October 2007 Strategic Approach to Information Content Acquisition by Armand Brevig Global Category...
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October 2007 Strategic Approach to Information Content Acquisition by Armand Brevig Global Category Leader, Scientific & Business Information armand [email protected]
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Transcript of October 2007 Strategic Approach to Information Content Acquisition by Armand Brevig Global Category...
October 2007
Strategic Approach to Information Content
Acquisition by Armand Brevig
Global Category Leader, Scientific & Business Information
October 2007
Who Has Time to Think of Strategy…?
• Reactive approach driven by vendor renewal cycles and workload
• Conflicting interest internally
October 2007
…Who Can Afford Not to…?
No budget increase this year either…
Show me the value!
Competitive forces
October 2007
• Empowering Your Organisation– Sponsorship– Governance Models
• Developing Strategy– Value Drivers– Strategy Alignment
• Delivering Value– Portfolio Management Process– Examples
October 2007
Empowering Your Organisation - Sponsorship
• High level business case – “horror stories”
• Know your
stakeholders
• Buy-in and contracting
Influence
Support
October 2007
Empowering Your Organisation - Governance
• Corporate culture:– Centralised v. Decentralised– Mandate v. Consensus
Central Information Acquisition
Unit
Key StakeholdersKey Stakeholders
Key Stakeholders
Steering team
October 2007
Developing Strategy
Corporate vision / strategy
Key Customer vision / strategy
Dissemination Unit vision / strategy
Shared Information Acquisition vision/
strategy
Consensus of key value drivers
October 2007
Developing Strategy
Information content
acquisition VISION
VALUE DRIVERS
STRATEGICOBJECTIVES
Increase Value /
Manage Costs
To create a competitive advantage by driving the way AZ licenses, manages and exploits published information
content
Optimise resources spent on contractual
work/ negotiation
Vendor Relationship Management
Demand Management,
Workflow Integration & Extend reach
Value for money above
industry average
Balanced resource
allocation to maximise ROI
Leverage and streamline key
vendor relationships
for added value
Enhance decision making
processes
October 2007
Developing Strategy
Avoiding “strategic drift”…
Management preferences
Resources
Organisation
Vision
Internal Customers
Supply Market
October 2007
XYZ Project
ABC Project
123 Project
ΦΩζ Project
ÆøÅ Project
Project ڪڜٮ
Deliver Value – Portfolio Management Process
Jan
Feb
Mar
Apr
JunJul
Sep
Oct
Nov
Dec
Portfolio review mtng.
Portfolio review mtng.
Portfolio review mtng.
Aug
XYZ Project
ABC Project
123 Project
ΦΩζ Project
ÆøÅ Project New
May
Portfolio review mtng./Opportunity brainstorming for
following year.
•Align with business cycles
•ROI Maximisation
October 2007
Deliver Value - Examples
• Cost containment project
• Resource streamlining project
• Vendor relationship management pilot
October 2007
Conclusion
• Strategic approach is necessary to deliver sustained value
• Change occurs when: V x D x S > R
• Active sponsor is key
• Be pragmatic – adjust to your corporate culture / environment
