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Star Knowledge Technology Alliance Team LLC and HG Technology Ltd Announces Software Development and Support Services Partnership.

Pompano Beach, Florida – Monday, March 12, 2012 – Star Knowledge Technology Alliance Team LLC a global software and solution services provider today announced a partnering agreement with HG Technology Ltd. focusing on provision of offshore software development and support services. This relationship is designed to add mutual value by maximizing the range of revenue opportunities and accelerate service cycles to reduce time-to-profit.

Star Knowledge offer innovative and cost effective customized software development and support services that assist organizations achieve their business goals and attain or maintain competitive market advantage. Through technology-based services and solutions, Star Knowledge enables customers to fully exploit their technology investments for rapid business transformation and success and supports clients and partners In the Americas, Europe, Asia, Africa and Middle East. Software competencies include all major technical areas with focus on SharePoint and open source business solutions, mobile apps, video, and animation development services.

HG Technology Ltd, a Buckingham UK based software company provides web based applications to businesses. Off the shelf applications delivered under the HGCloud label embrace: time management systems, scheduling, order processing and “Presenter” a video presentation platform. Presenter a leading edge video and presentation system matches video and presentation slide side by side with a unique slider interface that enables viewers to enlarge part of the screen. Presenter is a platform that contains the user experience rather than just a single video; the user experience can then be controlled and directed unlike a user on YouTube. Delivery of videos and content is via worldwide edge servers in over 25 locations so buffering should be a thing of the past.

Kevin M. O’Sullivan, Chairman of Star Knowledge stated – “We are very pleased to enter into this agreement with HG Technology and extend our partner value proposition into the UK. We believe that this collaboration will enable HG Technology to successfully leverage our best-in-class technical design and development resources.”

“We are extremely excited at the prospect of working with Star Knowledge.  Through this partnership we believe that it will provide significant benefits to both organizations and perhaps more importantly to our valuable clients.” stated David Gee, managing partner of HG Technology.

Contact

Star Knowledge Technology Alliance Team, LLC

www.star-knowledge.com

Kevin M. O’Sullivan

Phone: 954-903-0941

os@star-knowledge.com

Star Knowledge Sales Center

Phone: 91-821-2413310

sales@star-knowledge.org

HG Technology Ltd.

www.hgtechnology.co.uk

David Gee

Phone: 44-(0845) 366-5830

david.gee@hgtechnology.co.uk

About Star Knowledge Technology Alliance Team, LLC

Star-Knowledge is a software services and solutions provider that delivers high-value results to business and public sector organizations globally, ensuring a level of certainty and quality unrivaled in the industry. We offer a full spectrum of customized software development and support services and open source solutions, Microsoft, and emerging technology business solutions for replacement of legacy systems and introduction of additional mission-critical capabilities. Our Info-Mobility Portfolio of Services provides services and solutions to support the new mobile technical environment as it converges with the virtual knowledge worker work setting.

About HG Technology Ltd.

HG Technology is the development company behind HGCloud products. Applications and services are provided to a number of industries include property, marketing and services. Products are developed based on Microsoft technology and utilise the web and cloud. The growing HGCloud product range include products to improve business profitability; order processing, video platforms, business automation; scheduling, business control; timesheets and market penetration.

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Banking: 2012 Technology Investments Focus

Introduction

Banking institutions face an array of daunting revenue and profit challenges in 2012 as they grapple with cut-throat competition from other banks and financial companies as well as a growing dissatisfied customer base. Customers are listening to and becoming increasingly concerned with the endless political chatter (in the old and new media) focusing on the ‘good, bad, and ugly’ – with emphasis on the ‘bad and ugly’ of continual (unnecessary) product fee increases coupled with a lessening of service efficiency and effectiveness and outrageous executive compensation packages and golden parachutes.

