Spsct fried info strategy session
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Talk at SPS CT on Information Strategy
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Spsct fried info strategy session
- 1. Jeff Fried CTO, BA Insight SPSCT October 2015 Information Strategy with O365 in Mind
- 2. 2
- 3. This session will show you how to craft an effective information strategy and steer your path to the cloud
- 4. Focused on Search and SharePoint since 2004 Longtime Search Nerd ⢠CTO, BA Insight ⢠Senior PM, Microsoft ⢠VP, FAST ⢠SVP, LingoMotors Passionate About ⢠Search ⢠SharePoint ⢠Information Management ⢠Information Strategy
- 5. Align Support Publish Iterate Relate Evaluate - to your business driver(s) - based on value - clearly and often - in small projects - to your infrastructure - and adapt A S P I R E
- 6. Align - to your business driver(s) ď§ ď§ ď§ ď§ ď§
- 7. Outline
- 8. ď§ ď§ ď§ ď§ ď§ ď§ ď§ ď§ Impact of ineffective information strategy Lack of strategic plans on what to use (SharePoint) for was given as 2nd biggest issue with adoption of SharePoint, following only lack of expertise to maximize its usefulness (46%)1 1 â The SharePoint Puzzle â adding the missing pieces - AIIM 2012 Laggards employing 1,000 knowledge workers waste over annually unsuccessfully searching for information2 $5.7M 2 â Unlock the Hidden Value of Information - IDC 2015
- 9. ď§ ď§ ď§ ď§ ď§ ď§ ď§ Benefits of effective information strategy 1 â Unlock the Hidden Value of Information - IDC 2015 Leaders are more likely than others to experience benefits that exceed their expectations 5X
- 12. Iâm in IT. Will the business listen to me? Our data is all over the place! How can I quantify the value? Will a strategy really stop the chaos? Moving to the cloud is overwhelming! I canât change the culture by myself How will I fit this in? I have a day job you knowâŚ
- 14. ďą Align ďą Support ďą Publish ďą Iterate ďą Relate ďą Evaluate
- 15. Align - to your business driver(s) ď§ ď§ ď§ ď§ ď§ ď§ ď§ ď§ ď§
- 16. ď§ ď§ ď§ ď§ ď§ ď§ ď§ ď§ Support - based on value
- 17. ď§ ď§ Gartner predicts âby 2017, 75% of IT organizations will have a bimodal capability. Half will make a mess.â FAST SAFE
- 18. ď§ ď§ ď§ ď§ Publish - clearly and often
- 19. Before Digital File Shares SharePoint COMMUNICATESIMPLY: Versioning, centralization, metadata and more help us organize contentâŚ
- 20. ď§ ď§ ď§ ď§ Iterate - in small projects
- 21. Do a Content Inventory
- 22. ď§ ď§ ď§ Relate - to your infrastructure
- 24. ď§ ď§ ď§ Evaluate - and adapt
- 25. ďą Align ďą Support ďą Publish ďą Iterate ďą Relate ďą Evaluate
- 27. I need a 360° view Our information is dynamic, but my reports are static I donât want to find documents, I want to discover new information Business RequirementsContent Systems
- 28. A Recipe for Improving your Search Connect to Authoritative Sources Develop a list, prioritize, and iterate MetaTag and Classify Content Use metadata for governance, findability, and workflow User Experience Understand and focus on users Effective Strategy and Plan Incorporate your business drivers
- 30. Example: the Challenge Users searching for content couldnât connect the dots, were missing the context and only found incomplete content sets No document found Incomplete document sets Inconsistent filing & metadata
- 31. Consolidate into 2 Cloud + 3 on-premises repositories Connect to create a unified view Standardize with metadata
- 32. BA Insight Software Portfolio Content Connectivity - Secure connectors and federation to a wide variety of content systems, enabling unified views of all knowledge assets. Content Classification - Auto-tagging, metadata generation, and text analytics to increase findability. User Experience Applications - Smart Previews and User-Generated InfoSites help users find the right information faster for improved productivity. Visit booth # 509 in the SharePoint area
- 33. of knowledge workers regularly access 4 or more systems to get the information they need to do their jobs 61% regularly access 11 or more systems of a typical knowledge workerâs day is spent looking for and consolidation information spread across a variety of systems 36% 15%
- 34. ď§ ď§ ď§
- 36. 36
- 37. Information Management Strategy ď§ Gartner ď§ ď§ Information Management ď§ ď§ Mike2.0 ď§ ď§ AIIM ď§ ď§
- 39. Information Strategy Development is not a linear process
- 42. ď§ ď§ ď§
- 44. ďą Align ďą Support ďą Publish ďą Iterate ďą Relate ďą Evaluate
- 46. SoâŚ.Idonâtneeda strategy,right? Itâs SaaS. I donât have to run it. Chart courtesy of xkcd
- 47. What is the same: ď§ ď§ ď§ ď§ ď§ More volume, variety ď§ Faster velocity, cycle time ď§ New Models, new threats ď§ Higher user expectations ď§ Less control ď§ More choice What is different:
- 48. You are already in the cloud
- 50. ď§ More business stakeholders bypassing IT and directly pursuing cloud services, without consideration to governance ď§ More options for working with unstructured content ď§ New business demands coming at short notice - information management infrastructure has to be more flexible ď§ Availability of cloud-based management tools
- 51. MINDSET: Information is an Asset Volume Variety Velocity Value
- 52. DelvePowerBI Yammer Next-Gen Portals Office Graph API ⌠more, faster
- 53. Migrate Move everything to the cloud at your own pace Co-Exist Maintain a hybrid model Keep using On-Premises systems & customizations; mix according to need
- 55. ON ANY DEVICE⌠By 2015 at least 60% of information workers will interact with content applications via a mobile device - Gartner
- 57. Outline
- 58. Courtesy of Eric Riz
- 60. Use IGNITE to spark your strategy discussion in âthe new worldâ
- 61. Align Support Publish Iterate Relate Evaluate - to your business driver(s) - based on value - clearly and often - in small projects - to your infrastructure - and adapt
Hinweis der Redaktion
- Most organizations fail to manage their information and canât keep up with the new world of the cloud because they havenât started with a strategy. {Poll}: How many believe you have an information strategy? Good one? One you use? Why? Discussed a lot with several of my colleagues and friends, including Jan Rivkin, who leads the Harvard Business Schoolâs strategy unit. Biggest impediments are lack of understanding and fear.
