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People, Content, Process and Collaboration
Regina CasonatoMVP Gartner Research
Hierarchy + Metadata + References
The Content ContinuumMinimal MetadataDatabase Tables
Blobs
• STP/ZLE-focused
• Lacks context
• Expensive to create
• Lacks flexibility
• Collaboration-focused• Supplies context• Inexpensive to create (?)• Flexible• Exceptions
Files, RepositoriesCells
Machine ProcessHuman Process
PicturesE-Mail
Word FilesRepositoriesMaster Data Spreadsheets
PowerPointMetadata XML Documents + DTDsPaperAudioIndices
Indices
Key Issues
What tools/technologies will help you mine content for business value?
How will CEVA technologies and architectures evolve during the next five years?
How can companies effectively deploy CEVA solutions that improve the relationships between people, processes and content?
RM
DAM
DM
Federate Before You Consolidate
Do an Inventory
TargetedFederation Planned
Consolidation
WCM
Imaging
DM Div. A DAM
Imaging
DM Div. B
ERP
Legacy
WCM Imaging
CRM
WCM
RMEliminate or Retire
Redundant Repositories
BCS
BCS
Document Type HR RegulatoryBenefits WRAV V
Policies WRAV V
SOP WRAV
MSDS V
Guidelines WRA
System Document
W = Writer HR = Human Resources R = Reviewer MSDS = Material Safety Data Sheet A = Approver SOP = Std. Operating Procedures V = Viewer
Enterprise Search
Content Valuation — Measuring Your Waste Line
ECM
Individual "Bad Content"
Compliance/Commercial/Reuse
Business Information
Con
tent
Cre
atio
n (V
alue
)
Content Consumption (Markets)
40%-80%"Good Content"
20%-60%
Images Games/Music Personal Caches
Waste LineIM DraftsX100 Dead Pitches Mailing Lists
Group
Calculate the cost of storing/managing a high percentage of low-value
content and factor against value of comprehensive approach to governance
Content Integration, BCS, BPM and Integration Brokers Are ConvergingIntegration technologies between the diverse applications enable processes that rely on bringing these systems together, often in real time, to deliver the needed information.
ContentIntegration
BPM
ApplicationIntegration
EIM (taxonomy and
semanticslayers)
Search TechnologiesContent Infrastructure BCS/ECM
Application Supplements/Underwriting
FormsFilled Out
Requests forAdditional
UW Information(Medical, etc.)
MedicalExaminer
MeetsWith Applicant
Results Sentto Insurer
UnderwritingDecision Made
Decision Sentto Agent
AgentCommunicatesWith Applicant
Applicant Agrees to Buy,
Pays and Signs Revised
Documentation/Riders
CommissionIs Paid
to Agent
Workflow
Portals/Imaging/Collaboration Solutions,Wireless
Enablement
EAI, BPM and ECM Cross Multiple
Functions
Rules Engine
Imaging/Document/Records Management
Workflow
Rules Engine
Workflow, Collaboration
Lab WorkPerformed
CRM Content Support, Portals,
E-Forms
Workflow, Collaboration
Workflow
Workflow
CEVA — From Isolation to Integration
Policy Is Bound
UWDocumentationSent to Insurer
Illustration/Quote
Generated
Applicant Answers
QuestionsNeeded for Quote
How to Manage Content Components
Applications
XML-Aware Repository
ECM
Basic Content ServicesIntegrated Publishing Integrated Publishing ArchitectureArchitecture
• Structure• Content development• Multichannel output• Infrastructure APIs+ Content Management
• Parse XML structure (extract content)
• Navigate structure
• Process queries
• Return content with tags
• As granular as defined
CRM- Product- Company- Customer
Pharma- Label- Drug- Subject
Insurance- Client- Product- Premium
Military- Branch- Supplies- Soldier
<Company_Name><Person_Name><Product_Name>
<Description>
DMV- Driver- License- Record - Insurance Co.
Retail- Industry- Product- Description- Customer
Information Access
What users like or don't like
What users need to see, given specific conditions
Trends suggesting content to be displayed
Specific content demanded by user
What users need to see based on what they do
What users can see or do
Determining what is relevant within content
What actions users can perform
Recommendation
Mul
titud
es o
fMet
adat
aContext in Context: The "Secret Sauce" of CEVA"Context" definition: The interrelated conditions in which something exists or occurs
Neither vendors nor end users will attain this level of integration (although proprietary efforts will be close)
until standards pervade.