2012 Bank Influencers

What key influencers will face the banking industry in the New Year? In the US, the housing crisis, access to credit markets and high unemployment will persist as obstacles for full recovery. In Europe, the euro debt crisis will continue to threaten the continent and the global financial market. In China, currency valuation and government fiscal and monetary policy will have continuing negative impact on the world stage. Healthier financial geographies around the globe are too small and too export-oriented to escape a downturn in the West.

In 2012, within this unpredictable and impulsive background, banking institutions will need to re-evaluate the type, pricing and delivery of products to customers with key goals to improve revenue and profit in tandem with improving customer loyalty and increased wallet share. Previous years’ strategic considerations focused on growth. In the current unsettled economy, a new consideration is survival! Banks are reacting with a variety of strategies including crafting and implementing strategies and plans for profitability and competitive capabilities, products and services enrichment, precision pricing, and targeted customer acquisition

Market Quandary

In the face of this market quandary, bank expenses generally are being trimmed across the board with the exception of technology. For example, in 2011, technology investment increased and 2012 appears poised for modest growth. In this climate, banking executives will need to re-examine their value proposition with an eye toward more creative and effective use of technology. There are numerous practices available to slash costs but the only way to concurrently shrink costs and innovate is to leverage and exploit the bank’s technology assets focusing on the customer touch points.

Key Banking Technology Investments

For 2012, key banking technology focus includes:

Mobile Environment

Social Media

Online Banking

Cloud Computing

Business Intelligence

Multi-Channel Integration

Mobile Environment: Mobile has become one of the fastest growing business tools and is changing the traditional banking paradigm. Apple’s success with iPhone (and iPad) and the rapid growth of mobile devices based on Google’s Android have led to increased use of special client programs, called apps, downloaded to the customer’s device. Mobile banking is quickly moving from a “techie” to conventional capability that is changing how consumers think about and handle personal finances.

Customers can now easily acquire apps through the Apple and Android marketplaces, by scanning a promotional QR Code (Quick Response bar code) or requesting a link be sent to their mobile device while visiting the bank’s website or Facebook page.

A recent report by market research provider First Annapolis found that 54% of top 100 US financial institutions surveyed offered a selection of mobile banking services. In this regard, consumers are conducting an array of banking activities on their mobiles, and in many cases these devices are now their first point of entry. It is estimated that in excess of 32 million Americans are using mobile banking services, and that the market segment is primed for growth as the technology matures in 2012 and beyond.

While some banking customers will never accept mobile banking as a way of being serviced, for many, the expediency of paying bills, transferring funds, and handling other key financial transactions anywhere, anytime is too much to resist.

Some banks are now realizing that customers are continually in search of new capabilities that provide additional flexibility for managing their finances. In this regard, banks are offering innovative services such as:

  • Financial tools that monitors spending, manages finances, and recommends additional financial products and services effortless on the mobile.
  • Instant “micro mobile loans,” with application, approval, and disbursement via the mobile device.
  • Loyalty programs that integrate with the retail, entertainment, travel and vacation businesses that provides financial incentives for customers that are ‘on the go’.

With the wide range of mobile capabilities available it is vital that banking executives resist the temptation to launch a mobile platform of services until the appropriate research and planning is completed that validates the consumer requirements. Banks also need to understand which customers to target with each new mobile service, as well as the optimal fee structure for each feature.

Social Media: No longer do banks talk and customers passively listen! Web-based social media tools facilitate online conversation and interaction that allow people globally to easily share ideas, insights, experiences, and perspective. The rapid acceptance by consumers everywhere have left the banking industry scrambling to come up with ground-breaking strategies to unleash the power of social media as an alternative sales and service channels for the digital-aware segment of the population.

The current economy has led large numbers of consumers to mistrust banks. This is one reason why so many banks are now turning to social media as a way to become more transparent and intoned to customer requirements and concerns in ‘real time’ in an attempt to build stronger trust and brand loyalty.

The crafting of a social media strategy is vital to formalize the approaches necessary to successfully capture direct consumer product interest as well as current trends and service breaks discovered from consumer use data, customer comments and other interactions collected from an aggregation of the bank’s social media sites. Analyzing social media data in real time allows banks to quickly identify key issues as they occur and respond swiftly before they spiral out of control.