- My goal is to help you a bit with both of those. We are going to have a special focus on the cloud and Office 365 because it is very active in many organizations and as youâll see, thereâs both a necessity and an opportunity to improve the state of your information strategy.
- I am not a strategy consultant. I am a search nerd. I started helping people with search strategy because it was often the missing ingredient; lack of an effective strategy just got in the way, and I saw the aftermath in the form of failed projects, confused people, and information chaos. Itâs hard to get people who are in that place to success without helping them with their search strategy. Thatâs often generalized to information management strategy. Turns out this was kind of coming home, since my father was a business professor and taught long-range planning at the US Military Academy at West Point. When he was alive, weâd joke about the books Iâd coauthored on search and the books heâd coauthored on strategy â how they were like peanut butter and chocolate.
- At Harvard Business School, there is a semester long course about information strategy and a textbook with 21 cases. (not a book I recommend, actually). But even professors like my father and my friend Jan are acutely aware of the difference between theory and practice and the need to have a focused, real-world strategy. This means: keep it simpleâŚIâll use a simple little rubric for this session that includes the things you see here. General Norman Schwartzkopf (who as it turned out took an executive class from my father) famously said that a strategy that canât be executed was not a strategy. Complex endeavors need a framework to keep them on course. But it shouldnât be a complex framework. The truth of the matter is that you always know the right thing to do. The hard part is doing it.
- Operational Excellence - Fedex, IKEA, Wal-Mart, Chevron â key is to be able to operate more crisply and efficiently than competitors. Cost leadership means high-volume, transaction oriented operations and a premium on benchmarking, measuring KPIs, total quality management, etc. Product Leadership â Fidelity, BMW, Pfizer, Apple â creativity, problem solving, teamwork are recognized as important, expensive talent means mastering collaboration, knowledge management, etc. Customer Intimacy â Lexus, Virgin Atlantic, Amazon - focus on personalization of services and customization of products. Not necessary the cheapest or the most innovative offering, but tuned to the individual customer. Tend to be decentralized organizationally, aligned through information functions and prize applications like customer 360.
- Not trying to do everything in 75 minutes, but this should help you with understanding and with fear.
- If you donât have an effective strategy, bad things happen.
- If you do: good things
- Who in the room is in IT? This can be an opportunity personally to have more impact and visibility.
- These are real concerns, but in some ways they are people Creating a barrier
- Do you need to have a cultural revolution? Utility: information available to everyone for any purpose. Example: Bose making product and customer information as widely available as possible. Enabler: information tailored for a particular goal, such as pharma research. The product is not information but the value of the information is related to the value of the product. Driver: information firm, or information as part of the product, such as a wealth management portal with customized market information.
