Novelis: (The Enterprise Repository)

Novelis
[ the enterprise repository ]
Sandeep Panja
Founder at Quadmatics Financial Services

Product Architect @ BareOrigin LLC
Ex SAP ABAP and BI Consultant at Infosys and TATA
ca.linkedin.com/in/sandeeppanja 1
Novelis BareOrigin LLC
FOOD FOR THOUGHT
Have you ever imagined how much data is sent to a typical

person in the course of a year?
An equivalent of every person in the world reading 174

newspapers every single day.
GROWTH
OUTPUT OF INFORMATION AND KNOWLEDGE
HUMAN ABSORPTIVE CAPACITY
TIME
2
DERIVATIVE
Now lets just think for a moment about large organizations,

enterprises and government bodies where millions of
people are employed and bombarded with an almost
constant stream of data every minute.
WHERE’S THE PAIN
Too much data, too little management.
RESULT
Fortune 500 companies lose roughly about USD 31.5 billion

a year by failing to share knowledge, a very scary figure in
today’s global economy filled with turbulence and volatility.
3
FORECAST
The volume of digital business data to be stored is growing

at a rate of 40 to 60 percent each year.
Gartner - Information Governance Best Practice
Adopt A Use Case Approach
Debra Logan, Alan Dayley, Sheila Childs
FACTS
Digital content doubles every 18 months.
In 2016, five times as much digital content will be created

as in 2012.
IDC Research
4
WHAT ARE THE BARRIERS TO EFFECTIVE SOLUTIONS
Failure to value ‘ knowledge ’.

Not willing to identify critical knowledge.
The complexity of knowledge retention.
No knowledge management tools or technology.
Workers hesitant to share for fear of losing power.
No one department or person is responsible for knowledge
retention.
Short time horizons.
Generational conflicts.
Organizational size and characteristics.
IDC Research
5
COMPLICATING THE TASK
Bureaucratic norms
Early retirements or layoffs
Personnel attrition
Budget cuts and restrictions
A general ‘do more with less’ political culture
VALUE FACTORS
Data Protection
Compliance Regulations
Legal eDiscovery
Protection in case of litigation
Implementing Best Practices
6
COMMONLY USED OPTIONS TO RETAIN OR MITIGATE KNOWLEDGE LOSS
Agency or site or department expert

Rotational or visiting staff
Multi-skilling or cross-training
Contracting, part-timers, retirees
Eliminate task, product or service
Classroom or simulator education
Coaching and mentoring
On the job training
Shadowing
Codification or publication
7
SO WHAT’S THE BIG DEAL
Managers spend 20-30% of time searching for information.

50% of found information is of no value.
‘ This equals to 1 full workday per week, 2.5 months per year, 25% of the salary costs ‘
Typical information with poor signal-to-noise ratio.

‘ We don’t know what we know, much less what we need to know ‘
Getting the right info to the right people at the right time.
‘ We spend too much time making sure everybody knows what the latest info is ‘
‘ We can’t get people on the same page ‘
Too much stuff gets lost in the system.

‘ Nothing get’s followed up. It’s too hard to connect the dots ‘
The urgent drives out the important.

‘ We spend all our time fighting fires. It’s too hard to keep track of long range issues ‘
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10
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TYPICAL ORGANIZATIONAL LEARNING
Learning by Example - Incorporates specially constructed

examples rather than a broad range of experience.
1
Learning by Experience - A function of time and talent.
2
Learning by Discovery - Undirected approach in which a
workforce explores a problem area with no advance
knowledge of what their objective is.
1
Is of no use when a key personnel leaves the organization.
2
Mostly goes un-noticed and un-heard.
14
THE CHALLENGE WITH ORGANIZATIONAL KNOWLEDGE
The majority of a company’s valuable knowledge is tacit

and resists being articulated.
While organizations cannot create knowledge without

individuals, unless individual knowledge is shared with
other individuals and groups, the knowledge will have a
limited impact on organizational effectiveness.
In a study, 158 out of 200 execs in large MNC’s found that

most successful methods for turning knowledge into
practical results come from informal employee networks
and other workplace practices and not from databases or
manuals, etc.
15
AND THE CHALLENGE WITH ORGANIZATIONAL DOCUMENTS
They are vulnerable to natural disasters and accidents. e.g.

mold, fire, typhoons, water leakage, humidity, radiation.
Important documents require special storage requirements.

e.g. climate control, water and fire proofing, pest control.
Impossible to access without wear and tear. e.g. paper is

dirtied and crumpled with finger oil and sweet, over time it
will be damaged and beyond repair.
Data theft and vulnerability to industrial espionage. e.g.