Online Banking: Unit costs for online activities are measured in pennies while costs for human-mediated transactions are expressed in dollars. On-line banking activities include a wide range of services, for example: (1) providing consumers with capability to initiate money transfer payments to other consumers and vendors worldwide; (2) allowing customers to scan checks and deposit images; (3) providing customers with an efficient and effective online lending and investment processes.

Customers favor the increased convenience obtained from using online banking with the significant positive impact on their personal time. The key benefit for banks in deploying online activities is either maintaining or obtaining a competitive advantage in their targeted markets as online banking is a component of the ‘level playing field’.

Cloud Computing: The banking industry is in the early stages of accepting and adopting the cloud computing approach to support mission-critical business activities. Gartner recently reported that more than half of bank industry transactions will be processed within Cloud-based systems by 2015.

In the Cloud, security and stability are key concerns. With some justification, control and risk managers fear that moving essential functions from internal server-based systems to the Cloud will subject sensitive information to undue exposure and risk. Yet the potential advantages of the model are such that for banks to reject the Cloud outright would be financially imprudent.

Banks have invested significantly over the years in enterprise systems that support customer activities. Today, these “legacy systems” employ outmoded technology, until now they continue in production because of the expense, difficulty and risk of migrating daily operations and vast quantities of data to more sophisticated state-of-the-art infrastructures. Banks will need to understand the real impact on their capital, investment, operating cost, product enrichment and innovation, and customer requirements as they plan to upgrade and develop new systems and make decisions to migrate to a Cloud environment.

Business Intelligence (BI): The ideal BI system provides employees and stakeholders straightforward and timely access to the information they need to effectively perform their jobs and ability to analyze and easily share this information with others. BI transforms raw transactional data generated by customer activities into customized reports, dashboards and repositories of meaningful and actionable information.

BI as a rule enables an increase in the customer ‘wallet share’ by targeting banking products and services to customers based on an appreciation of their specific characteristics, needs and behaviors at any given point in the Customer Life Cycle (CLC). (CLC Definition: The stages each bank customer will pass through in a long-term relationship through acquisition, retention and extension.)

Use of the CLC approach creates greater demands on data mining, analytics and CRM capabilities. These activities need to be integrated and operationalized through enhancements to the bank’s campaign management and point-of-sale (POS) systems.

Multi Channel Integration: Bankers face a multitude of difficulties when it comes to integrating all sales channels and customer service into an integrated and streamlined business process. Channels customarily symbolize silos of channel-specific customer data that lack integration across the enterprise given that they are often managed and serviced by different business units and managers.

Multi-channel integration is a vexing task for many banks, as it generally requires sharing and collaborating information across organizational boundaries and reconciling seemingly incompatible business and information architecture models.

In the current environment, customers require the means to interact with their banking institution using a variety of channels of their choice. The consequence of a bank’s helplessness to provide an integrated channel approach is little or no sharing of information across dissimilar channels, duplication due to channel-specific processes and a disorderly, unsatisfactory multi-channel experience for the customer.

The use of a Service-Oriented Architecture (SOA) framework is viewed as a feasible and pragmatic tool to support development and deployment of a successful multi-channel customer experience. For example, SOA allows data, applications and processes to be identified and set-up as services, which can in turn be re-used across different channels, ensuring that all channels have access to a universal set of processes, systems and data. Banks with SOA typically achieve tighter coordination and integration of their valuable channels so that customer interactions can be managed, tracked and completed successfully.

Conclusion

In 2012 and the remainder of the decade, banking institutions must confront and challenge the traditional banking models by positioning technology as one of the top drivers of their institution’s success. Banks need to ensure that they understand and fully appreciate their institutions’ strategic business requirements and be able to provide the appropriate capabilities and resources to execute in a successful manner.

