Digital Disruption – The change that occurs when new digital technologies and business models affect the value proposition of existing goods and services or bring to market an entirely new innovation.
Why is the shift to digital so disruptive?
As a global society, we are currently in the process of digitizing everything. We are wrapping our physical world with a digital counterpart, a world of information, which parallels and reflects our own. We want to know everything we can think of about everything we can think of.
This whirl of digital information changes the playing field for businesses, because digital information does not abide by any of the rules that we are used to in business.
In a digital world, products and services have no physical substance. There are no distribution costs. A single prototype can generate an infinite number of copies at no cost. And since the products and services are so different, the environment around them becomes unstable; as the digital layer interacts with the physical layer, everything in the ecosystem is up for grabs. Suddenly new products become possible and established ones become obsolete overnight.
Science-fiction writer Arthur C. Clarke once said that “Any sufficiently advanced technology is indistinguishable from magic.”
In the business world today, you are competing with sorcerers. You need to learn magic.
Let’s take the music industry as an example of how technology changes the playing field. Music used to be very expensive to record and distribute. Every time a new technology comes along, the music industry has had to adjust.
The graph on the left shows units sold in the music industry, by media, since 1973. See the overlapping curves? Each technology has a lifecycle – early in the lifecycle sales are low, but they rise as more people adopt the technology. When a new technology comes along the older technologies suffer. But not to worry, people still need their music, right? Typically the lifecycle curve for “units sold” closely echoes the revenue curve.
But when the product becomes purely digital – when it enters the realm of magic – the cost of making and distributing the product plummets to nearly zero. This means more people can produce and distribute music, more cheaply and easily. More music becomes available to the public and purchases skyrocket – but the price per unit drops precipitously.
Take a look at the two graphs below. The left chart is units sold and the right one is revenue. Note how digital downloads (units sold) have skyrocketed, while the revenue curve is the smallest in years.
The core issue is that even though unit sales rise rapidly, the price per unit drops so much faster that the revenue from sales fails to make up the difference. The industrial-age company, which has built its business model on the high costs of producing and distributing physical products, now has a high-cost infrastructure which is suddenly obsolete. What was once an asset is now a critical liability. This opens the entire industry to new players who can offer services to this new world at a dramatically lower cost.
The product is now digital. So the album, which you once charged $15 for, now retails for about $10. Ouch. You just lost a third of your revenue. But it gets worse. In the old days you sold music by the album, because the cost to make and distribute single songs on CD kept the cost of singles relatively high. So people would buy albums which contained a lot of songs, it now appears, that they didn’t really want. The chart below compares the typical mix between album and single sales on CD vs. downloads. The product mix has flipped completely, from most people buying albums for $15, to most people buying songs for $1.
So the revenue per unit drops once again. Even with some people buying albums, the average revenue per unit is about $1.50. That means your entire industry has lost about 90% of your revenue, almost overnight.
In the world of manufacturing we talk about efficiency and productivity. You look to efficiency to decrease your costs and productivity to increase your revenue. In between you seek to make a profit. But you can’t streamline yourself to profits when the world is changing around you so profoundly. You need different strategies, different tactics.
The digital revolution is the biggest shift in the music industry since the 1920’s, when phonograph records replaced sheet music as the industry’s profit center.
What’s going on here? First, the means of making and distributing the product change. Suddenly the costs are so low that thousands of new competitors enter the market. Every artist can now compete with you from his or her garage, bringing new meaning to the word “garage band.”
But as if that weren’t bad enough, this also changes the things that people buy and the way they buy them. It’s a cascading effect.
So who wins and how do they win? Let’s look at Apple’s iTunes strategy. Apple looked at the entire industry as an ecosystem – people buy music and they play it on a device. If they like the experience they buy more music. In time they might buy another device, and so on, and so on. This is not a business process, it’s a business cycle.
Sony had everything that Apple had – in fact, much more. They had a powerful music-player brand, the Walkman, the established industry leader for portable music players. They had more engineers. They had a music division with 21 record labels.
