Collaboration Business Cases

Linking Investments to Business Linking Investments to Business Priorities for Business

Investment

Miles Gustafson

Microsoft Australia

Collaboration Business Cases

• How often does the CEO or senior leadership in your organisation talk about more effective collaboration?

• How easy is it to build a Business Case for new collaboration technologies?

The Telephone Business Case

• It‘s considered necessary infrastructure to carry out modern business

• It’s utilised in many critical business processes

• The business case gets made as part of the plan to add an employee or open a new office

Key Observations

• Business planning is not sufficient for IT planning

• Business rarely asks for IT infrastructure capabilities, while every business capability is highly dependent on the infrastructure

• Often business planning is not coordinated resulting in reactive governancein reactive governance• “individual” solution architectures

• It is often difficult to make a business case for a

platform of IT capability until its use is relatively mature

– Consolidation is an easier business case

Key Concepts

1. Just like IT, business also has an infrastructure

– Identify common business activities and drive “horizontal” business capabilities

2.2. Just like business, IT also has products and servicesJust like business, IT also has products and services

– Anticipate customer needs and plan pro-actively– Anticipate customer needs and plan pro-actively

3.3. Not all IT business cases are the sameNot all IT business cases are the same

– However, alignment to strategy and stakeholder priorities are always required

5© 2007 Microsoft Corporation

Capability Patterns & Relationships

Business

Process or

Activities

Collaborative

Business activities specific to Business activities specific to

business functions business functions e.g. Product Bundling, Industrialisation of

Business Process, Centres of Competence

Intellectual Asset UtilisationIntellectual Asset Utilisation

Business

Strategy

Strategic InitiativesStrategic Initiativese.g. Increased Customer Wallet Share through

Cross Sell, Geographic Expansion, BPO, ITO

Collaborative

Business

Capabilities

IT

Capabilities

Enabling capabilities Enabling capabilities e.g. Information Digitisation, Access to

Trusted Experts, Just in Time Training

Supporting capabilities Supporting capabilities

provided by IT Services provided by IT Services

e.g. content mgmt, e.g. content mgmt,

monitoringmonitoring

Intellectual Asset UtilisationIntellectual Asset Utilisation

Innovation and TransformationInnovation and Transformation

Partnering and CommunityPartnering and Community

Planning and Discovery ExcellencePlanning and Discovery Excellence

Human capitalHuman capital

Organisation

Capabilities

Supporting people and Supporting people and

practices e.g. rewards, practices e.g. rewards,

leadership style, org leadership style, org

structurestructure

Business ProductivityBusiness Productivity

Maturity ModelMaturity Model

Business ProductivityBusiness Productivity

Infrastructure Infrastructure OptimisationOptimisation

Maturity ModelMaturity Model

Business Infrastructure

Collaborative Business Capabilities

Sources:

“The World is Flat” by Thomas L. FriedmanGartner and Forrester papers on CollaborationMicrosoft collaboration white paperCustomer engagements

IT Capabilities Support

Collaborative Collaborative

Business

Capabilities

Business Capability Maturity Levels

Eg: Capture and Reuse IP

Collaboration Capability Maturity MapValue Driver Capability CSF Alignment Level 1 Level 2 Level 3 Level 4

Capture and Reuse IP

Access to trusted experts → →

Protect intellectual assets

Synergistic work

Consensus and Decisions

Communication of timely and relevant information →

Sense and Repond →

Authoritative Source of Information

Information Digitization →

Point-of-Interest Computing

Leveraging CommunitiesPartnering

Intellectual Asset

Capitalization

Innovation and

Transformation

Leveraging Communities

Managing Relations

Workflow Digitization →

Process Orchestration

Information Orchestration

Governance & Compliance

Reporting and Analysis

Cost/Benefit Measurement

Change Tracking

Auditing

Managing Expertise

Just in Time Training →

Partnering

Planning and

Delivery

Excellence

Agile Human

Capital

IT Capability Maturity MapCluster Capability CSF Alignment Level 1 Level 2 Level 3 Level 4

E-Mail

Instant Messaging

Voice

Unified Messaging

Broadcasting (Audio/Video)

Conferencing (Audio/Video/Web)

Calendaring

Tracking

Notification

Routing

Content Store

Communication

Coordination

Content Store

Publishing

Indexing

Delivery

Archiving

Authoring →

Transformation

Approval Workflow

Collaborative Decision Making

Discovery →

Presence

Search

Personal portals →

Content

Management

Information

Creation

Information

Access

Approaches

• Analyse pre existing content

• Run workshops with business units

Alignment: To Sample Strategic Themes

Workshop Process

Departmental IT

Liaison

Departmental

Initiatives

Scenario

Workshop

with Business

Stakeholders

Analyse

Socialise

Workshop Departmental

Initiatives

Analysis of

Collaborative

Requirements

Scenario

Creation

SocialisationWorkshop

Results

Consolidate

and Present

Sample BPIO Workshop Output

• Sample Capability Interest and Analysis

1. Smart Multi-Channel Customer Forms

2. Smart Forms for Product Bundles2. Smart Forms for Product Bundles

Smart Multi-Channel Forms

Process Smart Multi-Channel Customer Forms

Process DescriptionCustomers access online forms but have no access to assistance should they require it.

Most Important Collaborative

Capability Groups Find and Leverage Trusted Experts, Managing Relations, Workflow Digitisation

Summary of Primary Collaborative

Capability Requirements Basic Standardised Rationalised Dynamic

Find & Leverage Trusted Experts x x

Managing Relations x x

Workflow Digitisation x x

Summary of Current Situation

Customer applications may not be completed due to an inability to complete a form online. This

may result in a lost opportunity or drive customers to more expensive channels.

Summary of Desired Situation

Allow greater process flexibility through the use of multichannel smart forms. This allows the

customer to fill in a form on the web either partially or completely and allow representatives in the

branch, call centre, or mobile bankers to access that form and support it’s completion. The

customer experience should be further enhanced by providing the ability to build presence

awareness and access to expertise into the various forms.

Value and Key Performance

Indicator

•Enhanced Customer Engagement

•Increased Cross Sell

Workflow Digitisation x x

Smart Forms for Product BundlingProcess Smart Forms for Product Bundling

Process Description Enhanced Cross Selling is desirable and product bundles are a method of achieving this. Processes for the

delivery of products are still separate with separate applications required for each.

Most Important Collaborative

Capability Groups Information Digitisation, Workflow Digitisation, Process Orchestration

Summary of Primary Capability

Requirements Basic Standardised Rationalised Dynamic

Information Digitisation x x

Workflow Digitisation x x

Process Orchestration x x

Summary of Current Situation

Process inefficiency, information duplication and re entry are the norm for completion of a Product Bundle

the application process. This degrades the customer experience and lowers the productivity of staff.

Summary of Desired Situation

Utilise Smart Forms to rationalise and reuse the information required to complete the process of a product

bundle. Enhance the workflow to enable scanning of hardcopy supporting documentation electronically in

the branch and support the decomposition of the process to deliver information and scanned supporting

information to each sub process electronically and without the need for bag delivery to a central

processing facility.

Value and Key Performance Indicator

•Enhanced Customer Engagement

•Increased Cross Sell

•Improved Close Rates

•Compressed Process Cycle Times

•Improved AML compliance

Wrap Up

• A method of linking collaboration capabilities to business priorities for business case creation

• Your MS IW Solution Sales Specialist can • Your MS IW Solution Sales Specialist can help

• Questions?

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The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.

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