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AIIM Webinar
Deliver better outcomes faster -
how case management can unlock the potential of your information workers
Page 2
Speakers
Doug MilesManaging Director AIIM Europe Director of AIIM Market Intelligence
Dave CaldeiraDirector, Enterprise Content Management Products and Strategy, IBM
Doug CoombsSenior Consultant, Business Process Management, Northern Europe, IBM
Page 3
“Questions”
bottom left.
Asking Questions
Diary Dates
AIIM Certificate Classes – 2-4 day classroom or online
ECM – Enterprise Content Management8-11 Feb, London, 15-18 Mar, Utrecht
SharePoint22-25 Feb, London, 17-19 May, Utrecht
BPM – Business Process Management22-25 Feb, Utrecht
ERM – Electronic Records Management10-13 May London
E2.0 – Enterprise 2.0 29 Mar-1 Apr, London +44 (0)1905 727606
www.aiim.org.uk/training
AIIM Surveys
Latest Report
Capture and BusinessProcess
All reports free to downloadat: www.aiim.org.uk/research
Email: [email protected]: ECM by Numbers
Page 6
Definition
A “case” is any project, transaction, service or response that is “opened” and “closed” over a period of time, to achieve resolution of a problem, claim, request, proposal, development or other complex activity.
It is likely to involve multiple persons inside and outside of the organization, with varying relationships to each other, as well as multiple documents and messages.
The business process will drive towards an outcome, conclusion or result, but may involve a number of different routes, options and alternatives, many of which are not necessarily defined in advance.
Page 7
Which THREE of the following business issues do you most have in managing case content?
Business issues - content
Collecting content from multiple repositories into a case file is the biggest problem…
…and making it available to all staff involved.
N=240,
10+ emps, non-trade .
Page 8
Which THREE of the following business process issues do you most have in managing a case?
Business issues - process
Managing deadlines and a single view of progress are biggest process issues...
…and including all relevant staff in the process workflow.
N=240,
10+ emps, non-trade .
© 2010 IBM Corporation
IBM Advanced Case Management Deliver Better Outcomes….Faster!
David Caldeira – Director, ECM Products and StrategyDouglas Coombs – BPM Lead Consultant, North East EuropeJanuary 21, 2011
Enterprise Content Management
© 2010 IBM Corporation10
To achieve competitive edge
Leaders need to be smarter, faster
Companies that invest in business insight
outperform their peers, showing 33% higher
revenue growth, 12 times more profit growth,
and 32% higher return on invested capital.
•
77% of CEOs
say they do not have real‐time
information to make key business decisions
•
1 in 3 business leaders
frequently make business
decisions based on information they don’t have,
or don’t trust
•
1 in 2 business leaders
say they don’t have access
to the information they need to do their jobs
Sources: IBM 2010 CEO & CFO Studies, IBM 2010 Break Away With Business Analytics and Optimization Study
© 2010 IBM Corporation11
Companies that invest in business agility
outperform their peers, showing 10% higher
revenue growth, 40% higher profit growth, and
60% higher return on invested capital.
•
11% of knowledge workers
claim to have well‐
defined and mapped case management processes
•
40% cite difficulty adding or changing processes
as their biggest case‐handling problem
•
Nearly half have access to fewer than 40% of
customer records required for case processing
Sources: AIIM; BTM Corporation; financial results based on five-year trended analysis by BTM Corporation.
IBM: we should add a
data point related to
social content
management
To accelerate service delivery
Knowledge workers need to be more agile
© 2010 IBM Corporation12
Organizational advantage is trapped
in unmanaged content
Managers who
miss key
information
when making
business
decisions
60%Unstructured
content that is
currently not
being managed
by organizations
90%New data
growth from
unstructured
content, e.g.
email,
documents,
images, video
and audio
80%
Sources: Various IBM and public studies
Organizational
content that
carries risk
without
delivering
business value
50%
© 2010 IBM Corporation13
To optimize business outcomes
Smarter organizations put content to work
SMART IS …
IMPROVING CONTENT‐CENTRIC WORKFLOWSJ.B. Hunt added $870K annually by more accurately charging customers.