The bank’s strategic technology positioning should engulf their total product delivery and service apparatus by computerizing in an integrated manner all of a bank’s mission critical activities that interact with and support revenue producing customer touch points. The technology-centric strategies employed should be pragmatic, creative and disciplined so as to facilitate total alignment with an evolving, knowledgeable, savvy, and engaged customer base.

In conclusion I will leave all with a topical and associated W. Edwards Deming quote – “It is not necessary to change. Survival is not mandatory.”

Bank Lending Challenges: Aligning People, Process, & Technology

In today’s hypercompetitive market, banks must become skilled at how to
create services quicker, cheaper, and better and improve profit margins in the
face of escalating competition and other economic realities. Increasing business
process efficiency and effectiveness are critical success factors to improve
margins and allow more flexibility in financial product and service pricing.

Sustaining an elevated level of service in customer, agent, and broker interactions
is one of the most effectual ways for banks to distinguish themselves and
increase profitability in a highly aggressive and crowded market. According to
the Economist, “banking executives are discovering that the winning differentiator
is no longer the product or the price, but the level of engagement – the degree to
which a company succeeds in creating an intimate long-term relationship with the
customer and external stakeholder.”

Banks are always talking about searching for the silver bullet that will somehow
transform their bank lending activities into a well-oiled cost-effective machine!
However, without discovering the silver bullet most banking executives will agree
that a successful year over year profitable lending activity will always
contain exceptional and skilled governance supporting with well-organized
and high performing people, processes, and technology.

Real Life Experiences

Have you been a participant in a real life drama with a bank in attempted
to negotiate a business loan? If so, the following should be familiar scenarios
and bring back some frustrating thoughts as you recall your own experiences.

  • The effort to complete the loan forms during the process of negotiating
    a commercial loan is often a waste of time or very frustrating as bank
    representatives will typically ask the same questions in the initial
    meetings and follow-up phone calls.
  • Banks have a lengthy list of forms that require input from the
    borrower, the borrowers’ attorney or outside agents (appraisers,
    inspectors, etc); these documents habitually are misplaced or are the wrong
    version which requires significant duplication of effort.
  •  Identification of the authorized borrower’s representatives
    during the loan negotiation process can be subject to weak security and
    controls that generally increase compliance and legal complications for
    borrower.
  • Banks cannot locate your completed documents after submission
    due to error prone processes and routing activities.
  • Banks do not know if the documents that you mailed or sent
    by courier have arrived at the Bank and therefore delay the loan processing
    activities.
  • Compliance and transparency of the process is inconsistent particularly
    with keeping pace with the correct version that reflects new
    compliance language.

The experiences highlighted above are difficulties that are assumed by many
to be part of the game and accepted as a way of doing business! However,
that was yesterday in a different economic climate. Today, new technology
and processes enable banks to become better at the process of managing
customer expectations. In addition, collaboration tools can empower
bank staff to work in an efficient and timely fashion with their clients which
results in significant gains in improving the customer experience.

The Productivity Factor

For the last decade, a key goal of banking institutions within their lending
areas has been to rely less on manual-centric paperwork by automating
lending transactions and communications. Thus the stacks and files
of paper that clutter lending offices and bog down employee productivity are
evidence of the fact that many banks are far from achieving their goal and
improving the overall productivity of these activities. So why have banks not
improved their business practices in dealing with their lending activities?
Some key causes may include bank management’s:

  • Failure to appreciate the strategic and mission critical nature of content
    management as applied to bank lending in ensuing that customer
    loans are handled in the most effective and efficient manner supported by
    state-of-the-art technology and time-tested best business practices.
  • Employment of legacy document and content management systems
    lacking:
  1. Critical functional and technical capabilities
  2. Cross-division and external integration for exchange of
    vital documents and information
  3. Automated process work flows
  4. Non-supportable outdated versions of vendor content
    management solutions.
  • Absence of enthusiasm to aggressively challenge current failing loan
    policies and processing activities and identify enrichments to customer
    customer and stakeholder ‘touch points’ and the overall banking experience.

