EDMS business strategy

1. EDMS business strategy David Brown IIM seminar 26 September 2006

2. Themes • Strategy for local/global implementation • Gaining senior management and staff support • Technology alignment • Politics of selling DM and RM The views expressed in this presentation are not necessarily those of my employer

3. Outline • No general how-to rules • Stages in the firm’s DMS story • approach • achievements • issues raised in each stage • comments on the issues

4. Political themes • EDMS protagonists and their environment are not neutral • A struggle to sell a world-view in a crowded selling space • Organisational ‘hypocrisy’ (Brunsson) • Ritual and rationalism • hard is soft; soft is hard • Technology is people

5. About KPMG • Audit, tax, advisory • Documents are important • Client information, KPMG actions and information • Primary record is paper

6. Pre EDMS approach • National document management framework • 2-3 years • all offices, all divisions • paper files • file servers

7. Pre EDMS achievements • National DM framework • Acceptance of DM as a business activity • RM maturity

8. Pre EDMS issues • Latent recognition of the significance of document management • Opportunity to tap the effort that already goes into DM • minimise sense of additional effort • ‘doing X instead of Y’

9. Pre EDMS comment • Records quality driven by professional practice

10. Plan A National generic DMS

11. Plan A approach • Information sessions • Functional requirements • Product evaluation • Risk management auspice • Standard EDMS implementation

12. Plan A achievements • Management acceptance and awareness of DMS • Recognition of the role of DMS in mitigating risk • Functional requirements • But… the generic approach was trumped by a strong divisional initiative

13. Plan A issues • Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off

14. Plan A comment • Getting top-level buy-in is relatively easy • Getting action and bums on seats is hard • Framing DM within a business initiative is good selling and good practice

15. Plan B Vertically integrated DMS

16. Plan B approach • Single service line • Focus on efficiency • Full automated business process • Workflow, dashboards, wizards • Detailed business process requirements

17. Plan B achievements • Selection of a DMS application • Executive approval of resources • Recognition of the role of DMS in delivering efficiency • Understanding of business requirements • But… our national project was trumped by a global initiative

18. Plan B issues • Integration problems with another application • in-house professional product • off-line team-working tool

19. Plan B comment • The importance of a business-driven agenda • not technology • not administrative red tape

20. Plan C Global standard DMS

21. Plan C approach • A single global product standard • Document management, content management, email journaling and records management • Rigorous selection process over 6 months and 3 continents • Strong Australian involvement • product assessment • evaluation of workflow capability

22. Plan C achievements • A single DMS product standard • DM and RM only • Support network, shared experience • Economies of scale • Understanding the importance of workflow • Our national initiative goes global

23. Plan C issues • Global homogeneity and delay or local initiative, relevance and momentum • Multiple perspectives on DM • Limitations of broad technology agendas • Documentation as process rather than stuff • Impact of the IT landscape • Multifunctional EDM systems bump into other IT systems

24. Plan C comment • Central projects tend to be more technology-driven • Loss of business context • Navigating multiple frames • DM, RM, CM, WF • IT agendas • data frame • Microsoft frames • limitations of the RM frame — documentation as stuff

25. Plan D National generic DMS

26. Plan D approach • Two-phased implementation • firm-wide roll-out of generic DMS • divisional business process improvement program • Limiting technology and change risks • Strong change management • e-mail pilot

27. Plan D planned achievements • Greater staff awareness of their compliance responsibilities • Improved sharing of information across the organisation • Skills in using DMS • Platform for business process improvement

28. Plan D issues • Staff commitment to implementation • Management commitment to planning, migrating, communicating and training • Conflicted role of DM • Business owner of EDMS OR • System deliverer

29. Comment • Managing ‘hypocrisy’ (Brunsson) • extending involvement in selling • Communication is talk, silence, action and inaction, sequence

30. Plan E Business process development

31. Plan E approach • Business-initiated projects using • DMS • workflow • practice management system (SAP) • Support with business analysts • Using phases to control scope • Get the business to accept development risks

32. Plan E planned achievements • Program of efficiency-driven initiatives • In-house BPM capacity • Electronic engagement files • scanning • primary record is electronic

33. Plan E issues • Harnessing business initiative • Decentralised management and resourcing • EDMS just one of a suite of applications

34. Plan E comment • Avoiding technology-driven initiatives • Avoiding technology language • DM and EDMS are intersecting worlds

35. Conclusion • Plans don’t end, they just change • Keep moving through the maturity model

36. Panel discussion