SMART IS …
GOVERNING AND DEFENSIBLY DISPOSING OF INFORMATIONJM Family Enterprises saved $2.1 million annually by reducing call
centre labour costs.
SMART IS …
ELIMINATING PAPERA large U.S. federal agency saved more than $1.3 billion annually by eliminating paper.
SMART IS … RAPIDLY DERIVING CONTENT INSIGHTSA large U.S. bank achieved ROI on content analytics in 7 months.
© 2010 IBM Corporation14
Smarter models are emerging
Siloed, departmental management
Collaborative, shared services model
Manual, inefficient processes
Optimized, dynamic processes
“Keep everything”
governance model
Policy‐based information lifecycle
“Search and hope”
user experience
Analytics‐
and people‐driven insight
Infrastructure‐led approaches
Business solution‐led approaches
Traditional content managementContent locked in multiple, siloed repositories,
driving uncontrolled proliferation, inconsistent
access, and mounting costs and risks
Smarter content managementContent in a shared services model, delivered in
context to specific business users and processes,
driving faster insight and action
© 2010 IBM Corporation
Smarter Outcomes
15
BankingCiti
Cost savings of around $5 millionCiticard application processing time cut from over 2 weeks to just 2
daysVery short project cycle times (< 3 months) ●
Large Bank in South AfricaAnnual saving of $715,000 due to paper elimination$3 million savings year over year for every 5% customer base uptake
of digital statements over paperApproximately 1 mil USD saved annually on paper storage costsReduced turn‐around times from 7 days to 7 minutes
GE Money Bank Czech RepublicInsight into running business processes in real‐time
Portugal Telecom Implemented an ECM platform for modelling, implementing,
automating and controlling 150+ business processes Telekomunikacja Polska -•System response time of less than 2 seconds
Communications
EcopetrolReduced document retrieval from 20 minutes to
2 minutes (a 90 percent improvement).70 percent increase in productivity related to
queries.80 percent increase in productivity in document
management.
Chemical & Petroleum
GovernmentMinistry of Finance – Belgium
●
173 percent ROI●
750 percent improvement in ClaimsNorth Rhine‐Westphalia Ministry of JusticeThe ability to immediately identify, correlate and use
only the relevant material in multiple databases
improves the judicial decision‐making process by
adding insight and reducing the chance of missing
key information
© 2010 IBM Corporation16
Current business challenges…
Knowledge workers
in all industries must
do more with less…
…yet businesses need
to improve service and
manage risk while
controlling costs
© 2010 IBM Corporation17
Current business challenges…
Automation has handled the routine; many automated processes are outsourced; exceptions are now the norm
The volume and variety of information can be overwhelming, and it is arriving faster every day
Flexibility is essential to responding effectively to opportunities or threats and meeting business goals
Regulatory or legal risks require consistent adherence to critical policies and rules
© 2010 IBM Corporation18
Why new approaches are needed …
“The new generation of information workers must collaborate
and juggle an ever‐increasing set of tasks…Older process
automation approaches based on old mass‐production
concepts are no longer adequate.”
Forrester, “Next Generation of Knowledge Worker Processes Will Dominate Enterprises”, Oct. 2010
“Organizations around the world struggle to crack the code for
improving the effectiveness
of managers … and others whose
jobs consist primarily of interactions—with other employees,
customers, and suppliers—and complex decision making
based
on knowledge and judgment.”
Forrester, Dynamic Case Management — An Old Idea Catches New Fire,”
Dec. 28. 2009;
McKinsey Quarterly, “Boosting the productivity of knowledge workers,”
Sept. 2010
“Business processes must increasingly tackle smart jobs —
those encompassing more skilled workers who must accomplish
a greater variety of tasks with relatively fewer resources.”