Sony’s divisions, which worked in their favor for efficiency and productivity, worked against them when it came to collaboration and innovation. The company was divided into separate operating units which competed with each other internally, making it difficult to collaborate on projects that spanned across multiple units. Sony was a classic industrial-age company, focused on productivity and efficiency.
What did Apple do that Sony didn’t? They focused on the system, not the product.
If you want to record your own music, Apple makes the software for that. If you want to sell your music, you can sell it on iTunes. If you want to play it, Apple makes the device. In case you hadn’t noticed, Apple had to look at the entire ecosystem of the record industry through a new, digital lens, including:
- Understand the digital infrastructure and how it changed the playing field.
- Relentless focus on user experience – simplicity, “just works” design, delight customers.
- Smart partnerships: Apple began by giving away the money: Record companies made 70 cents on every 99 cent purchase, with the rest split between artists and merchandising costs.
- Interoperability: Apple chose to support an open format that would work with any player, while Sony chose a proprietary format for their first digital media player.
Think creatively. Understand, provide for, and support the entire ecosystem. Fill in the gaps when you can. Eliminate middlemen if you can – partner with them if you must. Partner with value providers (like artists and record companies that own large repositories of music). Be fearless about cannibalizing your own core business – if you’re not doing, it somebody else is.
The core difference is between an industrial, manufacturing-based model which focuses on efficiency and productivity – making more widgets more efficiently, and an information-based model which focuses on creativity and innovation. The industrial model thrives on successful planning and logistics, while the information model thrives on systems thinking, rapid learning and adaptation to a changing environment.
What can you do? As a company, you will need to innovate differently. That’s the subject of my next post, which we will discuss next week.
In the meantime, you can hear more from Dave on Digital Disruption in our Digital Business Thought Leaders webcast "The Digital Experience: A Connected Company’s Sixth Sense".
Oracle BPM Suite offers in-built adaptive case management capabilities to manage unstructured processes and empower the knowledge workers to improve customer experience
Avio Discusses Oracle's Business Driven Process Management
Dan Atwood of Avio discusses how Oracle BPM Suite empowers businesses users to design and improve processes and achieve higher visibility and efficiency.
By Ty Duval, Consulting Senior Practice Director, WebCenter, Oracle Consulting Services
At the Crossroads
I frequently encounter companies at the crossroads in their efforts to become digital businesses. Their journeys proceed along familiar paths and I can readily anticipate what their next steps should be. To begin with, these firms launched their initial web sites more than 15 years ago, and have steadily added multiple web-based applications (running on disparate systems) to support targeted initiatives. IT and business leaders are certainly web-aware, if not already web-savvy.
Yet a lot has changed over the past decade. Web-powered solutions are no longer nice-to-have additions to enterprise architectures and applications. Rather, these solutions are core capabilities for achieving strategic business objectives.
The Business Value for WebCenter
IT leaders must now provide both internal and external customers with the branded experiences for managing and using online content, while sharply reducing costs and accelerating time to market. It’s necessary -- but no longer sufficient -- to simply consolidate web sites by introducing standardized platforms and services that reduce technical footprints.
Instead, IT groups need to refresh, modernize, and mobilize their enterprise application infrastructures. There is also an evolution of responsibilities. Individual business units, not the IT groups, should create and manage all of the content required for engaging customers and driving the branded experiences across their organizations.
Of course, Oracle WebCenter provides the tooling for delivering effective enterprise-scale applications. Yet implementation makes a big difference. At OCS, we focus on three factors for deploying digital business solutions – consultative engagement, content inventory, and content reuse. Let me explain why these factors make a difference.
First, the OCS engagement model is a consultative process. We work along side business stakeholders and creative teams to define the requirements for building branded experiences. With our deep technical knowledge and product expertise, we can help define how to use the right tool for the right job in the right way.
There is often a gap between what the business envisions and what the tools deliver. By being part of the conversation from the start, OCS consultants can bridge the gap, and make timely recommendations that leverage the key capabilities of the enabling tools and technologies. Then, when it comes to implementation, consultants can rapidly prototype and produce frequent enhancements on an ongoing basis. Utilizing an agile development methodology, they can work closely with business users and designers to mold the digital environment.
