Capabilities and Competencies. Presentation to DIA Common Capability Forum
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The information management arena is one that is much more process and value driven than it has ever been. Where information needs to be automated, integrated, valued, available, usable, useful and valuable to an organisation. But as we now live in a world of increasing complexity, volume and variety of information, do we have the right skills, competency and capability to execute on our digital strategy?
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Capabilities and Competencies. Presentation to DIA Common Capability Forum
- 1. Innovation comes from great partnerships DIA Common Capability Forum Paula J Smith, ARIM Practice Lead, Information Management September 2015
- 2. www.optimation.co.nz Optimation at a glance Optimation; a New Zealand owned IT services company with 23 years in continuous operation Harnessing the potential of people and technology to create unrivalled value 23 YEARS $50MTurnover with approx. 250 staff across Wellington, Auckland, Christchurch, Sydney & Canberra FAST50 Previously named in Deloitte Fast 50 OUR DNA A heritage and focus on developing deep enduring relationships with key clients in Tier 1 sectors; Telco, Public Sector, Finance, Utilities CULTURE Anchored in integrity, empowerment, respect, professionalism, a zeal for learning and sharing; as much an extended family as it is an engine for collective delivery; specialists without borders to deliver outcomes that work Focus on the IT application layer, providing solutions to solve complex business problems
- 4. www.optimation.co.nz Local delivery specialists Our EIM Partnerships
- 5. www.optimation.co.nzwww.optimation.co.nz “The power of a digital transformation strategy lies in its scope and objectives” MIT Sloan
- 7. www.optimation.co.nz What do you offer?
- 8. www.optimation.co.nz Client Name Presenter’s name Position or Title Date What problems can you help us solve?
- 9. www.optimation.co.nz Opportunities & Outcomes Banking - 60,000 hours per year saved for investment bankers by slashing response times from 3 hours to minutes Retail - Shorter path to purchase Increase in sales revenue from website presence Workforce - 46% reduction in time taken to find information Equates to productivity saving of 4,600 hrs per week Publishing- Classification accuracy at 85%, 25% higher than industry norm Increase in service effectiveness Councils- $1million saving Reduction in 4 FTE’s across one department Financial - 4:1 cost reduction between old paper based world and new digital IM environment
- 10. www.optimation.co.nzwww.optimation.co.nz “Problems require a human-centred, creative, iterative and practical approach to finding the best ideas and ultimate solutions” Tim Brown (HBR 2008)
- 11. www.optimation.co.nzwww.optimation.co.nz Beyond IQ to DI • Why do want to use technology, its strengths and the opportunities? • How does the digital technology support us in achieving our goals? • What are our options? • How does the technology work? • Who can choose the right tool for the job? • How do we develop the judgement to know when technology should be used Digital Intelligence is critical to our transformation Adapted from Simon Waller presentation 2015.
- 12. www.optimation.co.nz • Exponential Growth • Structured & Unstructured • Automated • Contextual • Personal • Global • Integrated • Insightful Content Management Enterprise Search Document & Records Management Process Management eDiscovery Digital Asset Management Collaboration EIM Landscape
- 13. www.optimation.co.nz Contextual driven experience Think of your information as an intelligent asset that works for you, automatically Information based on its meaning and context being delivered to you to allow you to make timely and informed business decisions
- 15. www.optimation.co.nz Practical examples Ensures the business process and information required to support the organisation are accurately modelled. Identifies the impact of any relevant statutory, internal or external regulations and develops strategies for compliance. giving special consideration to business perspectives SFIA competency examples
- 16. www.optimation.co.nz Practical Examples Implements systems and IT controls to measure performance, manage risk and ensure that IT and the business work together to support the business purpose. Investigates operational requirements, problems, and opportunities, seeking effective business solutions through improvements in automated and non-automated components of new or changed processes. SFIA competency examples
- 17. www.optimation.co.nz What do you need from your IM team? Holistic Digital & IM Literacy Facilitation not just functional specialists Innovative solutions, ideas, intrapreneurship Leadership and coaching
- 18. www.optimation.co.nzwww.optimation.co.nz “Unless you change how you are, you will always have what you’ve got” Jim Rohn
- 20. www.optimation.co.nz SFIA COMPETENCIES MIT SLOAN REPORT REFERENCED MY LAST BLOG POST HBR ARTICLE http://www.sfia-online.org/en http://tinyurl.com/pxc9m94 http://tinyurl.com/obprgke http://tinyurl.com/npr8v7g Links
- 21. www.optimation.co.nzwww.optimation.co.nz Thank You Innovation comes from great partnerships
Notes de l'éditeur
- Thank you for the invitation to speak today. We have heard a lot of talk already today about the role of technology in digital transformation projects and while technology plays a key role in delivering opportunities for innovation, culture is still key to success. Culture is made up of many things including good people, support, knowledge sharing, empowered staff, vision, leaders, creativity and open communications. How many of you have that now?
- We are honoured to work with such a range of customers, but also customers with a range of maturity levels, business problems and areas of focus.
- Likewise with our partnerships, as you can see we have a range of partners in this space. We are lucky to work with some local and international partners in a range of areas and this range of partners allows us to bring to our clients different solutions, perspectives and some very interesting and new technologies. From an IM perspective, it is no longer simply a conversation about compliance and file listings its about adding value to the information we have captured, capturing information easily and quickly and mining that information for additional insight.