© 2010 IBM Corporation19
Case management in every industry
Invoice, Contract, Employee, Vendor, Customer,
Project, Change Request, Complaint, Exception,
Incident, Audit, Electronic Discovery, etc…
… a common pattern of challenges exists across all industries
Although a “case”
may
be expressed differently
depending on your
business …
Insurance Banking Healthcare Government Energy & Utilities
•
Policy•
Underwriting•
Claim•
Annuity•
…
•
Loan•
Mortgage•
Account•
Credit Card•
…
•
Patient case•
Claim•
Member•
Provider•
…
•
Grant•
Court case•
Citizen•
Tax payer•
…
•
Rate Case•
Permit•
Land•
Property•
…
…
© 2010 IBM Corporation20
IBM’s approach to case management
•
Content management•
Business process
management•
Collaboration tools•
Social software•
Business rules•
Analytics•
Solution development and
deployment•
Templates
Integrated Solution
•
Work activities are event‐
driven•
Collaborative,
ad‐hoc processes•
Processes are often not
predetermined•
Work is knowledge intensive •
Content is essential for
decision making•
Outcomes are goal‐oriented•
Relies on people
Patterns
KEY: A case
is the primary
focus of the system
•
Complex exception handling•
Complaint or dispute
management•
New customer or new account
opening•
Lending applications•
Credit approval•
Contract management•
Claims processing•
Benefits enrollment•
Rate case management•
Investigations or audits
Use Cases
KEY: Both horizontal
and
vertical
in natureKEY: Solution is optimized
for the context
of a case
© 2010 IBM Corporation21
IBM Advanced Case Management
Delivers optimized case outcomes
Supports dynamic, runtime work management
Delivers trusted information to the case – structured or unstructured
Manages and governs entire case lifecycle
Delivers case insight through advanced analytics
Provides the line‐of‐business with tools to rapidly deliver case‐based solutions
brings people, process and information together … in context of a case
information
peopleprocess
Case
Management
© 2010 IBM Corporation22
Rapid application case design for the business
Easy to use, “Interview Mode” (wizard‐driven)Case designer allows a business user to very quickly build a solution
Comprehensive across case assetsCase designer can provide 3600 view of case
Leverage templates for a fast start Represent industry best practices
Significantly shortens time‐to‐value for case‐style applications
Bottom line:
Deliver end users the solution in a fraction of time of
other approaches
© 2010 IBM Corporation23
Case worker user experience
Role‐based and personalizedEnd user gets exactly the information they need to progress the case
Flexible and extensibleCan be configured to meet unique business requirements
Provides deep context for case workNo more disjointed jumping between application
Brings people, process and information together to drive case progression and better outcomes
Bottom line:
A case worker has all the information they need to
improve case outcomes
© 2010 IBM Corporation24
Powerful analytics
for better case outcomes
Comprehensive reporting and analysisGives case managers visibility across all information types to assess and act quickly
Real‐time dashboardsUnderstand issues before they become a problem
Unique content analytics for discovering deeper case insight
Bottom line:
Case managers need insight in order to impact results.
© 2010 IBM Corporation
Why IBM Case Manager is different …
“IBM…has pushed the envelope with its case management
solution, IBM Case Manager. Combining document management
with robust social, collaboration, and communication capabilities,
IBM has integrated a broad array of functionality from its software
portfolio to provide a unique business solution. In the end, the
whole suite offers far more value than the component parts.”
“With this new case management offering, IBM
moves the vision
forward by making a reality
that you'll be able to buy and implement.“
25
© 2010 IBM Corporation26
Castilla y León Social Services AgencyIndustry context:
regional governmentValue driver:
faster delivery, improve complianceSolution onramp:
process and business rules
26
Smart is:
delivering services more effectively
Business ChallengeSpain’s recent passage of a law promoting care and autonomy for
dependent people compelled the agency to reengineer its IT systems
to comply with new regulations as well as provide better service
to
citizens.
What’s Smart?Implementation of a centralized process‐oriented management
system for granting benefits, automating the agency’s work and
shortening services delivery. The system has allowed the agency
to
adapt quickly to the new regulatory framework, and provides
greater flexibility for implementing future policy changes.
