Redlands Lecture

E-CollaborationE-CollaborationAnd, the role of Web 2.0And, the role of Web 2.0

December 10, December 10, 20092009

jimsutter@cox.netjimsutter@cox.net

www.peergroup.newww.peergroup.nett

JimSutter@cox.netJimSutter@cox.net www.PeerGroup.netwww.PeerGroup.net 22

“When all is said and done ..More is said than done.”

Lou Holtz, Former Coach Notre Dame Fighting Irish

Constant Business PressuresConstant Business Pressures

• Globalization• Innovation• Demographic Changes• Green• Cost

• Reduced Product Development Times

• Shorter Quote-to-Cash Cycles– Quick Response to

Customer• Globalization

• Customization of Products & Services

• Six-Sigma Quality Levels

• CAD, CAE, FEA, Product Data Management (PDM), CIS

• Order Management Systems, ERP, SCM/Capacity Simulation, Sales Force Automation, VMI

• Internet, Wide Area Nets, EDI, E-Mail, Currency, Language Facilities, A/V Conferencing, Web 2.0

• Software Modules, Object-Oriented Development, Table-driven Configurators

• CAD, Simulation, Design Rule Checking, Order Management

Business Drivers - IT Enablers

• Materials Management (MRP)

• Shop Floor Control• CAD - CAE• Analytic Computation• Word Processing

• Direct Customer Access• Product Configurators• Product Customization• Fast Response/JIT• EDI/E-Commerce• Supply Chain• Collaboration

1960 - 19731960 - 1973 1973 - 1980s1973 - 1980s 1990-2000s1990-2000s

Faster Ledgers----

Direct Savings

Faster Ledgers----

Direct Savings

Operating Efficiencies

----Indirect Savings

Operating Efficiencies

----Indirect Savings

Virtual Corporation----

Growth

Virtual Corporation----

Growth

• Accounting/Finance

• Payroll• Sales Statistics• Cost Distribution• Inventory Accounting

Applications Software Shift

Competitive StrategyCustomerCustomer

IntimacyIntimacy

Product Product

InnovationInnovation

OperationalOperational

ExcellenceExcellence

Product

Process

People

Best people often move on to other jobs Best people often move on to other jobs despite the investment in training. Expertise is despite the investment in training. Expertise is lostlost..

Leading Companies point to the fact that revenue Leading Companies point to the fact that revenue growth results from products that were recently growth results from products that were recently introducedintroduced

Continuous Improvement

Objective:

Cycle Time =

Objective:

Cycle Time = Process Time

Assumptions

• Process• Applications & Tools• Infrastructure

Further AssumptionProcess (Requirements)

Applications (Software)

Infrastructure (Platforms)

Realities

• Not Sequential• Inflexible Software• Time Consuming• Lack of Standards

Process Model

Eng..Order

FactoryOrder

PurchaseOrder

SalesOrder

Process Model

Eng..Order

FactoryOrder

PurchaseOrder

SalesOrder

EngineeringEngineering

CollaborationCollaboration

ManufacturingManufacturing

EngineeringEngineering

CollaborationCollaboration

ManufacturingManufacturing

21st Century Organization

• Withering Hierarchy

• Teams

• Empowerment

• Network-Based

Workgroups

• Product Teams• Functional Teams• Task Forces• Cross Functional Teams• Inter-company Teams• Industry Teams

Workgroup Support Products

• Lotus Notes• Exchange/Outlook/Project• Sharepoint• Collabra• GroupWise• Blogs, Wikis, Social Networks

New Software Generation Appearing

• Object-Based (Flexible)• Platform Independent• Standards compliant (TCP/IP, etc....)• Web 2.0

Software learns a lesson from hardware evolution

Abstraction and encapsulation enables reuse of complex software capabilities

OTI-94-G0025.a

PrimitiveFunctions

EncapsulatedObjects SubsystemsMulti-Objects

Object

attributes

methods

Multi-Object

Object

Subsystem

Multi-Object

Object

Multi-Object

Web 2.0 Capabilities

• Conversation: Blogs• Syndication: RSS• Consensus: Wikis• Sharing: Social bookmarking• Applications: Mashups

WWWWWW.peergroup.net.peergroup.net

McKinsey & Co.

Web 2.0

Facilitates……Facilitates……

–Connections–Relationships–Context–Helps Resolve Ambiguities

Growing Adoption Of Web 2.0

Source: Forrester ResearchSource: Forrester Research

Web 2.0 at Work

Which of the following technologies are being offered to employees as corporate applications?

