Post on 09-May-2020
Centre Of Digital Enterprise
University of Auckland
Knowledge Management, Relationship Systems, and
Enterprise Systems:The Digital Architecture of the
21st Century Enterpriseby
Dr Brent GallupeQueen’s University, Kingston, CanadaUniversity of Auckland, New Zealand,
May 2003
Centre Of Digital Enterprise
University of Auckland
OVERVIEWBACKGROUND:BACKGROUND:ENTERPRISE SYSTEMS: ENTERPRISE SYSTEMS: -- ““SO MUCH PAIN FOR HOW MUCH GAIN?SO MUCH PAIN FOR HOW MUCH GAIN?””
RELATIONSHIP SYSTEMS:RELATIONSHIP SYSTEMS:-- ““THE GOOD, THE BAD, AND THE UGLY?THE GOOD, THE BAD, AND THE UGLY?””
KNOWLEDGE MANAGEMENT:KNOWLEDGE MANAGEMENT:-- ““CAN KNOWLEDGE BE MANAGED?CAN KNOWLEDGE BE MANAGED?””
CONCLUSIONS CONCLUSIONS AND FRIENDLY PROVOCATIONSAND FRIENDLY PROVOCATIONS
Centre Of Digital Enterprise
University of Auckland
DILBERT ONEnterprise Systems and
Knowledge Management
Centre Of Digital Enterprise
University of Auckland
Elements of Digital Technology
ComputingTechnology
CommunicationsTechnology
Content(Data, Informationand Knowledge)
Centre Of Digital Enterprise
University of Auckland
Moore’s Law
Source: L. Downes and C. Mui, Unleashing the Killer App (Adapted)
1975 1980 1985 1990 1995 2000 2005
Transistors per Chip
10K
100K
1M
10M
8088
80286
80386
80486 Pentium
P6Pentium Pro
“Computer processing power doubles every 18 months”
Centre Of Digital Enterprise
University of Auckland
Metcalfe’s Law
Source: L. Downes and C. Mui, Unleashing the Killer App (Adapted)
1988 1990 1992 1994 1996 1998 2000
Internet Host Computers
50M
40M
30M
20M
10M
2002
"The power of a network grows exponentially every time the size of the network doubles"
Centre Of Digital Enterprise
University of Auckland
Gilder’s Law
Source: G. Gilder, GTR (Adapted)
1986 1989 1992 1995 1998 2001 2004
Internet connectivity in bps
1,000,000
100,000
10,000
1,000
100“Bandwidth access doubles every year”
Centre Of Digital Enterprise
University of Auckland
The Hype Cycle of Emerging Digital Technologies
Visi
bilit
y
Time
Technology trigger
Peak ofinflated
expectations
Trough ofdisillusionment
Slope ofenlightenment
Plateau ofproductivity
“Hype cycle”phase
Source: Gartner Group 1998 (Adapted)
Centre Of Digital Enterprise
University of Auckland
The Digital Architecture for the 21st Century Enterprise
SUPPLIER RELATIONSHIPS
-- SCM --
CUSTOMERRELATIONSHIPS
-- CRM --
ENTERPRISE RESOURCE PLANNING
KNOWLEDGE MANAGEMENT
Centre Of Digital Enterprise
University of Auckland
FAMOUS “ERP” QUOTES
““I HAVE NEVER SEEN A DECENT I HAVE NEVER SEEN A DECENT ERP SYSTEM I DIDNERP SYSTEM I DIDN’’T LIKE.T LIKE.
TROUBLE IS, ITROUBLE IS, I’’VE NEVER SEEN A VE NEVER SEEN A DECENT ERP SYSTEM!!DECENT ERP SYSTEM!!””