physical data can be easily stolen.
16
WHERE IS YOUR INFORMATION
Other Locations
Users' Home Computers
Users' Smartphones And Tablets
Users' Laptops
Collaboration Systems
Users' Desktop Machines
Email
File Servers
0 5 10 15 20 25 30 35 40 45 50
17
WHERE DO EMPLOYEES GO FOR HELP IN SOLVING PROBLEMS
NON-ELECTRONIC DOCUMENTS
CONTACTS IN OTHER OFFICES
INTERNET
INTERNAL NETWORKS WIKI EMAILS BLOGS
CO-LOCATED COLLEAGUES
EXTERNAL NETWORKS
18
CREATING INFORMATION JUNKYARDS
TRASH OR EMPTY LIBRARIES
19
WHY MANAGE KNOWLEDGE
Prevent redundant effort.
Invent only when needed. But don't

reinvent the existing.
Avoid repeating past mistakes. Increase the win rate.

Smooth human transition. Reduce corporate memory loss.
Reuse what others have already created and proved.
Making scarce expertise widely available.
Effective decision making. Accelerates delivery.
20
DOES IT MATTER. YES, IT DOES
If only HP knew what HP knows, we would be three times

more profitable.
Lew Platt, ex CEO of Hewlett-Packard
We are an organization with lots of expertise locked up in

people's heads. So our challenge is to get what's inside
people's heads exposed in a way that can benefit the
business. Executive Insights Into Enterprise 2.0, Sydney 2008
Lew Platt and hundreds of other CEOs know that if only

they could tap the skills and knowledge within their own
staff, it could do wonders. Imagine the impact if anyone in
an organization who undertakes an assignment could
easily discover if it’s been done before, if so by whom, and
exactly how.
21
BIGGEST DIFFICULTIES TO SUCCESSFULLY MANAGE KNOWLEDGE
Culture
Management's Failure To Signal Importance
Lack of Shared Understanding Of Strategy
Organisational Structure
Lack of Problem Ownership
IT Communication Restraints
0 10 20 30 40 50 60
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BIGGEST DIFFICULTIES TO KNOWLEDGE TRANSFER
Changing People's behaviour
Measuring Value Of Knowledge Assets
Determining What Knowledge Should Be Managed
Justifying Use Of Scarce Resources
Mapping Organization's Existing Knowledge
Making Knowledge Available
Attracting And Retaining Talented People
0 10 20 30 40 50 60
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BIGGEST DIFFICULTIES IN SOCIAL RELATIONSHIPS
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BIGGEST DIFFICULTIES IN ORGANIZATIONAL RELATIONSHIPS
SCENARIO 1 SCENARIO 2
POOR DEGREE OF LEARNING HIGH DEGREE OF LEARNING

AND KNOWLEDGE SHARING AND KNOWLEDGE SHARING
25
DOES KNOWLEDGE MANAGEMENT SYSTEM SAVE ANY MONEY?
Knowledge management software doesn’t cost much. For

example in US, an enterprise build software costs around
$9 per employee per month.
Employee’s time costs a lot more - say an employee is paid

$30 per hour. And if someone says “this new software is
saving me time,”, then they’re probably talking about
something which is saving them at least 10 minutes a day.
Those 10 minutes a day add up to $5 a day or $110 a

month. That’s at least $110 saved for a $9 investment. And
that’s a huge margin if an organization’s whole employee
base is considered.
26
CASE STUDY 1/3
Assumptions
1. Number of cases per month is 5000

2. Average cost per case is $40
3. Average cost per escalated case is $150
4. Average burdened cost for a new professional is $70,000
5. Average talk time for first contact is 12 minutes
6. Average talk time for escalated calls 18 minutes
7. Time require for a new hire to be productive is 6 weeks
8. Number of new hires per year 8
9. First call resolution rate is 40%
* The above referenced data was taken from a US provincial

government support and resolution center
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CASE STUDY 2/3
Reducing the Average Call Time on first contact

Forecasted improvement: 1 minute
Savings = (Cases per month * Cost per case) * (Improvement /
Talk Time for first contact)
Savings = (5000 * $40) * (1/12)
Savings = $16,667 per month
Increasing the First Call Resolution Rate

Forecasted improvement: 20%
Savings = (Cases per month * Improvement) * ((Escalated Talk
Time - Talk Time for first contact) / Talk Time for first contact) *
Cost per call
Savings = (5000 * 20%) * ((18 - 12) / 12) * $40
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CASE STUDY 3/3
Reducing the Escalation Rate