Percent of sample answering

Instant messaging 50%

Wikis 30%

Blogs 23%

RSS 18%

Social networking 10%

None of the above 31%

Source: CIO Web 2.0 Survey, 2008Source: CIO Web 2.0 Survey, 2008

Electronic Marketing• Information• Literature• Samples

Order Processing• Order entry• Pricing• Agreements• Returns

CustomerAccountManagement

CustomerService

Management

CustomerService

Management

Baldrige Award • People Empowerment

• Field Force/Teams

Baldrige Award • People Empowerment

• Field Force/Teams

CustomersField Service Reps

Re-engineered The Business Process• $21 million annual savings• 95% improvement in on-time delivery• 60% reduction in sales office queries• 72% reduction in product returns• 78% reduction in cycle time (14:1)

“The Customer Connection”

Texas Instruments

Stormhoek Vineyards

• Consumer Blogs (everyone’s a wine expert)

• Participative pairing• Wine Clubs• Subscription to wine publications• Sales have tripled since 2005

Baseline…June 14, 2007Baseline…June 14, 2007

Current Applications Blogs

Internal Communication Marketing/PR

Wikis Collaboration Knowledge Capture & Management

Community Sites Marketing - Customer Engagement

Social Networks Company Directory on Steroids

Benefits: Attracting and retaining smart young workers

Shift to Customer 2.0

• Large businesses spend more on employee collaboration tools than customer-facing Web 2.0

• That trend will reverse by next year

• By 2013, companies will spend nearly a billion dollars more on customer-facing Web 2.0 than on internal collaboration

• Is there a payoff for this $1B investment?

Source: Forrester ResearchSource: Forrester Research

EveryThing is Measurable

Key Elements

• Re-engineer process• Communications network• Workflow software• Data Base discipline

• Web 2.0 utilization

The Challenge of Change

“It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new System. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones.”

“It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new System. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones.”

Maciavelli 1513

ReadingsReadingsReal Time; McKenna, , Regis

Blur; Davis, Stan; Meyer, Christopher

Competitive Strategy; Porter, Michael

Using Technology to Improve Workforce Collaboration; McKinsey Digital

Thank You for Your AttentionThank You for Your Attention

JimSutter@cox.netJimSutter@cox.net

www.peergroup.netwww.peergroup.net

Networks for Networking

• Intranets• PLM• SCM Software• Exchange/Notes• Self Serve• Blogs• Wikis

• EDI• EFT• Industry Intranets– textiles

• Trade Exchanges• E-Commerce• Social Networks

Resulting Issues

• Process - BPR–Limited Successes (Ford/Mazda)

• Applications –Best of Breed Vs. Integrated Set–Tailoring/custom development

• Infrastructure–Diversity

CaterpillarCaterpillar

Benefits• Cycle times reduced from

60 days to 5-10 days• Fewer people in the process• Improved accuracy

Benefits• Cycle times reduced from

60 days to 5-10 days• Fewer people in the process• Improved accuracy

Dealers & OEMs

• Data entry screen at customer location• High level English language part names• Prompts for features, modules, and options

• Software and data base explode order into low level, complex details such as numbering, revision levels, and codes

• Validates for customer that order will fit current configuration

Business Need• Simplify the

ordering Process• Reduce cycle times

Business Need• Simplify the

ordering Process• Reduce cycle times

Competitive Strategy

Customer

Intimacy

Product

Innovation

Operational

Excellence

Product ***** ********* **

Process ******** ** *********

People ********* ***** *****

Redlands Lecture

Technology

Last Update 8-2018 Redlands Christian Schools · Redlands Christian Middle School . 251 Tennessee Street, Redlands, CA 92373 . Phone: 909-793-0601 Fax: 909-635-6739 . Redlands Christian

Redlands Community Sustainability Plan Redlands ... · Redlands Community Sustainability Plan Redlands, California March, 2011 Disclaimer This document is prepared as a conceptual

Redlands Community Sustainability Plan Redlands, California … · 2019-06-27 · Redlands Community Sustainability Plan Redlands, California March, 2011 Disclaimer This document

Christ-Centred Redlands College

Redlands goats polished

Redlands Magazine Fall 2011

CityEngine Example: Redlands Redevelopment

Redlands Golf Mediaguide

Redlands Game Tomorrow DallyBulldogs

redlands PrInt

NEW STUDENT ORIENTATION - Redlands

Redlands Magazine Summer 2010

Redlands Planning Scheme

ESRI's Guide to Redlands

REDLANDS HIGH SCHOOL - Redlands Unified School District

PHOTOGRAM - Redlands Camera Club

Fraternity - Redlands

Places of the Redlands: Thornlands

FALL 2021 - Redlands Community College

Redlands Magazine March 17, 2012