About a week ago, I had a nice conversation with two other AIIM Expert Bloggers Chris Walker and Chris Riley about some of the crazy excuses we've heard from people for sticking with cumbersome, often physically painful, forms and antiquated paper-based processes. Based on our...
(e.g. alerts fired that triggered several activities in sales, customer support, services and legal) - Champion the success. As with any process change, shout about your successes
Specifically, I speak of the notion of “maximum total value,” a philosophy that goes beyond such conventional measures as TCO and ROI, and further embraces process change and collaboration as well
Then automate the process Change Management Importance and cost of Change Management Far more ERM implementations fail because of inadequate resources allocated to change management than any inherent faults in the system or any other aspects of the environment Consider in particular Senior management endorsement Communications Training Helpdesk and User Support Benefits in small and large organizations Benefits of ERM linked strongly to level of adoption The wider the scope, the greater the productivity benefits Roll-out to small and large organizations may be different Incremental approach Ensure all hardware / software decisions conform to the standards Constantly evolving delivery channels All channels (including PDAs, mobile phones and Blackberries) have implications for ERM Evaluate how information is created and accessed E-mail message to Blackberry SMS (Short Message Service ) text message to mobile phone Now and in the future!
Then automate the process Change Management Importance and cost of Change Management Far more ERM implementations fail because of inadequate resources allocated to change management than any inherent faults in the system or any other aspects of the environment Consider in particular Senior management endorsement Communications Training Helpdesk and User Support Benefits in small and large organizations Benefits of ERM linked strongly to level of adoption The wider the scope, the greater the productivity benefits Roll-out to small and large organizations may be different Incremental approach Ensure all hardware / software decisions conform to the standards Constantly evolving delivery channels All channels (including PDAs, mobile phones and tablets) have implications for ERM Evaluate how information is created and accessed E-mail message to smartphones SMS (Short Message Service) text message to mobile phone Now and in the future!
As an example, if finance changes the way procurement is handled, using ECM technologies to automate and “go digital” with all content, what impact does it have for the rest of the company? What processes change when it is time to place internal order requests?
Of course, this is a challenge that is not specific to improving collaboration; it's a reaction that every organisation embarking on a significant business change initiative (and even perhaps in the case of more minor process change projects) will have encountered to some extent or another
How can organizations avoid falling into the trap of adopting the language of collaborative work without making fundamental process changes? It's not an easy transitional phase in the path to a more social business
If we take a look at this with the same eye that Lawrence did, we may not see the same sort of process changes that he detailed surrounding the parking permits