First Stage

Second Stage

Third Stage

Based on IDC research and interpreted by Factiva Business Intelligence

(000s)

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Factiva.com

Factiva’s next intranet:

• Build a common communications platform

• Empower employees with tools to do their jobs

• Create virtual communities within the regions -- foster corporate identity and regional teams

• Catalyst for knowledge gathering, sharing and learning

Intranet Strategy: Communication & Community

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Factiva Sales Resource Center

• 3 regional “front doors”

• Clear & prominent messages

• Links to customer profiles -- next step is link to CRM

• Major events & training schedule in region highlighted

• Promotional tiles/ticker provide regional messaging

• Regional marketing & sales groups manage their site together

Regional & Function Views Customization

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Factiva.com • My.net: personalized custom news folders,

phone directory, contacts

• Company Quick Search accessed from My.net page to do quick research from a news page

• Only two pages needed are My.net and the department page

• Personalized & regionalized productivity tool

Content Management: Personalization

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Factiva.com • External news on competitors, customers,

industry, prospects and regions

• Our company in the news

• Integrating internal and external news

• Linking to external research on topics

Content Management: Bringing the Outside In

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Factiva.com • Company Quick Search

• Quick and easy access to company profiles, reduces search time and increases knowledge

about customers, competitors and internal information

• Extremely useful productivity tool

Content Management: Bringing the Outside In

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Factiva.com • Topic folders with specific news articles

• Articles indexed using Factiva Intelligent Indexing and our own internal taxonomy

• Articles display index codes and categories, with links to related articles

• Targeted and related information delivered with just a few clicks

Content Management: Finding Related Articles

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Content ManagementAdding Value to Content

The value of indexing

• Precise and accurate search recall

• Universal searching across all databases

• Provides context and removes ambiguity

• Offers intuitive browsing

• Provides links to related information

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Factiva.com Factiva uses a combination of Microsoft

products, Inxight Hyperbolic Tree and Summarizer and Factiva products to build and maintain the intranet.

• Inxight Hyperbolic Tree

• Inxight Summarizer

• Factiva Publisher

• Factiva Search Module

Tools To Bring It Together

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• Reduced research & prep time with quick

access to best practices, saving minutes/day

@ $1.71/min.

• Improved customer awareness & knowledge

of industry trends

• Teams working faster & smarter

• Self maintained and automatically generated:

– telephone directory; organization chart

Return On Investment

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• Employee usage

– Monitor and measure intranet traffic and navigation habits

• Usability testing

• Usage surveys

• Intranet advisory committee

• Increased employee efficiency and productivity

– Information sharing

– Leveraging knowledge capital

ROI Metrics

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• Chevron

– 30% productivity gain, 50% improvement in safety performance, and $2 billion in operating cost reductions during the ‘90s - attributed to techniques for managing knowledge and building a learning organization

– M2 Presswire, 12 January 1999

• IBM

– Consultants have reportedly cut proposal writing time from an average of 200 hours to 30 hours because they can share information

– Jenny McCune, Management Review

ROI Metrics

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• Align with business goals

• Gain buy-in and constantly seek feedback

• Focus

• Take modest and frequent steps

• Use a sprinkle of experimentation

Summary

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The Secret To Survival?

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

Charles Darwin

Strategic Intranet PlanningPresented by the Business and Finance Division

SLA 2001

Greg GerdyVice President, Director of Product Management

Factiva, a Dow Jones & Reuters Company