3. What we see and hear in the market!
”We need to capture who is responsible
“I have no insight in the fundamental elements like within the process.”
the customer, product, competition, stock ”
“I need a clear source of
information, which can be
“I don’t trust the information presented to
applied to each channel we …what can we do in
me– I see that not every channel is presenting
serve” the meantime?
the same information”
IT landscape is fragmented …
“I need the right where can we start...?
information on the right
moment to be able to act
directly and proactively”
”Strategy is set – we need to
get into execution!”
”We have to set clear priorities ...
“I have more and more information of my clients – if stakeholders act disconnected and
we are able to determine the relevance of all this it is getting worse.”
information, that would maximize mine interaction
with clients”
“ I must be able to offer the same
information in different ways, to stay in
touch with my clients ”
5. The necessary journey for organizations
Proactive
Outsmart
Future
Achieve
Run
Today
Reactive
Fail
Data / Content Information Knowledge Wisdom
Information productivity
6. Putting information at the heart of
doing business
Traditional approach Information centric approach
People
People
Information
Process Technology
Process Technology
Application & process centric – Information Positioning Information centrally at the
is often an after-thought heart of doing business
7. Start small, but think big
At the beginning information is fragmented… Long term vision: Integrated EIM model
Data & Content foundation
Processes & Organization
Governance
EIM
Technology
Incentro Advisory helps organizations to get insight into how information is used and how
organizations can increase information productivity
9. Outsmart Your Business
Plan of approach Information Strategy
analysis & concrete
preparation translation
design products
1 till 3 weeks 4 till 6 weeks 2 till 4 weeks
Vision
Goal: Goal: Goal:
•Identification of hypotheses •Give insight in the current •Define the short, middle and To-Be Models
situation and information long term improvement
•Identification of potential related problems initiatives
improvement areas
•Jointly determination of the • Develop supporting business
Validated
•Define which path (journey) To-Be vision case(s) for the different Hypotheses
the organization wants to initiatives in order to create
follow •Map the current and future the right evidence
requirements and needs of Transformation
•Capture of resources the organization
roadmap
•Capture of commitment
Business Case(s)
10. Plan of Approach Information Strategy
preparation analysis & design translation
Develop transformation
Validation of scope Execute As-Is Analysis
roadmap
Identification of Stakeholder Definition To-Be vision
Activities
Information
Obtaining background Validation of hypotheses
Technology
information Requirements Analysis
Business
Execution of EIM Quick Scan Execute Process Analysis
Processes
Definition of hypotheses Execute Gap Analysis
Develop Business Case(s)
As-Is Analysis
Validated assignment & scope
Products
To-be Vision Transformation roadmap
Stakeholder map
Gap Analysis Project Portfolio
EIM Scan
Requirements document Business Case(s)
High level hypotheses
Validated hypotheses
change management
The journey (transformation) is more important than the destination
11. Benefits of your Information Strategy?
Consensus among stakeholders on information issues and needs
A clear plan of action and insight in required efforts and expected returns
Support from the organization for the approach chosen
Information management in line with strategic business objectives
A controlled implementation approach
High level business information requirements:
• Which information should be managed?
• For what purpose (why)?
• By which means (how)?
“We believe that an effective and integrated Business Information Management program is vital to
achieving the priorities of today’s organization: improving performance, reducing cost and increasing
business agility”
12. Added value approach
What distinguishes the Information Strategy approach of Incentro Advisory
from other methods?
The journey is key. The destination may change.
It is a journey together.
Strong focus on preparing the organization’s transformation.
Sterke focus on what is good for the organization instead of the best
independent solution.
Primary focus on the ‘information’ problem area, impact on the
business and (potential) solutions
Secundary focus on technique
Start small, think big
13. Why Incentro Advisory?
Incentro Advisory helps organizations to provide insight into how
information is used and how organizations can use this information to
improve the information productivity.
Incentro Advisory helps organizations to build an integrated value chain,
where markets, products, skills and systems will be aligned.
Incentro Advisory helps organizations as a trend watcher, sparring partner
and trusted advisor in finding the right answers and solutions to EIM related
issues.
Incentro Advisory is able to act as an independent consultant to align the
demand and supply of information in order to achieve the business
objectives of an organization.
14. Our customers ask us to realize
the Incentro Effect. For each
organization the Incentro effect
is (and must be) different. Every
organization is different and
every organization should be
different, distinctive, to stay
ahead of the competition.
15. We believe in the power of
information.
Informatie is the fuel for an
organization and based on this fuel,
the organization can build a distinctive
position in relation to its competition.
The first step is to analyze the
business processes and to determine
the potential Incentro effect with the
customer.