FORMER MULTIPLE ERP FORMER MULTIPLE ERP SYSTEM USER, 2000SYSTEM USER, 2000
Centre Of Digital Enterprise
University of Auckland
What Is ERP?Enterprise Resource Planning (ERP) System
–An integrated set of software modules that shares data across key organizational applications
–The system addresses transaction processing requirements and can accumulate data for management reporting
–Examples of ERP Systems include: SAP, PeopleSoft, Baan, Oracle, JD Edwards
Centre Of Digital Enterprise
University of Auckland
ENTERPRISE RESOURCE PLANNING
Forecasting Production OutboundLogistics
HRManagement
Finance andAccounting
ERP Footprint
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University of Auckland
Extending ERP Systems
Source: T. Vollman & C. Cordon, IMD, 2000
Supplier Customer
PurchaseForecast
Inventory
Manufacture
Schedule
Sell
PurchaseForecast
Inventory
Manufacture
Schedule
Sell
Centre Of Digital Enterprise
University of Auckland
ERP – Methodology Phases
1. Design(plan)
2. Deployment(dive)
3. Stabilization(hold breath)
4. Improvement(swim)
5. Transformation(run)
Rel
ativ
e Pr
oduc
tivity
+
–
Time
Source: J. Ross, MIT Centre for Information Systems Research 1998 (Adapted)
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University of Auckland
ERP – Development(Building Planes in the Air)
Source: www.eds.com
Centre Of Digital Enterprise
University of Auckland
ERP – FUTURE Success FactorsManagement Support– Assign most knowledgeable people 100% time to project– Development of a business case that clarifies objectives– Preparation of status reports based on agreed upon metrics
Organizational Discipline– Learning from sustained standardized processes and data– Understanding the paradox: standardization is key to
flexibilityChange Capability– Ongoing training—forever—on the ERP system and
processes (ongoing knowledge dissemination about ERP)– Incentives to use knowledge about process outcomes and
performance
Source: J. Ross, MIT Centre for Information Systems Research (Adapted)
Centre Of Digital Enterprise
University of Auckland
The Digital Architecture for the 21st Century Enterprise
SUPPLIER RELATIONSHIPS
-- SCM --
CUSTOMERRELATIONSHIPS
-- CRM --
ENTERPRISE RESOURCE PLANNING
KNOWLEDGE MANAGEMENT
Centre Of Digital Enterprise
University of Auckland
FAMOUS “SUPPLY CHAIN MANAGEMENT”
QUOTES
““SUPPLY CHAIN MANAGEMENT IS SUPPLY CHAIN MANAGEMENT IS GREAT. WE JUST DIDNGREAT. WE JUST DIDN’’T KNOW T KNOW HOW TO DO IT!HOW TO DO IT!””ATTRIBUTED TO LEE IACOCA, ATTRIBUTED TO LEE IACOCA, FORMER CEO OF CHRYSLER CORP.FORMER CEO OF CHRYSLER CORP.19951995
Centre Of Digital Enterprise
University of Auckland
What is Supply Chain Management?
Supply Chain Management (SCM)
– Management of a set of linked activities associated with the procurement, design, production and distribution of a product or service
– Focus of SCM: procurement, inbound logistics and inventory control
– Electronic procurement eliminates paper work and reduces errors
Centre Of Digital Enterprise
University of Auckland
SUPPLYCHAIN
MANAGEMENT
ManufacturingProcurement
OperationalProcurement
InboundLogistics
ServiceProcurement
InventoryManagement
SCM Footprint
Centre Of Digital Enterprise
University of Auckland
Types of SCM - E-Commerce
Infomediation and Metamediation(many-to-many)
Interorganization(one-to-one)
Disintermediation(one-to-many)
Med
iate
dU
nmed
iate
d
Closed (EDI) Open (Internet)
TRANSACTIONS
ARCHITECTURE
Source: M. Sawhney, Northwestern University
Centre Of Digital Enterprise
University of Auckland
Staying Ahead of Competitors(The Running of the Squirrels)
Source: www.eds.com
Centre Of Digital Enterprise
University of Auckland
SRS/SCM:FUTURE Success Factors
Management Support– Understanding the dimensions of your supply chain– Anticipating new developments in the Chain– Assigning knowledgeable people to lead SRS/SCM
Organizational Adaptation– Agility in adapting to changes in the Chain– Understanding the paradox: competing through cooperation
Using Your SCM Knowledge– Knowing your suppliers, intermediaries and competitors– Learning from your SRS/SCM processes
Centre Of Digital Enterprise
University of Auckland
The Digital Architecture for the 21st Century Enterprise
SUPPLIER RELATIONSHIPS
-- SCM --
CUSTOMERRELATIONSHIPS
-- CRM --
ENTERPRISE RESOURCE PLANNING
KNOWLEDGE MANAGEMENT
Centre Of Digital Enterprise
University of Auckland
FAMOUS “CRM” QUOTES
““GREAT SUCCESS IN BUSINESS IS NOT GREAT SUCCESS IN BUSINESS IS NOT ABOUT FORCING CUSTOMERS TO ABOUT FORCING CUSTOMERS TO MAKE DIFFICULT COMPROMISES ON MAKE DIFFICULT COMPROMISES ON WHAT THEY REALLY WANT!!WHAT THEY REALLY WANT!!””