The Lending Activity Triangle

What are the critical components for consideration when undertaking
bank lending improvement? Our experience is that best-in-class
banking institutions place focus on the lending activity triangle elements
namely, people, process, and technology people.

The focus on each of these is both individually and combined as
outlined below:

People: The people focus of the triangle is always the most complicated
as training typically takes a back seat to populating the production line with
live bodies to move loan packages through the paper mill. A successful bank
lending activity will generally have difficulties if the people component is not
fully prepared with appropriate training and empowered for prime time
immersion into the process as productive employees. Considerations for
evaluating the people element include matching skills and experiences with
the current employee universe, training requirements, and approach to
continual monitoring employee performance.

Process: What should be the first consideration for enhancing bank lending?
Improvement typically starts with identification of the current process
weaknesses followed by a top-to-bottom redesign of the associated activities and
flows. Key decision points include considerations for bank policies controlling
cross organizational borders, roles and responsibilities, governance and
risk and control.

Technology: A successful process design typically entails pairing the redesigned
process with the most appropriate enabling and supporting technology to meet the
joint objectives of improved productivity and customer touch point effectiveness.
Key considerations include design of an innovative technology architecture that
provides functionality richness, user flexibility, performance, and support
and cost effectiveness.

In actual fact, no major software implementation is really about the technology.
It’s about aligning people, processes, and technology to implement a  solution
that meets business needs. The result is the ability to capitalize on the full
potential of a business technology investment.

Changing a bank’s approach to improving overall performance by embracing
a holistic approach to people, processes and technology has the potential to
mitigate risks, inject better-than-anticipated improvements into your
organization, and lead to a successful deployment of a content solution
that solves critical business problems.

The bottom line is that banking institutions need to constantly challenge the norm
so as to identify and enable necessary changes on an ongoing  basis if they are to
maintain or attain competitiveness in their targeted lending areas.

In conclusion we will leave all with a topical W. Edwards Deming quote:

“A system is a network of interdependent components that work together to
try to accomplish the aim of the system. A system must have an aim.
Without the aim, there is no system.”

Authored by:

Brian Blair, President of Malvern National
Services LLC (http://www.malvernnational.com) and,

Kevin M. O’Sullivan,
President of The Knowledge Compass, Inc. (http://www.knowledgecompass.com )

Star Knowledge Partners with Soaring Eagle Consulting, Inc. – Database Services & Products

Pompano Beach, Florida – Monday, September 19, 2011 – Star Knowledge Technology Alliance Team LLC a global software and solution services provider today announced a strategic partnership with Soaring Eagle Consulting, Inc, a Tampa Florida-based consulting and technology services company to extend their technical services offerings with database performance and tuning services and products.

Star Knowledge offer innovative and cost effective customized software development and support services that assist organizations achieve their business goals and attain or maintain competitive market advantage. Through technology-based services and solutions, Star Knowledge enables customers to fully exploit their technology investments for rapid business transformation and success.

Soaring Eagle offer specialized database consulting services and world-class database performance tools. Their services portfolio embrace end-to-end solutions including: performance based architecture design, database performance audits and tuning, training, and staffing services as well as highly-tailored custom database projects.

In the current business environment data are flooding in at rates never seen before – doubling almost every 18 months – as a result of greater access to customer data from public, proprietary, and purchased sources, as well as new information gathered from Web and social media communities and newly deployed smart assets. In this data intense setting many private as well as public organizations are leveraging and exploiting data use to new levels, using it to support rigorous and constant business experimentation that guides more effective and timely decisions and to model and test new products, business concepts, and innovations in the customer experience. Notwithstanding the availability and innovative use of advanced database software and solutions to handle the increased data velocity there still is the very important need for databases to be proactively maintained at optimum performance levels by highly trained technical personnel. Over the last fourteen years, Soaring Eagle has helped countless companies through-out the US maintain their databases at the highest performance levels with preventive and corrective database technical services.