I must be able to offer the same information in different ways to present to stay in touch with my client
Data are facts or figures such as text, numbers or images without meaning or context. Content refers to unstructured informationInformation is compiled by the interpretation of two commodities: data and contentInformation represents value. The value of information is time-dependentKnowledge is the use of information. Knowledge is created by integrating information into existing business processes knowledge.Knowledge is the ability for information to be translated into quality decisions. Knowledge is the ability to do something with information.Wisdom is a higher form of understanding inexperiential reality that doesn’t comefrom the information presented and learned knowledge but (life) experienceWisdom is more than just knowledge, it has to do with wisdom, moral responsibility (what is good and bad), about self-knowledge and master our passions and pitfalls (as individuals and as humanity). Wisdom has also to do with the living together, perhaps coming to a collective consciousness, harmony with others, with the environment (nature) around us. For that we need not only our heads but our heart and stomach. Many of our wisdom lies in the structure of our society, government (care for the weak, care), law (justice rather than retribution), democracy (citizens a say, attention to minority opinions, deliberation), the holy books.Quote T.S. EliotWhere is the Life we have lost in living? Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?
ExcellerenInformatie is een bedrijfsmiddel en men is constant op zoek naar mogelijkheden om meer te doen met dit bedrijfsmiddel. Nieuwe mogelijkheden worden gebruikt om beter te kunnen inspelen op de informatiebehoeften van morgen. Nieuwe mogelijkheden worden ingezet om meer informatie te kunnen halen uit de bronregistraties.De gegevens worden gebruikt om de dienstverlening naar de klant te verbeteren. Men weet wat de klant wil, wat deze belangrijk vindt. Diensten en producten worden op basis van de beschikbare informatie aangepast om de klant vaster aan de organisatie te kunnen binden.PresterenDatakwaliteit wordt een belangrijk issue in deze fase Hiermee kan immers de effectiviteit en efficiency van de processen worden verbeterd. Data stewards worden aangesteld om het verbeteren van de kwaliteit in te vullen.Gegevens worden door de gehele organisatie gebruikt en zorgen daarbij voor eenduidigheid en efficiënte processen. Gegevens worden immers maar één keer vastgelegd. Er is geen discussie meer over de betekenis van de gegevens. De metadata ervan is bekend en geaccepteerd. Informatie wordt gedeeld zodat benchmarking (competitie-element) mogelijk wordt tussen bedrijfsonderdelen. Dit verhoogt de efficiency.VoldoenEr zijn proces- en data-eigenaren aangesteld waardoor gegevens nog maar éénmalig worden vastgelegd en daarna door de rest van de organisatie worden gebruikt. De definities van de vastgelegde gegevenselementen zijn bekend en worden door de organisatie gebruikt.De informatie komt op een transparante manier tot stand. Bedrijfsregels zijn bekend. Iedereen heeft dezelfde informatie en bepaalt op basis daarvan wat er moet gebeuren. Informatie wordt gebruikt om verantwoording af te leggen.BeschikbaarDe organisatie heeft de informatiestromen in kaart gebracht. Men heeft zicht op duplicaat processen (meerdere keren vastleggen van bijvoorbeeld klantgegevens) en weet hoe de informatie gedurende het proces wordt gebruikt en gevormd.Informatie heeft een formele betekenis gekregen binnen de organisatie. Dit leidt o.a. tot minder discussie over de betekenis van begrippen die worden gehanteerd. De rapportages worden eenduidiger. Er wordt waarde gehecht aan bepaalde elementen. Het begrip KPI doet voorzichtig zijn intrede.VersnipperdDe organisatie heeft alleen focus op de dagelijkse bedrijfsprocessen zonder deze in samenhang met de rest van de organisatie te zien. Van informatie management is dan ook geen sprake. Alles wordt op decentraal niveau geregeld en de benodigde informatie voor verantwoording van de werkzaamheden wordt handmatig opgesteld.De organisatie beschouwt informatie als een last en is druk bezig met de dagelijkse processen in de bestaande systemen te proppen zonder zich druk te maken over de gevolgen van de work-arounds.
Information is fragmented available..Different departments use their own data Various application and tools Differing definitionsInconsistent structuresNo documented maintenance processesNo dedicated IM resourcesNo defined policies and proceduresMissing performance indicatorsOnly partial monitoringEtc.
Vision – A vision for the use of information, agreed and supported by stakeholdersTo-Be models – To-be business and/or technical models based on the vision Transformation roadmap – A roadmap typically spanning 6 – 12 months setting out the steps required to achieve the visionBusiness Justification - Supporting business case(s) for the roadmap and/or the early steps on the roadmapSupporting evidence – Evidence to support the vision, roadmap and outline business case(s)