DAVID POTTRUCK, DAVID POTTRUCK, COCO--CEO SCHWAB 1999CEO SCHWAB 1999
Centre Of Digital Enterprise
University of Auckland
What is Customer Relationship
Management?Customer Relationship Management (CRM)– The most common phrase used to describe the shift
from product-focused marketing to a customer-focused approach
– Four step process: identify, differentiate, interact and customize
– “I now know who you are and what you want. You and I interact. Then I mass customize, tailoring the product or service I offer to meet your needs”
SM-195
Centre Of Digital Enterprise
University of Auckland
CUSTOMERRELATIONSHIPMANAGEMENT
Marketing Sales
Service
CRM Footprint
SM-196
Centre Of Digital Enterprise
University of Auckland
Transaction versus Relationship MarketingOne-off exchanges
Brand management Focus Ongoing exchangesCustomer mgmt.
Short-term focus Timeframe Long-term focus
Mass communication Communication Personal comm.
Market research Feedback Ongoing dialogue
Mass markets ormarket segments Market size Markets of one
Market share Criterion Mind share
Transaction Relationship
Centre Of Digital Enterprise
University of Auckland
E-Loyalty – Your Secret Weapon …
Source: F. Reichheld & P. Schaefer, Harvard Business Review 2000
0
-20
-40
-60
-80
20
40
60
$80
0th year1st year 2nd year 3rd year
Profit per customer
Consumer electronicsBooksGroceriesApparel
Centre Of Digital Enterprise
University of Auckland
CRM – FUTURE Success FactorsManagement Support– Understanding the customer experience at all levels, in all
functions– Anticipating new developments in customer preferences and
behaviours– Assigning knowledgeable people to lead CRM
Organizational Adaptation– Create new roles (customer knowledge czar!)– Reward innovative customer support practices
Using Your CRM Knowledge– Knowing your customers, focusing on valued customers– Learning from “transaction” data and “human” data
Centre Of Digital Enterprise
University of Auckland
The Digital Architecture for the 21st Century Enterprise
SUPPLIER RELATIONSHIPS
-- SCM --
CUSTOMERRELATIONSHIPS
-- CRM --
ENTERPRISE RESOURCE PLANNING
KNOWLEDGE MANAGEMENT
Centre Of Digital Enterprise
University of Auckland
FAMOUS “KNOWLEDGE” QUOTES
““THE MORE I LEARN, THE LESS I THE MORE I LEARN, THE LESS I KNOWKNOW””
ADAPTED FROM GALILEO, ADAPTED FROM GALILEO, EARLY 1600EARLY 1600’’ss
Centre Of Digital Enterprise
University of Auckland
What is Knowledge Management?
Knowledge Management (KM) is a formal and directed process of organizing information that would benefit others in the company – and then of devising ways of making it easily available by:
– Creating REPOSITORIES of information about best practices
– Setting up NETWORKS for transferring information between employees who interact with customers and those who develop the product or provide the service
– Establishing formal PROCEDURES to ensure that lessons learned in the course of a project are passed along to others doing similar jobs
Source: Harvard Management Update 1999 (Adapted)
Centre Of Digital Enterprise
University of Auckland
Elements of Knowledge Management
Practices
Processes
PapersPeople
Programs
Patents
Products
Centre Of Digital Enterprise
University of Auckland
KNOWLEDGEMANAGEMENT
DataWarehousing
ManagementReporting
DocumentManagement
DecisionSupport
Knowledge Management Footprint
Centre Of Digital Enterprise
University of Auckland
Typical Knowledge Management Initiatives
Source: M. Earl & I. Scott, Sloan Management Review 1999
CONTACTIVITY
•Meeting spaces•Events•Communities
CAPABILITIES
•Education & development•Management processes•Measurement &
protection
EXPLORATION
•Data Mining•Directories and tools•Groupware•Knowledge-based
systems
CONNECTIVITY
•Videoconferencing•Intranets
Explicit KnowledgeTacit KnowledgeO
rgan
izat
iona
lTe
chno
logi
cal
Inve
stm
ents
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University of Auckland
Knowledge Management Challenges
(Herding Cats)
Source: www.eds.com
Centre Of Digital Enterprise
University of Auckland
Knowledge ManagementFUTURE Success Factors
Management Support– Make knowledge management part of everyone’s job– Foster a culture of knowledge sharing– Incorporate a knowledge management component into all
systemsOrganizational Factors– Don’t rely on technology shortcuts– Don’t start too big with KM initiatives
Change Capability– Change the incentive system – reward knowledge creation
and sharing
Centre Of Digital Enterprise
University of Auckland
The Digital Architecture for the 21st Century Enterprise
SUPPLIER RELATIONSHIPS
-- SCM --
CUSTOMERRELATIONSHIPS
-- CRM --
ENTERPRISE RESOURCE PLANNING
KNOWLEDGE MANAGEMENT
Centre Of Digital Enterprise
University of Auckland
The KBE Centre
Supporting innovative research
in the Knowledge Era
Centre Of Digital Enterprise
University of Auckland
New focus on knowledge as a commodity
Knowledge is the pre-eminent economic resource. Knowledge-based enterprises (KBEs) are organizations that generate wealth as the direct product of knowledge. For these organizations, knowledge and information are their primary raw materials and most important products and services.