Kevin M. O’Sullivan, Chairman of Star Knowledge stated – “We believe that partnering with Soaring Eagle will immediately enrich our services portfolio and will unquestionably amplify our customer value proposition with the addition of world-class database services and products”.
”We are eagerly anticipating adding Star Knowledge’s depth of application development experience, particularly in mobile environments, to the offerings we’re currently bringing our clients on a world-wide basis” stated Jeffrey Garbus CEO and founder of Soaring Eagle.

Contact

For additional information contact:

Star Knowledge Technology Alliance Team, LLC

Kevin M. O’Sullivan
Phone: 954-903-0941
os@star-knowledge.org
http://www.linkedin.com/in/kevinmosullivan
http://www.star-knowledge.com
Star Knowledge Sales Center
Phone: 91-821-2413310
sales@star-knowledge.org

Soaring Eagle Consulting, Inc

Jeffrey Garbus
jeff@soaringeagle.biz
Phone: (813) 966-1180
http://www.linkedin.com/in/jeffgarbus
http://www.soaringeagle.biz

About Star Knowledge Technology Alliance Team, LLC

Star-Knowledge is a software services, and solutions provider that delivers high-value results to business and public sector organizations globally, ensuring a level of certainty and quality unrivaled in the industry. We offer a full spectrum of customized software development and support services and open source solutions, Microsoft, and emerging technology business solutions for replacement of legacy systems and introduction of additional mission-critical capabilities. Our Info-Mobility Portfolio of Services provides services and solutions to support the new mobile technical environment as it converges with the virtual knowledge worker work setting.

About Soaring Eagle Consulting, Inc.

Soaring Eagle has been a leader in database consulting, architecture, performance and tuning of all major database technologies, while promoting mentoring and training all over the world for over two decades. Many of our employees, and partners have written books, speak at seminars about leading edge technologies. The company has expertise in all business tiers, financial, health, manufacturing, government agencies and many ecommerce businesses. Clients include Fortune 500 and 100 sized companies and helping startups getting solid computer systems up and running.

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Knowledge Compass Customer SharePoint ECM Experiences

It is estimated that over 70% of leading US businesses currently use or are planning to deploy SharePoint over the next few years, but few have formal content and information management strategies and plans in place! The introduction of SharePoint is providing many of these companies a rare opportunity to take ‘a time-out’ to formally re-examine their core business processes, fully understand and redesign ECM and knowledge-centric systems, and streamline the use of content at the convergence of customer touch points, employees, and corporate IT systems.

Knowledge Compass offers strategic and business and technical level consulting services to assist customers assess their content requirements, design, develop (or customize), and implement ECM solutions in alignment with their corporate business and technical strategies.

Over the last year, Knowledge Compass customers are increasingly selecting SharePoint for their ECM business activities throughout the enterprise in situations where they formally selected ECM point solutions.

A recent review of customer projects identifies that the majority of our SharePoint development customers believe that SharePoint will result in a more effective, efficient, and flexible business environment managed through a familiar Microsoft desktop environment and built on a trusted and extendible platform.

The three benefits reported by our customer’s business and technology leaders with the highest value from SharePoint ECM deployments include:

  1. Improve User ECM Acceptance & Participation
  2. Avoid Content Handling Risk
  3. Increase IT Productivity

Improve User ECM Acceptance & Participation

It is typically understood that ECM project success relies heavily on user acceptance and participation as key critical success factors (CSFs). Briefly, employees who are expected to use an ECM application within their work processes should be able to accept without reservation the new ECM solution as a practical and valuable tool that supports and not restricts their work activities.

SharePoint is a unique solution that provides genuine ECM capabilities to users where they do their content creation and collaboration – inside customized SharePoint group-centric sites that is familiar to all who have used Microsoft desktop solutions. This addresses the challenge that users will not need to learn and identify with a totally dissimilar user interface, navigation, and other content-handling activities.