Forecasted improvement: 5%
Savings = (Cases per month * Improvement)
Savings = (5000 * 5%) * ($150.00 - $40)
(Cost per escalated case - Cost per case)
Reducing the time required for a new professional to become

productive
Forecasted improvement: 3 weeks
Savings = ((Improvement * Number of new hirers per year) *
(Average burdened cost of a new professional / weeks per year))
/ months per year
Savings = ((3 * 8) *($70,000 / 52)) / 12
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BENEFITS 1/3
Profitable growth through higher efficiency, coaction and

innovation.
Preventing the waste of valuable resources - avoid
reinventing the wheel.
Ensuring the use of up-to-date technology and thinking
across the firm.
Faster identification of opportunities and threats and faster
execution of response.
Time to market is at least 6x faster.
Retaining breakthrough incremental innovations and ideas
from across and outside the firm.
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BENEFITS 2/3
Better informed faster decisions with less dependency on

formal structures.
Reduced reliance of knowledge hoarded by a few experts,
knowledge that disappear with them.
Reduced duplication of effort, faster onboarding and
shorter runway.
Reduced distortion and clarity of direction.
Improved job performance and productivity.
24/7/365 access to any type of organizational data.
Drastic ICT cost cuttings and lower operational costs.
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BENEFITS 3/3
More engaged employees with better understanding of the

organization.
L-model instead of V-model guarantees swift ‘One Time
Right’.
Adaptive, modular and rapidly scalable - Create once, apply
everywhere.
Minimal or NO training and development program.
Increased revenues with competitive pricing over rivals.
Reduction of hard code programming to a minimum.
Improved learning loop.
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OPPORTUNITY TO CREATE CENTRE OF EXCELLENCE
AGRICULTURE
HEADQUARTER LAW AND JUSTICE
REGIONAL OFFICE
DISTRICT OFFICE
DISTRICT OFFICE
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NOVELIS IS ALL ABOUT
Archive first. Backup less. Consolidate more.

Deploy in 1 day / Train in 1 hour
Highly customizable without programming or consultants
Robust, paperless data archival for faster work actions
What do You think ?

Is your Information Architected for Enterprise 2.0 ?
Is your Culture ready for this ?
34

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Novelis

[ the enterprise repository ]

Founder at Quadmatics Financial Services

FOOD FOR THOUGHT

Have you ever imagined how much data is sent to a typical

An equivalent of every person in the world reading 174

HUMAN ABSORPTIVE CAPACITY

Now lets just think for a moment about large organizations,

WHERE’S THE PAIN

Too much data, too little management.

Fortune 500 companies lose roughly about USD 31.5 billion

The volume of digital business data to be stored is growing

Digital content doubles every 18 months.

In 2016, five times as much digital content will be created

WHAT ARE THE BARRIERS TO EFFECTIVE SOLUTIONS

Failure to value ‘ knowledge ’.

COMPLICATING THE TASK

COMMONLY USED OPTIONS TO RETAIN OR MITIGATE KNOWLEDGE LOSS

Agency or site or department expert

SO WHAT’S THE BIG DEAL

Managers spend 20-30% of time searching for information.

Typical information with poor signal-to-noise ratio.

Too much stuff gets lost in the system.

The urgent drives out the important.

TYPICAL ORGANIZATIONAL LEARNING

Learning by Example - Incorporates specially constructed

THE CHALLENGE WITH ORGANIZATIONAL KNOWLEDGE

The majority of a company’s valuable knowledge is tacit

While organizations cannot create knowledge without

In a study, 158 out of 200 execs in large MNC’s found that

AND THE CHALLENGE WITH ORGANIZATIONAL DOCUMENTS

They are vulnerable to natural disasters and accidents. e.g.

Important documents require special storage requirements.

Impossible to access without wear and tear. e.g. paper is

Data theft and vulnerability to industrial espionage. e.g.

WHERE IS YOUR INFORMATION

Users' Home Computers

Users' Smartphones And Tablets

Users' Desktop Machines

WHERE DO EMPLOYEES GO FOR HELP IN SOLVING PROBLEMS

CONTACTS IN OTHER OFFICES

CREATING INFORMATION JUNKYARDS

TRASH OR EMPTY LIBRARIES

WHY MANAGE KNOWLEDGE

Prevent redundant effort.

Invent only when needed. But don't

Avoid repeating past mistakes. Increase the win rate.

DOES IT MATTER. YES, IT DOES

If only HP knew what HP knows, we would be three times

We are an organization with lots of expertise locked up in

Lew Platt and hundreds of other CEOs know that if only

BIGGEST DIFFICULTIES TO SUCCESSFULLY MANAGE KNOWLEDGE

Management's Failure To Signal Importance

Lack of Shared Understanding Of Strategy

Lack of Problem Ownership

BIGGEST DIFFICULTIES TO KNOWLEDGE TRANSFER

Changing People's behaviour

Measuring Value Of Knowledge Assets

Determining What Knowledge Should Be Managed

Justifying Use Of Scarce Resources

Mapping Organization's Existing Knowledge

Making Knowledge Available

Attracting And Retaining Talented People