Information Management at DrKW

LEAH BPARMEET BRYAN A

Introduction

Poll

How many active blogs?

Why are we doing this?

DrKW

knowledge

informationdata

52 widgets 37% more widgets

We can increase our widget production by…

DrKW

Business type:

Investment banking arm of Germany’s second largest bank

Result of takeovers and aquisions spanning the UK, Germany, and the US

Profitable and successful

DrKW

Structure: Two divisions Right-sized to

6000 employees after acquisition by Allianz

DrKW

Capital Markets Corporate Finance

DrKW

Culture:

Historic siloing, shift to collaboration for client focus

Emphasizes innovation and expertise

Voted ’best place to work’

DrKW

Environment:

Highly regulated

Concerns on security, confidentiality, and compliance

Need buy-in from sr mgmt and accessible tools

Q. What are some of the major problems identified in this case?

Organizational Problem

1. DrKW was smaller bank as compared to it competitors which called for innovation and expertise in specific product areas to boost competitiveness.

2. As an investment bank, DrKW had large and complicated IT infrastructures which needed improved collaboration, communication and publication in order to achieve its strategic goals.

Organizational Problem

Q. What were some of the Strategic Goals of DrKW to achieve organizational effectiveness?

Managing IT/IS at DrKW

Strategic Goals:

o To pioneer the industry by fostering innovation and expertise within DrKW.

o To engineer solutions to deliver value to business lines by extending the capabilities and expertise.

o To deliver higher levels of service to internal/external clients to gain market share.

Managing IT/IS at DrKW

Q. What were some of the Operational objectives of DrKW to achieve efficiency in daily operations?

Managing IT/IS at DrKW

Operational Objectives:

o Increased efficiency of employees with tools to improve their expertise and foster better communication and collaboration.

o Increased capital efficiency by developing a real-time software of global trading activities.

o Lowering operating costs by increasing transparency within different departments and locations of DrKW.

Managing IT/IS at DrKW

Q. What are some of the strategic and operational tools used by DrKW to achieve competitive advantage?

Managing IT/IS at DrKW

Managing IT/IS at DrKW

Strategic Tools:

Bottom-up Knowledge Creation with the help of internal blogs to diffuse news, opinions, and knowledge and improve collaboration and communication.

Operational Tools:

o Email

o Telecom system

o Internal Blogosphere and RSS feeds

o Web 2.0 Enterprise

o Instant messaging

Managing IT/IS at DrKW

Advantages of IT/IS used:

DrKW used internal blogosphere as an eSP (electronic share point) platform where employees could blog or share their expertise which served as a record of DrKW’s thoughts and conversations which was searchable and consultable.

Internal Blogging helped improve team-work, reduce email and increase transparency.

DrKW used a combination of 900 applications to provide systems solutions to business problems that needed to combine consistent financial information across products.

Managing IT/IS at DrKW

Solution 1: B2Evolutiion

B2Evolution Internally hosted

open-source blogging platform

Launched in 2003

First 15 Months

30 blogs, 100 posts

Q4 2004

331 blogs, 180 posts, 350 comments

Frequently Updated and Revised

Ideas

Requests

Criticisms

Users

IT Department

Business

Tools

Email

Telecom System

Internal Blogosphere

RSS Feeds

Web 2.0 Enterprise

Instant Messaging

Solution 1: Pros and Cons

Pros

System already in place and is being used

Has gained acceptance by many employees

Cost for maintaining program is good

Cons

Solution is not comprehensive enough to meet needs

Concerns about security / open sharing

Solution 1: Culture, Politics, and Structure

Culture – employees have begun to buy into the change

Politics – this is an issue, but it is becoming less apparent over time

Structure – organizational structure is affected as divisions begin to open up to one another

Solution 2: Siemens Teamcenter

Teamcenter Product Lifecycle

Management Application from

Siemens

Over 3 million licensed users as of

2006

Community Collaboration

Enterprise Knowledge Management

Program and Project Management

Reporting and Analytics

Standard Internet Web Browser

Single Source of Knowledge

Centralized Knowledge

http://www.plm.automation.siemens.com/en_us/products/teamcenter/solutions_by_product/community_collaboration.shtml

Solution 2: Pros and Cons

Pros

Extremely comprehensive system

Widely tested and accepted program by leaders in other industries

Significant IT support structure (Siemens)

Cons

Cost is significant

Some applications are tailored more for production / engineering

New program will have to gain acceptance by employees / management

Solution 2: Culture, Politics, and Structure

Culture – will need buy in from employees and management

Politics – individuals and divisions may be slow to embrace information sharing

Structure – a more boundaryless corporate mentality and structure may become necessary

Our Solution

Maintain B2Evolution and associated programs / tools

Supplement existing system with Teamcenter applications

Continue to monitor growth and evaluate effectiveness

Our Solution: Advantages

Transition from existing system to our solution will have minimal impact

Parts of system have already gained acceptance by employees

Cost is kept in check by combining the best of each solution

Comprehensive enough to meet needs

Messages for Modern Leaders

1. Knowledge creation requires communication

2. Systems should ‘fit’

3. Systems need to be managed

Questions?