- Many of our customers, and those of our partners are currently involved in both digital and digital transformation projects as I’m sure some of you here today also are. In 2015 the Digital Business Global Executive Study & Research Project was published by MIT Sloan. That report resonated with me on a number of levels, and this quote above all is one I want you to keep in your mind as we work through todays session. Digital transformation is not simply about cool technology and widgets – there must be an end result; a new way of working that you are targeting, and in order to deliver that a team who can deliver.
- So why the need for digital transformation? Our world is now much more complex and faster changing than ever before. 40 years ago life was simple – mainframe computing and centralised management and control which was a dream for IM professionals, but the modern environment is much more a consumer led environment, more mobile, on demand and always on, social, cloud and of course the internet of things. The rate of change is unprecedented - in the last 3 years we have moved to SAAS, Social, Mobile, Cloud, IOT….what comes next? Who knows but what we do know is that we need to evolve. The technology, the expectations, the understanding and the way we value information has changed – but have our practices and methods…I would say no. The way we have always managed paper does not deliver what we need to deliver on a digitally disrupted world.
- Organisations that are mature in their understanding and execution of this new digital world have many things in common but one of the key elements for me is that they build skills to realise their strategy. So as IM professionals, as IT professionals – what skills do you have, why should an organisation trust and believe in you? We typically focus on functional tasks; build taxonomies, list and sentence physical records, execute disposal etc. but what about your role and skills in information analytics, in stakeholder engagement, in UX, in IM project execution. Raise your hands if you think our team has all the competencies and skills you need to deliver on the strategy and goals?
- Organisations increasingly want us to help solve problems. Problems like this will not be unfamiliar to many of you but I see this as competency gap #1. We see “problem solving skills” listed on almost every job description but how many of you are confident that you truly have that skill. Problem solving is not just about fixing things when they go wrong, it is about proactively identifying problems and potential problems, talking to users and identifying not just the symptoms but the cause. Traditionally this is the role of the Business Analyst, Support Analyst….its one reason why we need a much better relationship and cross-pollination of skills with our IT teammates. Interestingly, I have heard many people say “ah we don’t need IM we have dashboard and analytics to tell us” but Id remind you to look at Accenture's comment on this slide – 40% of business decisions are based on the unstructured information that we are traditionally responsible for, so in that context we need to do much better at problem solving, at building and delivery an IM ecosystem that supports and enables, not one that blocks.
- But its not just problems that we need to fix, as IM professionals we are good at managing boxes and physical stuff (we’ve done it for centuries) but how accomplished are we at identifying opportunities & outcomes. Looking beyond compliance to the outcome of an effective and transformational IM environment. What changes can we make across service delivery, time savings, financial savings, staff redeployment, the all important customer experience. We have a part to play here but this is Competency gap #2. Our profession is not well equipped with conceptual thinkers, creative minds who look beyond the compliance regimes to the “what is possible” “now how do we make it real”
- In 2008, Tim Brown wrote an article in the Harvard Business Review talking of the need for transformation and the focus we needed to apply. As IM professionals, we like to think that we are good at the soft skills needed to do this, and for the large part we are naturally a collaborative and supportive group – but too often we haven’t invested in our relationships with technical colleagues enough to find the best ideas and ultimate solutions. There is simply too much going on for us to do it all ourselves – so your relationship management skills, your cross-team communications and collaboration skills must be improved.
- While we are typically better at the EQ than the IQ; the team needs both. We need the conceptual, analytical thinkers that often come from IT teams – our enterprise architects, systems analysts etc. But we are now moving beyond this even to the concept of digital intelligence. Simon Waller gave a presentation a little while ago talking of the need for transformation and exploring the rate of technological change. If you look at his concept of ‘digital intelligence’ there are critical questions to be asked. The most fundamental and vitally important of these is Why. I empower my team to ask this question regularly, because if you cannot answer the why question – you do not proceed any further. Too many times in business cases and plans, this question goes unanswered or its answered in such a woolly way that it will prove incredibly difficult to execute on.
- Our landscape has changed, the volume and complexity of information and user expectations has increased and continues to increase…we simply don’t know what people will want 2 years from now, but we do know that the people coming into our workplaces of the future have very different expectations, experiences, and demands. So if we want to attract, and retain top talent we need to acknowledge that and deliver solutions and operating models that support this new way of working.
- So asking the why question is the most important, but in order to ask “why”, we also need the skills and experience to articulate the vision, the goals and how our IM needs and plans are aligned to the organisations goals and therefore enabling the organisation to move forward. The competencies that we need are varied and in order to focus on competencies rather than tasks, many organisations here and overseas are looking at the SFIA framework which organises competencies into 6 key categories. So when creating a role description the focus is not on the tasks execution, it is on the competencies you want to secure and also assess against. Competencies for IM professionals in areas such as Governance, IM Security, Business Planning, Stakeholder Engagement, Change, Data Analysis, User Experience, Service level management, contract management, sales, marketing etc. Accept also that you will very rarely if ever, find those competencies in a single person, but when you look at the ‘team’ you need going forward, the competencies must exist to support your digital strategy.
- Competencies and skills required now are much more communication, analytical, process definition and modelling,