Our customers report that their ECM project’s user acceptance and participation were improved significantly by SharePoint’s capabilities including:

  • Uncomplicated use, integrated tools and rich capabilities to manage, find, and share mission-critical documents and information
  • Straightforward to add and identify document meta data to track, find, and share documents and information throughout the enterprise
  • Improve decision-making; easily find the right business document or information—regardless of who created it, what format it’s in, or where it lives.

Avoid Content Handling Risk

A dilemma facing most ECM projects is how to successfully design and implement a fully integrated enterprise governance framework that eliminates inefficiencies and waste that have been institutionalized over many years within the enterprise’s content (and information) handling policies, processes and activities.

Our customers identified the below SharePoint capabilities as having the largest impact on the successful alleviation of content-handling problems and risks.

  • Information Architecture (IA): defines and categorizes SharePoint site content and format, including Web pages, documents, and lists within a formal IA; provides users a more productive work experience organized within a consistent information framework.
  • Taxonomies (& Folksonomies): allows users and groups to craft and manage global and local customized Taxonomies and Folksonomies; provides improved content categorization and quicker access to required decision-making content.
  • Metadata Management: supports improved refined and filtered searches for more effective and efficient navigation of SharePoint lists and document libraries content.

Increase IT Productivity

Customers are enthralled by the IT productivity improvements typically realized with use of SharePoint’s comprehensive out-of-the-box capabilities such as:

  • SharePoint 2010 works seamlessly with technologies currently used including Microsoft Office, Microsoft Exchange Server, and Microsoft Unified Communications
  • Use of Microsoft .NET Framework object models to reduce learning curves and development timeframes
  • End user management of their own SharePoint sites without having to contact the IT Team, thus saving time and cost of software expenses.
  • Integrate with legacy systems with reduced work effort and fewer difficulties generally experienced in integration activities
  • Interoperability through SharePoint Business Connectivity Services provides a standardized method of accessing, displaying, and editing content in legacy system environments
  • SharePoint 2010 provides a simple installation and configuration process, including a smooth upgrade from SharePoint 2007

Summary

  • SharePoint’s provides our customers a pragmatic user-friendly front-end to their ECM solutions. Users and work teams can easily navigate to a recognizable SharePoint site to collaborate, innovate, create content, and make decisions.
  • SharePoint allows our customers to save and redirect their centralized IT Team’s technical resources for other mission-critical enterprise developments and support activities.

Knowledge Asset Audit

A knowledge audit is a qualitative appraisal and examination of the enterprise’s knowledge ‘health’. It is about determining the knowledge (and actionable information) required to enable competitive success of the business within its targeted markets.

A knowledge audit includes assessment of the following organizational components:

1. Mission-critical knowledge assets (tacit and explicit)

2. Organizational business infrastructure

3. Knowledge-handling business processes

4. Mission-critical decisions

4. Organizational culture and learning environments

Knowledge Asset Audit Focus

A successful knowledge audit answers the following questions:

  • How is knowledge defined in the organization?
  • What knowledge is needed to support the business?
  • Is a glut or lack of knowledge / information impacting effective and efficient decision-making?
  • Where are the knowledge assets?
  • What is the format and media of the knowledge assets?
  • How does that knowledge flow within and outside the enterprise?
  • How is knowledge captured, stored, enriched and exchanged?
  • How is knowledge secured against potential loss?
  • How is knowledge created in the organization?
  • How do workers keep their knowledge from becoming obsolete?

Knowledge Compass Approach

The Knowledge Compass Audit approach includes the below actions:

1. Conduct holistic assessment with key stakeholders to understand the organization’s business, culture, employee universe, products and services, infrastructure and processes.