Smarter Business OutcomesProvide better service, comply with new and changing regulation
more rapidly, access to rules which govern the process closer to
the
business giving improved control, understanding of business impact
and audit history
"By combining the strengths of IBM Software and services, we
are dramatically reducing the time to process benefits, allowing
the staff to put more focus on handling exceptional cases..”— José
María Molina, Project Director, IT Department Social Services, Social Services Management, Family and Equal
Opportunity Council, Junta de Castilla y León
26
© 2010 IBM Corporation27
Major Financial Services Group & InsurerIndustry context:
insuranceValue driver:
reduce handling time & costSolution onramp:
advanced case management
27
Smart is:
reducing processing time
Business ChallengeThe company sought a common and structured approach to claims
handling in its Italian operations. Because the company’s claims
process was highly manual with information spread across different
systems and applications, adjusters couldn’t easily identify claims
and tasks by priority or deadline.
What’s Smart?By applying advanced case management capabilities using
IBM
Software, the company created a “navigator”
that efficiently
tracks the progression and resolution of each claim, consolidates
supporting information, and enables adjusters to easily identify
any
case that is nearing the deadline for claims processing. An audit trail
enables staff to confirm for regulators that the company is meeting
applicable insurance laws.
Smarter Business OutcomesReduced the time and cost of handling and processing claimsIncreased competitiveness through faster response timesHelped company cost‐effectively maintain compliance with industry
regulations
“The most important piece of the solution is the case management
capabilities. With this, we expect to realize a reduction in claims
processing times and that will translate directly into reduced cost to
process claims.”— A major financial services group and insurer
27
© 2010 IBM Corporation28
Why IBM?
Solutions for your specific needsBanking
•
Commercial
Lending•
Consumer
Lending•
Customer
Service •
ECM
Reimplementat
ion•
Master Content
Mgt•
Paper
Reduction
Telecom‐
munications
•
Customer
Service •
Customer
Billing (e‐
Billing)•
Contracts
Management
Energy &
utilities
•
Asset & Plant
Lifecycle Mgt •
Regulatory
Compliance
Mgt •
e‐Billing•
Rate Case
Management •
Mobile Office•
Rate Case
Management •
Engineering
and Technical•
Content Mgt
Government
•
Information
Governance•
Green
Government•
Case
Management•
Electronic
Health Records•
Claims/ Legal
Case Mgt•
Social Services
benefits •
Customer
Service•
Licensing and
permits
Healthcare
•
Compliance•
Electronic
Health Records•
Claims/ Legal
Case Mgt•
Claims
Processing•
Member
Enrollment
Chemicals
& petroleum
•
Asset and Plant
Lifecycle Mgt•
Plant
Availability•
Compliance•
Risk
Management•
Licensing and
permits
Retail
•
Contracts
Management•
Customer
Service•
HR On‐
boarding•
Accounts
Payable•
New Product
Introduction
Insurance
•
Compliance•
Claims/ Legal
Case Mgt•
Risk
Management•
Case
Management•
Rate Case
Management•
Agency Mgt•
Rate Case
Submission
More than 500solutions available through IBM and our business partners(see www.ibm.com/imaccelerator)
© 2010 IBM Corporation29
Why IBM? Your strategic partner for ECM
Industry thought leader anticipating and shaping the future in enterprise content management
Uniquely capable of solving clients’ most complex challenges related to content management
Delivering value‐added solutions in the context of specific industries, audiences, and roles
The most complete portfolio to address clients’content management imperatives
Scale‐up, scale‐down platform capable of managing the most content‐intensive organizations
A global partner ecosystem for rapid delivery of content management solutions
© 2010 IBM Corporation
thank you!
