AIIM Virtual event Feb 21 2019_Aria Consulting
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AIIM (Association for Intelligent Information Management) Feb. 21, 2019 Virtual Event Presentation by Lorne Rogers - Aria Consulting
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AIIM Virtual event Feb 21 2019_Aria Consulting
- 1. Making a molehill out of a mountain Transforming Information Architecture and winning Hearts & Minds Presented by: Lorne Rogers Aria Consulting Ltd.
- 2. ABOUTME • Moved to Calgary in 2004 • 20+ years experience in Business Technology with organizations from 20-200,000+ staff in multiple countries • 7+ years in Content and Records Management • Background in ECM and extensive knowledge in SharePoint & Office 365 • Internationally recruited to Hong Kong in 2014 by Cathay Pacific Airways • Vice-Chair Trusted ECM Working Group Calgary, Canada
- 3. LESS STRUCTURE MORE STRUCTURE Chaotic Processes Controlled Processes Problem solving/opportunity Collaboration Accessing information Answering questions Content / Knowledge Creation Content / Knowledge Reuse ENTERPRISE CONTENT MANAGEMENT Spans Structured and Unstructured Processes CLASSofTOOL Blogs Records Management Document Management Process ManagementWikis Collaborative Spaces Instant Messaging Email Management WebContent Management Learning Management Digital Asset Management LESS STRUCTURE MORE STRUCTURE
- 4. So, what is information architecture? ■ A partial definition: ■ "The art and science of organizing and labelling web sites, intranets, online communities and software to support usability and findability" (aifia.org) ■ Structuring content and system so people can find information ■ It involves designing aspects such as: ■ Navigation ■ Labelling ■ Taxonomies, thesauri, indexes
- 5. Cathay Pacific Airways – Case Study • Top rated international airline – across 70+ nations based in Hong Kong • 200 aircraft operating to 200+ destinations • 30,000 staff worldwide • Revenues of $12.5B USD • File share volumes 3.2+ Petabytes • 80% of content in 5 primary languages, 20% covered additional 32 languages • Operations heavily regulated including FAA, IATA, NTSB, and many others around the globe
- 7. Customized Content Lifecycle Model StoreCreate Find Access Safeguard Dispose Share Trust
- 8. Capabilities, Functions, and Processes
- 10. President Lorne Rogers A R I A Consulting ECM Master, PMP, HPGM-ITSA Management Consulting Programme Management Solutions/Enterprise Architecture ISO ECM Working Group Vice-Chair +1 (587) 894-0611 Https://Ariaconsulting.net Lrogers@ariaconsulting.net Linkedin.com/in/lorne-rogers
Notas do Editor
- Hi, thanks Kevin for the intro and hello everyone. Today I will be talking about an experience where I led the transformation of information architecture for a multinational organization as part of the establishment of an ECM capability (which in that case meant jumping all the way from the world of file shares to an integrated FileNet and Hybrid SharePoint/Office 365 environment) and how I drove the effort to win the hearts and minds of the stakeholders and achieve 68% of the first wave of users rating the entire ECM programme at 6 out of 10 or above.
- First a bit about me:
- For those that possibly aren’t as familiar, ECM as a practice within an organization spans both structured and unstructured processes starting with content creation where there is less structure using tools such as IM’s, blogs, collaborative workspaces in some sort of software, and, of course, email, moving to more controlled and structured processes, tools, and purposes (such as reference materials, policies, procedures, and so on). One of the key elements that differentiates a good implementation of ECM from a not so good one is the information architecture that is used.