Second, branded experiences depend on content. In any engagement, it’s essential to determine what information already exists and can be readily incorporated into the new solution, as well as what content is entirely missing and needs to be created. A content inventory maps the “to be” state about what information customers require, against the “as is” condition describing and categorizing all the content items that are currently available.
OCS consultants work with business stakeholders and creative teams to identify the kinds of content needed to support particular experiences. It is also important to identify the content owners who are responsible for producing the needed information, both currently and in the future. Often the content already exists in one repository or another. The design challenge then is to compile and organize the information from disparate sources.
The content inventory can also uncover the missing text, images, and rich media assets that customers expect as part of their experiences. OCS consultants can then work with line-of-business organizations to define new content management processes – the people, tasks, and activities required for creating and maintaining these needed information sources. Once deployed, the line organizations should be responsible for managing the content without IT support.
Third, a successful digital business initiative depends on content reuse – the ability to create content items once, manage them systematically, and distribute them as needed across the enterprise. As an example, there should be a single source of content that describes the capabilities of a new product on a company’s web site, and the corresponding promotions contained in personalized email messages sent to prospective customers.
When it comes to building branded experiences, more is at stake then storing content within a shared repository or relying on a predefined set of editorial workflows for review and approvals. Reuse requires an appreciation for the power of content and an understanding about how to manage it for competitive advantage.
This is where WebCenter deployment expertise pays off. OCS consultants have the technical skill sets and business insights for defining the content models and metadata essential to ensure content reuse. They can utilize the appropriate capabilities of various WebCenter products for business results.
Knowhow and Experience
In short, there’s an art and a science to building branded experiences for digital businesses. Successful companies are going to transform – and digitize – key aspects of their ongoing operations, and create new business processes along the way. Different firms and even entire industries are going to pursue their own particular paths.
But there are common threads to weaving together the applications for next-generation, digitally empowered environments. It takes knowhow and experience. When implementing WebCenter, OCS consultants have the insights, methodologies, and tools to help companies make the journeys and become digital businesses.
The July 2014 edition of the Information InDepth: Oracle WebCenter Newsletter is now available! Feature stories include:
- New Oracle.com Wins Raves: Re-Engineered for Personalized Buyer Journeys
- Survey Reveals Rising User Expectations for B2B Interactions
- Meet the Oracle WebCenter and Oracle Business Process Management (Oracle BPM) Team: Andy Kershaw, Senior Director of Oracle WebCenter, Oracle BPM, and Oracle Social Network Product Management
There are also new infographic videos, customer and partner spotlights and more! Read your copy today!
By Mitchell Palski, Oracle WebCenter Sales Consultant
The Important of Enterprise Mobility
Enterprise mobility is a growing area of interest for all organizations – public sector and commercial – mainly because of the widespread use of mobile devices. A majority of users have mobile access to the web and an ever-growing percentage of those users depend on that capability to successfully perform their day-to-day responsibilities. Rather than combat this trend, the burden is on IT development teams to develop user interfaces that enhance the productivity of their workforce and encourage user participation through mobile devices. I wrote a blog in April 2014 called “The Evolution of Enterprise Content in the Mobile Era” in which I talked about the enterprise benefits of mobile access to content. Aside from the benefits to end users, I also noted that organizations can analyze usage analytics from personal devices to gather information about their mobile workforce. The point is this; enterprise mobility isn’t just important to end users’ satisfaction, it’s also important to an organization’s operational awareness.
Oracle WebCenter Portal is a Web platform that allows organizations to quickly and easily create intranets, extranets, composite applications, and self-service portals. Oracle WebCenter Portal provides users a more secure and efficient way of consuming information and interacting with applications, processes, and other users. Oracle WebCenter Portal provides IT with a comprehensive and flexible enterprise portal and composite applications solution to quickly build portals, websites and composite applications. This common user experience architecture is based on ADF and combines run-time and design time customization of applications in one.
Oracle WebCenter Portal supports enterprise mobility through several development techniques:
- Responsive Design – develop an interface that adapts the layout of a website automatically based on the dimensions of the device viewing that site.