  • Identify cultural underpinnings and learning points
  • Determine key decisions in support  of business requirements, objectives, and strategies
  • Identify mission-critical knowledge requirements

 2. Identify and map mission-critical knowledge flows within the organization’s business processes:

  • Chart formal and informal knowledge relationships and communication networks; highlight knowledge-centric flows
  • Confirm use and source of knowledge within processes at employee and customer touch points
  • Identify and create inventory of mission-critical knowledge
  • Identify knowledge gaps with knowledge requirements
  • Assess use and value of mission-critical knowledge
  • Identify knowledge obstacles and barriers

3. Formulate recommended actions to improve effectiveness and efficiency of knowledge handling processes.

The Bottom Line

A knowledge audit creates a powerful advantage for organizations who seek a competitive advantage. Benefits include development of knowledge-centric actions to stimulate improved creativity,  innovation and profitability. Specifically a knowledge audit provides recommendations to:

1. Leverage and exploit corporate knowledge assets

2. Enhance and improve quality and consistency of knowledge

3. Mitigate inefficiencies and duplication of current information and knowledge processes

4. Improve worker productivity with more timely access and richness of knowledge

5. Improve strategic and tactical decision-making

Enterprise Content Management (ECM) Assessment & Strategy

The demands and challenges to improve the effectiveness of business processing are placing renewed focus on organizing and homogenizing critical business content into a structured ecosystem. In response, leading organizations are creating enterprise wide content management strategies and infrastructures focusing on people, processes, and multi-vendor technology solutions in alignment with enterprise business and technology strategies.

Microsoft’s SharePoint is gaining widespread attention and adoption as a platform capable of meeting most business workers’ desk top content handling needs. But many companies enthusiastic on the potential benefits of this exciting tool are struggling with the question of whether there is a need to supplement their SharePoint installation with a more robust and function-rich content management engine for enterprise-wide centralization, governance, and support (i.e. Documentum, File Net etc.)

How do enterprise decision-makers tackle this quandary and craft a successful content strategy and infrastructure design? One approach is to conduct an assessment with the key goal of discovering the information that supports the ‘what, why, how, where, and when’ of the organization’s current and future enterprise content handling and process-based decision-making activities.

Key enterprise content handling questions that require study and answers include:

1. Are content business and technical requirements identified, coherent, and accepted by stakeholders?

2. Are vital content systematized within a structured taxonomy, owned and managed, and accessed with a security and permissions scheme?

3. Are content vendor product capabilities, under consideration, been identified and understood?

4. Has content vendor / product selection criteria been developed?

5. Is there a business justification for employing a tiered content strategy with multiple vendors?

6. Is there an appreciation for the potential risks and changes for implementing and supporting a tiered content infrastructure?

Knowledge Compass Approach

Knowledge Compass helps clients access their content handling activities and develop a formal ECM strategy and plan with a structured and time-tested approach, as outlined below:

1. Conduct holistic review of the business environment:

  • Establish current content handling policies, processes, and activities
  • Identify content handling ‘points of pain’ and critical business impacts
  • Identify critical decisions that require content support

2. Determine key user, functional and technical ECM requirements

3. Design or redesign content handling infrastructure:

  • Evaluate with industry ECM best practices
  • Identify Gaps and mitigations

4. Develop strategy: acquisition, development, integration, deployment, and support of an ECM solution

  • Identify future ECM governance policies, guidelines, and procedures

5. Establish ECM strategic business case, potential risk factors and probable organizational and cultural changes

  • Identify quantitative value and benefits
  • Identify qualitative value and benefits
  • Identify risk and exposures
  • Identify change to existing infrastructure and impacts

6. Determine content acquisition, migration and population plans

7. Construct next steps and timeline

 The Bottom Line

An ECM Assessment provides a consensus-based strategy and roadmap for designing, developing and implementing an integrated enterprise content management system.

Key deliverables resulting from a successful content management assessment and strategy project include:

1. Concept of Operations

  • User Content Requirements
  • Functional and System Content Specifications
  • Redesigned Content Environment
  • ECM Strategy & Governance Plan

2. ECM Blueprint

  • Logical Architecture
  • Information Architecture
  • Content, Conversion & Migration Plan
  • Implementation Plan

3. Supporting Analyses

  • ROI – Return on Investment
  • CDB – Cost of Doing Business Analysis
  • Risk and Change Analysis
  • Best Practice Gap Analysis

 

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