- So, what is information architecture? Well, a partial definition: "The art and science of organizing and labelling web sites, intranets, online communities and software to support usability and findability" (aifia.org) So, meaning, the structuring of content and system so people can find information bringing together: The Business Context The Content itself The Systems And the Users It involves designing aspects such as: Navigation Labelling Taxonomies, thesauri, indexes
- Cathay Pacific Airways is a top rated international airline operating in 70+ nations and based in Hong Kong with 200 aircraft flying to more than 200 destinations worldwide. They had 30,000 staff globally, revenues of $12.5B, massive file share volumes with 80% of content in 5 primary languages (thought the bulk still in English), with the remaining 20% covering an additional 32 languages Operations are obviously heavily regulated, being an airline, including the FAA, IATA, NTSB, and many others around the globe
- When we started we had the typical disconnected silos of information everywhere with, literally, thousands of different structures of organization (so, information architectures), some of which were imposed by applications and storage environments, others (most notably the hub of content evil, the Shared Drive!), imposed by users and teams over the span of time. Our information management needs were complex, multicultural, geographically dispersed, and highly intertwined with those of numerous key business partners including our 2 main aircraft manufacturers, 100+ airport authorities, aircraft maintenance providers, the IATA, multimodal cargo companies, and more across our major business activity areas shown here. Each of these had silos within silos of information and absolutely NO consistent way of organizing it, referring to it, sharing it, retaining it when it had business or compliance value, and, most of all, FINDING it once it had been created. If this sounds familiar in YOUR organization, well, at least you’re lonely! We started by defining a customized version of the content lifecycle that made the most sense to our users.
- We need to be able to create content We need to store the content Most importantly we need to be able to FIND the content Very often need to share the content We need to TRUST the content, meaning authoritative, single source of truth type thing We need to access the content, so, different devices in different conditions and locations and such We need to safeguard the content And, eventually, we want to dispose of the content Then I introduced the concept of Business Function based Information Architecture.
- So what exactly IS a “Business Function”? Well, the practice of Enterprise Architecture has loosely defined 3 major ways of describing what happens within organizations: Capabilities – The easiest way to think of Capabilities is if you took a snapshot of your organization at a moment in time, these are all the “things” that need to be in place for your organization to deliver its services and/or products. An example that exists for all organizations would be “recruitment”. You have to have the capability to recruit people in order to do what you do. So, the Recruitment Capability then maps to the Business Functions that define it. So, Business Functions, most importantly, have a structure that is independent of the product or services provided and independent of the org chart (or the departments in other words) and is consistent across lines of business (in our case passenger and cargo at the highest level). Keeping with the theme of recruitment, examples of Functions could include: job analysis, sourcing, screening and selection, and onboarding. Business Functions then decompose to Processes – which are the flow of activities across the org chart. In many organizations, the dominant model in place for how information is organized (in other words the information architecture) is heavily tied to the org chart which is almost always subject to ongoing change. Transitioning to a Functions based model drastically reduces that fluctuation. At the beginning I talked about 68% of users rating the ECM Programme at 6 out of 10 or above: There are a few keys that led that: Chief amongst those was accepting that implementing ECM, both as a practice and the supporting technology, is DIFFERENT than many other initiatives and technologies which typically tend to focus on transactional type activities such as processing accounts payable or creating work orders for manufacturing or developing quotes and sales orders to sell products to your customers. Sooo, how is it different? Well, suppose your organization is implementing a new finance/ERP solution. If you were to ask the CFO to allow anyone to generate and store an accounts payable transaction outside of the ERP system, the answer would likely be “no” 100% of the time. Now, let’s contrast that with ECM. Unless your organization is a 1-person auto repair shop in the backwoods of someplace like Alaska, you have a company email system, be that Microsoft Exchange (meaning Outlook), Google, or some other platform. I’m very confident if I ask ANY manager or executive within your organization if they would be OK with shutting down that email system the answer would again be a resounding “no”. So, users can choose to use email as the de facto collaboration and content storage environment instead of the ECM platform, and you CAN’T SHUT IT DOWN! In other words, they have an OUT where with the A/P thing in the finance system they DON’T. OK, so if you buy into this idea that ECM has this fundamental difference, then you can possibly start to see and accept why we need to SELL this. A fact I’m very passionate about and the basis of how we achieved that satisfaction rating from the users. There were 5 pillar things I focused on to drive that “sales” effort:
- High Energy, constant communications – listen, we’ve all been subjected at some time (some of us MANY times!) to the typical corporate-style, rigid, dry as deadwood, type change management communications about new technology or processes being introduced. And, let’s face, most of us have immediately filed it under “ignore until I absolutely can’t”. However, what about those “hey, we’re having a SALE” glitzy emails you might get from eCommerce sites you’ve gone to like Amazon, or vendors that want to get you to look at their products or services? Some of them are pretty attention getting, right? Well, if you think there is a lot of science, art and effort behind those for exactly that purpose, you would be very right! So, I took a few pages out of their playbook to drive the users towards being INTERESTED enough to actually pay attention. And I pushed for this to be from the CEO down. We actually used marketing automation software to create HTML email campaigns and TRACK who opened them and when, who clicked on the links to places in our communications site, and who DIDN’T. And based on those behaviours, the software would send out follow up emails that were also very “marketing like”. And when a user went to our comms site, we tracked THAT too! Why? So that the stats could be an input to the 2nd pillar… Our Change Champions Group – which was a group of people that was partly made up of volunteers from different parts of the organization and “volun-tolds”, LOL! Their basic purpose was to be ambassadors for the ECM programme out in their respective business units and teams and to be the communications channel back to the ECM programme. I also made sure we had champions from some of the core vendor partners such as the 2 prime aircraft manufacturers. Some of these people fell into what might be called a “power user” profile, but I very specifically didn’t want to only focus on people who would promote the software as I knew the much larger challenge was getting stakeholders to change how they think of the way that information was organized and categorized and USED. And that was the prime directive (if you will), of the Change Champions. One of the unique ways we employed with the Change Champions to do this was…. Our booth – this is a mock-up image from our booth manufacturer of the booth I had constructed that the ECM Office and the Change Champions used to garner attention and interact with our large, and in our case, HIGHLY mobile, workforce community. So, this was deployed in the main atrium of the campus as well as being shipped to a couple of other key ports and we manned this booth to be able to talk to staff as they came by. We were also successful in eventually convincing management to set aside times where various teams were actually brought to the booth as a “tour” and we tried to engage, excite, and educate (I called it the 3E effort) using materials we had created even including demo videos (Camtasia recordings type thing) that played on loops on the monitors as well. We also used… Workshops and Training – folks, we held a LOT of user research workshops, feedback workshops, design workshops, and training workshops both for the technology platform and for “what the heck does that mean again” type of education. And we pushed HARD on the executive to instantiate this as an ongoing BAU thing. I really believe it is close to impossible to have too much training, and too much feedback. I suppose I’m a dyed-in-the-wool continuous improvement kinda guy! And then finally, we also had… Contests – LOTS of contests! The first of which pretty much proved to everyone why I wanted this component and wanted it to be a staple of the programme. It was an online version of the Jeopardy game show that allowed us to create our own questions and answers and assign the dollar values and such just like the TV version. We played this the first time for our Change Champions Group in what was supposed to be the last 30 minutes of a 1 hour meeting. Well. Over half the people in that session ended up staying after the end of the hour just to continue playing and bumped other meetings and whatever to do it! We also played this at the booth. And we had giveaways and treasure hunts and such on our communications website and so on. There was even 1 especially engaging contest that eventually had a grand prize winner that got a serious number of people working really diligently to win. Taking this very different approach is what got us very different results. Sooooooo many organizations keep taking the “safe” approach to the people change management element (safe because we’ve done it before and therefore don’t have to convince conservative and risk adverse executives and managers). And they typically get the kind of mediocre (if they’re lucky!) results they’ve gotten before and hundreds of thousands, or millions, of dollars get spent and the real ROI may barely be worth the expenditure. Here’s the bottom line: if running into a brick wall 7 times hurts like hell 7 times, why do you expect a different result on the 8th run??? I think I read or heard somewhere that’s a good starting point for a definition for the word “insanity”. But, organizations do it ALL THE TIME. Want it to not hurt? Well, maybe, try not running into the wall!