Business RulesAnalytics
Established Profile
Security/DirectoryProcess/Roles
Content InferencePermission and Regulation
CEVA Concept Clock and Participants (Idealized)
Start
The Document as Application
E-Form
Transact
Record
Data
Profile
Product
Service
Kjdf
DGSH
Lkjdf
IJ*&@
Alert
Data Message
• Process (exchange protocol)• Content identification• User Identification • Security• On demand• Multichannel output• Access Information … classify, search• Aggregate• Collaborate
The Evolution of Content Delivery
BlogsMusicE-mail
E-booksVideo
PhotographsDocumentsStock ticker
NewsProcesses
(more)
RSS/Podcast
ContentASCII/ Unicode
AjaxMPEG
C H A N N E L
I N TERFACE
ShockWave
JPEG
Waveform.ra .rm .rv
Flash
RealPlayeriTunesFlash
QuickTimeMediaPlayerXM PlayerMplayer
Shoutcast@Podder
JuiceRSS Reader
ReaderJAWS
Closed Caption
GIF PDF,mov
Sign Language
MIDI
ODFBraille
HTML
MP3
Workflow and Process Across the High-Performance Workplace
Enterprise Content Management
Business Application
Process 1
Process 3
Process 4
Process 2
E-MailInstant
Messaging
Each worker interfaces with a multitude of technology components each day
Distinct workflow and process automation tools exist in each technology component, resulting in artificial process silos
Anyone Can be a Web Publisher: Understand Risks and Benefits
Consumer-led channels increase user control but reduce enterprise control over content.
Wiki: Web pages that can be edited by any reader or can have authentication set by the site owner. Are an alternative to shared file servers. Enable shared authorship.Blogs: Web authorship is open to everyone via the online diary or weblog ("blog").
Technologies Can be the Platform for Disruptive Change — Example: MySpace.com
Youth-oriented communities of interest
Very rapid deployment of new, Web-based, system
Very rapid growth in users via the Internet
Creation of a new and disruptive business model
Partner Collaboration Across Industries
Healthcare
Doctor/caregiver coordination
Hospital/insurance co. payment reconciliation
You probably are already doing it — but are you doing it well?
Finance
Customer care
Deal coordination
Compliance
High Tech
Customer care
Outsourced development
Technical partnerships
Government
Constituent care
Outreach
Compliance
Retail/Distribution
Logistics
Supply chain
Closed-loop feedback
Collaboration Beyond the Firewall
Most enterprise collaboration projects exclude 99.9% of the world– Too much internal collaboration leads to unhealthy
internal focus– There is more to the world than your colleagues – When it happens now, IT often doesn't know about it
Enterprise applications are fine for executing normal transactions, but exceptions need collaboration– Exceptions are where the costs live – Handling exceptions has a multiplied
effect on efficiency
Adding Value Through Structured Partner Collaboration
Why collaborate with partners?– Building relationships– Handling exceptions– Explaining goals, objectives, desires,
intentions– Showing and demonstrating benefits and
problems– Sharing background information– Helping solve problems
Common forms of collaboration with partners– Product and marketing design– Supply chain management– CRM – Customer support– Project coordination
What Makes Collaboration Across the Firewall More Difficult?
Intellectual property protectionSecurityLegal and complianceInternational/cultural FundingTechnical compatibilityIncentivesMotivation and incentivesCultureTrustTime and region
The same concerns as with internal collaboration
X10The issues are mostly the same, but at least 10 times as difficult.
"It seems the data warehouse project had no business direction for almost five years … the IT team just kept going."(New bank CIO)
IT Action: Shift the Focus From Acquiring Data to Exploiting Information
Competitive Weapon
Customer accessto back-officeinformation
ProductivityWorkplace automation, process modeling
Real Time Mobile,wireless access
Product Innovation
TeamRooms, analytics
Speed to Market
Workflow,search
Recommendations: Best/Worst Practices
Be clear about the benefits and costs to all participants.Work out details of who owns what, who can do what with which, etc. Apply technologies appropriate to purpose.Cater to specific processes and roles.Find ways that online collaboration is better than the “analog“ alternative.
Take a "Field of Dreams” approach: Build it, and they will come. Not
Put all vendors in one big Active Directory instance.And spend the rest of your life maintaining it
Rely on UDDI to manage partner collaboration.Technical standard, not a business one
Allow anonymous, unmonitored access to forum discussion sites.Surely no one would say something bad or false about you?
Mix suppliers, customers, partners and regulators in one cozy channel.Watch them sell to each other, excluding you