Strategic Flexibility: Avoiding the Silo Trap of Enterprise 2.0

©2010 Information Architected, Inc.www.InformationArchitected.comwww.IAIUniversity.com

Strategically Flexible

Dan Keldsen, [email protected]: @dankeldsen Discuss -> #e2conf-50

Avoiding the Silo Trap of Enterprise 2.0

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Source: http://en.wikipedia.org/wiki/Massachusetts_Bay_Transportation_Authority

MBTA in Boston• The subway system has three rapid transit lines—the Red,

Orange and Blue Lines, and two light rail lines—the Green Line and the Ashmont-Mattapan High Speed Line (designated as part of the Red Line). The system operates according to a spoke-hub distribution paradigm, with the lines running between central Boston and its environs.

• The three rapid transit lines are incompatible; trains of one line would have to be modified to run on another.

• Orange and Blue Line trains are similar enough that modification of some Blue Line trains for operation on the Orange Line was considered, although ultimately rejected for cost reasons; some of the new Blue Line cars from Siemens Transportation have been tested on the Orange Line after-hours before acceptance for revenue service on the Blue Line.

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http://en.wikipedia.org/wiki/Massachusetts_Bay_Transportation_Authority

http://en.wikipedia.org/wiki/Rapid_transit

http://en.wikipedia.org/wiki/Rapid_transit

http://en.wikipedia.org/wiki/Red_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Red_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Orange_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Orange_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Blue_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Blue_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Light_rail

http://en.wikipedia.org/wiki/Light_rail

http://en.wikipedia.org/wiki/Green_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Green_Line_%28MBTA%29

http://en.wikipedia.org/wiki/Ashmont-Mattapan_High_Speed_Line

http://en.wikipedia.org/wiki/Ashmont-Mattapan_High_Speed_Line

http://en.wikipedia.org/wiki/Spoke-hub_distribution_paradigm




http://en.wikipedia.org/wiki/Siemens_AG





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Users Say They Want

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Past Current Future

SupersystemRipple Effect?

Ripple Effect?

System

Replacing/Enhancing

This(at least)

You are Here

Moving Here (at least)

SubsystemRipple Effect?

Ripple Effect?






So, to our “real”(Virtual) World of

Enterprise 2.0






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Negatively Impacted Your Organization? (n=114)

Yes, And It Happens Often

Occasionally

No, Never

0% 10% 20% 30% 40% 50% 60%

7%

52%

41%

Source: Information Architected, Inc.

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Str

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Info is Everywhere,In Many Forms

Time Available and Urgency Varies

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What systems do you use for work

everyday?






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If you were going to streamline the

previousEmployee Experience, what would you do?






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ble Info-Juggling 2.0 (Adding More Tools != Better)


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MediaWiki

Yammer

Twitter

Google(web

search)

Jive






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Untwist the Enterprise Twister!

Source: http://fragilecologies.com/blog/?p=1248&cpage=1






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ble For Customer-Facing UIs

• The goal is typically to build an interface that allows the customer to find exactly what they want on your site, and buy or otherwise engage in beginning stages of buying (information gathering, download a whitepaper, find a physical store location, etc.).

• OR to engage customers/prospects/fans where they already LIVE - Facebook, Twitter, YouTube, etc.

• The more integrated and effective the User Experience, the more likely you are to keep those customers

• This entire experience, is owned, funded, analyzed and improved/tested over time. Some companies being demonstrably better at this than others.

• Keys?

– Ownership

– Integration

– Testing and Revising

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Str

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ble For Employee-Facing UIs

• Employees are provided with a variety of applications, platforms, systems, and interfaces - built at different times, with different goals, different look and feel, different login techniques, different business and IT ownership, etc..

• Integration? More often than not, copy and paste, and physically moving content between systems/people are how information flows

• New employees have to specifically be walked through what system to use, how to use it, and when - most are not so obvious that they can just jump right in without help, which means new employees take weeks to months to become efficient and effective

• Even experienced/long-term employees typically have to rely on asking others when it’s no longer obvious or they don’t remember, where they need to go and how to get their jobs done

• Employees are the GLUE and manual workflow to connect all of the systems, aside from those rare “corporate-wide” initiatives that integrate capabilities. Down-sized? There went your workflow...

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the Global Chief Information Officer Study• Researchers interviewed more than 2500 CIOs worldwide to compare

and contrast the behaviors of low growth CIOs and their high growth colleagues.

• High growth CIOs actively use collaboration and partnering technology within the IT organization 60 percent more often than low growth CIOs.

• High growth CIOs devote 87 percent more of their time to enabling the business and corporate vision than low growth CIOs.

• High growth CIOs spend 55 percent of their time on activities that spur innovation. Low growth CIOs are mired in tactical execution and IT issues.

• Specific innovation activities include generating buy-in for innovative plans, implementing new technologies & managing non-technology issues.

• High growth CIOs spend 94 percent more time integrating business and technology to innovate than low-growth CIOs.

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Source: IBM Global CIO Study (2009)






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Why?






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So where should you integrate?






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Search Across People, Messages, Groups






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Security






Portal/Dashboard






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Before 2.0 Overhaul (SharePoint)






After 2.0 Overhaul (ThoughtFarmer)






Bef

ore

2.0

Ove

rhau

l (Ph

ase

II [M

ediW

iki 2

002-

2004

era

])






Afte

r 2.0

Ove

rhau

l (Th

ough

tFar

mer

)


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Process






Input/Output Wherever You

Want It






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Str

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ble Technical Architecture from Attensa

Library Management

Article Meta Data ManagementAttention, Tagging & Bookmarking

Content Repository

User & Group ManagementRoles and Access Controls

SearchIndex of repository

Sharing, Commenting & Collaboration

Channel Creation Mash ups and filters

Subscription Managment & Routing

Analytics and Reporting

Agg

rega

tion: S

ched

ule

d d

ata

retr

ieva

l an

d

conte

nt

norm

aliz

atio

n

Syndicatio

n: M

anaged

, organ

ized an

d

standard

ized o

utp

ut

API for custom integration

System Connectors

Email to RSS Publishing

Attensa Publishing

External Internet Feeds

Internal Feeds

API for custom integration

Mobile proxy and delivery

Portlets: JSR-168 & Web Part

Email Digest & Alert

Desktop Alert

AJAX Web User Interface

Input Output

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RSS Reader

Widget

Desktop Notification

Outlook

keynote:/Users/charlie/Documents/Leeward/Marketing/Presentations/Attensa%20Briefing%20March%202010.key?id=BGSlide-19














Remember...






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Str

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If Your E2.0 Efforts are Stalled or Just Getting Started, Get in Touch and Let’s Integrate before IT Disintegrates

Dan KeldsenPrincipal, Information [email protected]@dankeldsen

www.InformationArchitected.com









Strategic Flexibility: Avoiding the Silo Trap of Enterprise 2.0

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