Centre Of Digital Enterprise
University of Auckland
A Centre to meet emerging KBE needs
The KBE Centre is a global leader in researching the management of knowledge-based enterprises.
With a $6.5M endowment from Melvin R. Goodes, the Centre was established in 1999 at Queen’s University within the Queen’s School of Business.
Centre Of Digital Enterprise
University of Auckland
KBE Centre Objectives
Knowledge PRODUCTION - learn how best to manage KBEs through multi-disciplinary research activities on a global scale.Knowledge TRANSMISSION - share this knowledge through academic and practitioner channels.Knowledge DIFFUSION - assist public and private sectors in transforming this knowledge into practice to promote innovation.
Centre Of Digital Enterprise
University of Auckland
Brokerage model key to research partnerships
Create a focus for cutting-edge research on issues of critical importance to management.Research agenda driven by stakeholders -partner organizations, business executives, and academics from around the world.Match research opportunities with the best resources through effective leveraging.Provide research to guide public sector policy to promote innovation and competitiveness.
Centre Of Digital Enterprise
University of Auckland
Knowledge programs
1. The Alliance EdgeIndustry leaders in the area of strategic alliances and Queen’s School of Business faculty work together.Produce relevant research tailored to a professional audience.
2. E-Commerce ResearchInitiates joint e-commerce research initiatives with private sector organizations and public research institutions
Centre Of Digital Enterprise
University of Auckland
Knowledge EventsKnowledge Summits - annual fall conference explores topics relevant to knowledge-based enterprises. Knowledge Roundtables - annual spring conference targets an in-depth issue relevant to knowledge creation and management.Speaker Series - distinguished speakers from business and research explore the latest issues in the management of knowledge-based enterprises.Visiting Scholars – students and faculty have the opportunity to work with prominent academics.Knowledge Cafés – students, faculty & practitioners exchange ideas around the topic of knowledge management.
Centre Of Digital Enterprise
University of Auckland
Knowledge ResourcesKBE Centre News – seasonal publication relevant to KBE issues. Conference White Papers - outlining the latest research, insights, and questions for future research emanating from our conferences.KBE Library - researchers and practitioners can make use of our extensive library of books and articles. KBE Centre website - provides details on upcoming events, research papers, and funding opportunities. (business.queensu.ca/kbe)
Centre Of Digital Enterprise
University of Auckland
CONCLUSIONS and FRIENDLY PROVOCATIONSEXTENDING EXTENDING ERPSsERPSs WILL CONTINUE TO BE A WILL CONTINUE TO BE A MAJOR CHALLENGE WITHOUT MAJOR CHALLENGE WITHOUT INTEGRATION WITH KNOWLEDGE INTEGRATION WITH KNOWLEDGE MANAGEMENTMANAGEMENT““RELATIONSHIP SYSTEMSRELATIONSHIP SYSTEMS”” WILL BECOME WILL BECOME THE KEY TO SCM AND CRM INITIATIVESTHE KEY TO SCM AND CRM INITIATIVESTHE THE ““DIGITAL ARCHITECTUREDIGITAL ARCHITECTURE”” FOR THE FOR THE 2121STST CENTURY WILL BE THE MANAGED CENTURY WILL BE THE MANAGED INTEGRATION OF:INTEGRATION OF:
““ERP + SRS/SCM + CRS/CRM + KMERP + SRS/SCM + CRS/CRM + KM””
Centre Of Digital Enterprise
University of Auckland
FAMOUS “FUTURE” QUOTES
““THE FUTURE AINTHE FUTURE AIN’’T WHAT IT USED T WHAT IT USED BEBE””
ATTRIBUTED TO YOGI BERRAATTRIBUTED TO YOGI BERRAFAMOUS AMERICAN BASEBALLFAMOUS AMERICAN BASEBALLPLAYER, 1950PLAYER, 1950’’ss
Centre Of Digital Enterprise
University of Auckland
The Future: Next Stop, Cyberspace!