- Talked about these a bit ago. I didnât make these up: Michael Treacy & Fred Wiersema published this book almost exactly 10 years ago, has stood the test of time
- Executive-level buy-in is crucial Start with vision and values Establish quantified wins; âWe just saved $1M in legal costsâ Build on the alignment you have established Add âNew Businessâ and âRisk Managementâ to the vocabulary Different categories of information value Nuisance Compliance â mandated to keep Operational Growth
- SAFE: support the delivery of safe, accurate and predictable systems â operational, familiar to IT FAST: deliver faster results, more freedom of choice and more insightful interactions, growth, where business may be going around IT Very hard to do both
- Start with the business imperative Describe strategy as projects, not policies BAD example: âThe risks relating to information resources will be identified, with appropriate levels of management appliedâ. GOOD example: âA content inventory project will be done next, detailing what exists today and rating the value, opportunity, and risk of each sourceâ Use patterns Look at Growth & Operational categories for opportunity, compliance for risk Value of Content can be related to what the content is about: employee, product, customer, financial, asset, âŚ.. Use sub-strategies Functional or Vertical strategies make for clarity and manageable projects
- Converting from paper to digital, if not already done, is an obvious target. If done already, can use it as a visible success story
- Strategy is more about vision than analysis Avoid the âcomplete analysis of strategic optionsâ trapâŚ. Canât predict, but can anticipate surprises âVisible winsâ come in project form Common âearly winsâ: Content Inventory, portal supporting new initiative, âsurgicalâ information quality project, search-driven application, paper conversion Expect priorities to change In a tight economy, process efficiency and automation tend to get priority Innovation, Customer Loyalty, or innovation can take the front seat in growth situations
- Strategy is a framework Governance should relate to strategy Projects may focus on enabling infrastructure, life cycle, metrics Market/Evangelize continually Use âRelateâ as a reminder to connect the dots Relate Infrastructure to Strategy Cloud infrastructure is strategic
- Notes O365 80% of workload Central Internal Provides services to other environments (yellow arrows) Extranet In general, parallel architecture to Central In-country Deployed based on need Internal and extranet options
- Keep metrics simple Information quality is more measurable than you may think â for example # of copies on average or % with no metadata Governance programs will define a handful of key metrics; use them Update the plan Project priorities will change over time Use updates to reinforce the strategy Remember to use common language
- Align: to your business driver(s) Support: based on ROI + expanded capabilities Publish: clearly and often Iterate: in small projects Relate: to your infrastructure Evaluate: and adapt
- Classic illustration of the idea â as information grows it actually decreases in value unless you have effective information management and search
- Search is key to information strategy But is a subset Many parallels across structure and unstructuredâŚ. Master data management and metadata management Data Strategy & Information Architecture
- Iterate
- Going from 19 systems to 5 Connectors to creat unified indiex Standardized metadata using autoclassification
- Begin with the end in mind
- Jan â business folks â comfy with intuitive thinking My father â military folks â got long range planning (perhaps that was his lense) IT â operational and scientific mindset â intuitive seems airy/fairy, long range planning is analysis paralysis
- Non-linear â canât analyze everything Much more about vision and communication than analysis anyway
- Great examples in case studies of substrategies and publishing often Physicians â more effective with good information Patient information access Public health and flu information 12,000 people moved to private cloud in 10 months
- 454 pages â well planned, well written completely inappropriate for most organizations Source of fear and analysis paralysis
- Canât use name but great example - 20 slide powerpoint kept to the idea of strategy as approach to move from here to where you want to be Natural to look at information asset classes the way they look at financial asset classes used nuisance, compliance, operation, growth categories Office 365 gives them multiple opportunities, IDâd 20 projects and started 3: Content audit Customer information personalized extranet (wealth management) Search application for wire fraud investigations
- Pattern From gartner information strategy cookbook
- Examples hit all of these
- What is the same: Still need to establish: Value of information Tie to business strategy and initiatives Cultural fit Still more people than technology Roles & Individuals Executive buy-in and backing Organizational change management Still same infrastructure questions What systems do you need to run your business What should be consolidated/migrated/dropped What is different: More & Faster Volume, Variety, Velocity of Information Cycle Time/Agility of Business Spectrum of collaboration tools/styles New Models Can outsource/leverage - {Sa, Ia, Pa}aS Business networks & Internet models New types of security threat Higher User expectations Mobility âConsumerization of ITâ
- Tata Communications research came out in March including finding that 83 percent of executives report benefits they did not expect to see. This recent research out of Tata Communications (march 2015) has found that 85 percent say cloud had âlived up to industry hype.â For example, 25 percent say they unexpectedly experienced improved communications within their organizations. Another 22 percent report increased revenues they did not anticipate, and 22 percent say they experienced greater customer satisfaction â again, not part of the original plan. Itâs also notable that 21 percent say cloud has actually delivered improved security.
- CFO got flowersâŚfrom Salesforce saying âcongratulations for passing 500 seatsâ. He said âI didnât know we had Salesforceâ. Gartner report: I can get access to you, reach out to me. âthrow your room key under my doorâ
- Big data topical, which is an opportunity for you to reinforce the âvâs. In some organizations, there is a new role of Chief data officer, or talk of Infonomics Reinforce this in your vision statements more organizations reaching the conclusion that the information should be managed as one of the main assets of the company contributes both to identify opportunities and to reduce business risks. Volume: BIG DATA (Petabytes are the new Gigabyte) 8,000 Exabyte's by 2015 Source: IDC Velocity: Creation, Consumption Every two days now we create as much information as we did from the dawn of civilization up until 2003 Eric Schmidt (Former CEO of Google) Variety: Data stored in Silos 90% of data by 2015 will be unstructured Source: IDC Value: Competitive Differentiator 1 in 3 business leaders donât trust the information they use to make decisions Source: IBM
- Matt Varney from KCTCS 41 campuses, over 100,000 students Allowed them to do something they could not of otherwise.
- Reference to second screen â Ask how many are using it Apps for everyone?
- Itâs a tsunami, you canât stop it, but you can surf it.