David Caldeira – Director, ECM Products and StrategyDouglas Coombs – BPM ConsultantJanuary 21, 2011
Enterprise Content Management
© 2010 IBM Corporation3232
Smart is: improving customer service
JM FamilyIndustry context: automotiveValue driver: improve customer serviceSolution onramp: advanced case management
Business ChallengeLack of visibility into customer service interactions around
automobile loans and leasesBottlenecks due to many audits in approval steps
What’s Smart?Customer service associates focused on exception‐based
processes, with greater knowledge sharing across
departments
Smarter Business Outcomes$2.1 million annual call center labor savings. Processes
cut from days to just minutes. Handle more loans with
current resources. Eliminated annual printing of 168k
pages for cost savings and environmental benefits.
“The major business objectives in our
organization are excellence in customer service
and increased productivity of our associates. IBM
ECM is a key enabler of these objectives.”
— Keith Tempinski, Director, Enterprise Content Group,
JM Family Enterprises, Inc.
32
© 2010 IBM Corporation3333
Smart is: increasing revenue, productivity
JB HuntIndustry context: transportationValue driver: increase revenue, productivitySolution onramp: advanced case management
Business ChallengeManual billing. Deliveries made before customers could
accept them resulting in delays.
What’s Smart?Complete billing process visibility. Automated carrier
assignment & billing –
drivers know when customers can
take deliveries and charge automatically if the customer
delays delivery.
Multiple forms of information including email and paper
are now automatically managed.
Smarter Business OutcomesAccurately track and bill charges to the customer, adding
$870K in revenues annually. A 6x improvement in billing
staff productivity. Improved record‐keeping to ensure
compliance.
Increased automatically processed bills from 60% to 90%.
One billing clerk now required instead of six.
33
© 2010 IBM Corporation3434
Smart is: delivering services more effectively
State of North DakotaIndustry context: government servicesValue driver: improve process efficiencySolution onramp: advanced case management
Business ChallengeThe state of North Dakota wanted to securely share
citizen information across agencies statewide and gain
greater visibility into its operations.
What’s Smart?The state enabled agencies to efficiently retain, access
and share information by replacing paper‐based
processes with an automated, centralized advanced case
management solution from IBM.
Smarter Business OutcomesReduces response time to citizen inquiries from days to
seconds. Improves process efficiency, information sharing
and cost savings.
“Advanced case management will help keep our
parole officers safer because they'll have
information faster and more reliably.”
— Chuck Picard, Enterprise EDMS CoordinatorState of North Dakota
34
© 2010 IBM Corporation35
Japan Business Services ProviderIndustry context: computer servicesValue driver: improve customer serviceSolution onramp: content analytics
35
Smart is: gleaning insight
about customers
Business ChallengeA Japanese business services provider operates multiple
customer service centers and needed ways to analyze
large volumes of information to improve agent training
and deliver better customer support.
What’s Smart?They implemented content analytics from IBM to
understand and process natural language. The solution
analyzes customer interactions based on consolidated
logs of phone calls, email and Web, identifying keywords.
Smarter Business OutcomesImproved agent skills and training, resulting in a 92%
reduction in call transfer and 88% improvement in
volume. Provides new insights about product issues,
resulting in an 88% decrease in product‐related calls.
“Insight into customer interaction logs is an
information gold mine for us.”
— General ManagerJapan Business
35
© 2010 IBM Corporation36
PPL CorporationIndustry context: energy and utilitiesValue driver: reduce costs, improve complianceSolution onramp: information lifecycle governance
36
Smart is: knowing what to keep
Business ChallengePPL wanted to minimize the risk and costs associated with
records, plus improve document retention for regulatory
compliance and information governance.
What’s Smart?PPL addressed their e‐mail and records retention requirements
by properly capturing, consolidating, storing and managing
content across its lifecycle, enabling compliance staff to find
trusted, contextually relevant information in a single retention
record.
Smarter Business OutcomesThe IBM solution reduced time to access records from up to
five days to just seconds, enabled a 75% decrease in time to
compile information for new projects, and helped staff retain
critical documents to meet regulatory requirements.
“Before, it could take up to five days to get a file
from our records department. Now staff can
access documents at the click of a button.”
— Jim Mazurowski, SupervisorInformation Solutions, PPL
36