- Device Settings and Page Variants – control how a Portal renders on specific devices or groups of devices.
- Mobile Applications – provide users with native applications for their iOS and Android devices.
1 Responsive design is a client-side strategy that depends on CSS Media Query to carry out the client-side responsiveness. Oracle WebCenter Portal is based on the Oracle Application Development Framework (ADF), whose user interface components (rich client components) are based on JavaServer Faces (JSF). When developing a responsive Oracle WebCenter Portal user interface, your development team will have to leverage those ADF components to quickly and easily build interactive user interfaces. When building a responsive user interface layout, developers are not limited to using ADF components – they can also leverage the traditional HTML5+CSS3 technique. Here’s how it breaks down:
Interactive Components Page Layout ADF Yes Yes HTML5+CSS3 No Yes
What it comes down to is this:
- Oracle WebCenter Portal comes out-of-the-box with a plethora of UI components that can be dragged and dropped onto a page. No ADF knowledge is needed to accomplish this.
- ADF is used for any UI component that interacts with Oracle WebCenter services. This includes anything from an Event Calendar to an Administration link.
- ADF, HTML5, or a hybrid of the two, can all be used to design the layout of your Portal.
Oracle recommends the use of JDeveloper to develop page templates and skins for Oracle WebCenter Portal. In JDeveloper, you can build new templates and skins from scratch or refine and further develop existing ones that come with Oracle WebCenter Portal.
Oracle WebCenter Portal includes the capability to recognize which type of device a given request comes from, and to render the portal properly on that device. Portal administrators can use device settings to specify which page templates and skins to associate with specific devices or classes of devices. In addition, administrators can create and edit page variants – alternative pages designed to display on specific groups of devices.
- Managing Device Groups for a Portal
- Creating new device groups
- Editing device groups
- Assigning templates and skins to device groups
- Creating a Page Variant for a Device Group
- Create a page variant
- Assign that variant to a device group
- Use Oracle WebCenter Portal’s browser-based tools to build the Page Variant
The advantage of using page variants is that you aren’t just altering the layout of the page based on a device’s dimensions – you are actually providing an alternate user experience. You are also controlling what content is actually being displayed on that page. You may want to completely re-structure the way that your navigation renders, or which Business Intelligence reports show up on the home page, or provide links that are more useful to mobile workers rather than those in the office. Responsive design can be incorporated into this technique, but the real value in using page variants comes from defining mobile user’s goals and tailoring the interface to optimize their experience.
Mobile Applications for Oracle WebCenter Oracle ADF Mobile enables developers to build and extend enterprise applications for iOS and Android from a single code base. Based on a hybrid mobile architecture, ADF Mobile supports access to native device services, enables offline applications and protects enterprise investments from future technology shifts.
The Java language is used for developing the business logic in Oracle ADF Mobile applications – a fairly commonplace skillset. This makes mobile app development easy for most organizations because it doesn’t require their Java developers to learn any new programming languages. The Oracle Fusion Middleware stack has a set of APIs for all products, including Oracle WebCenter. These APIs can be used to access Oracle WebCenter security, to display Oracle WebCenter services (i.e. People connections, announcements, events, etc.), to render content from the Content Repository, and perform many other Oracle WebCenter-related actions. Local device services such as camera, phone, SMS, and GPS, can also be accessed through the Apache Cordova platform. ADF mobiles can authenticate against a remote login server and then make the appropriate tokens accessible for further web service calls to data sources.
For developers that already familiar with developing with Oracle Application Development Framework (ADF), the transition to using ADF mobile will be even easier. Developers can still expose Java classes and web services as “data controls”. JDeveloper uses a declarative binding layer and drag-and-drop technology to create forms, lists, charts, and other data visualizations from an application’s data controls. Developers that are already accustomed to building interfaces using these declarative technologies will find ADF mobile easy to use, especially considering that the ADF Mobile components are already designed for mobile devices, allow for additional customization through CSS3, and support touch gestures.
Conclusion Why is Enterprise Mobility Important?
- More and more users depend on web capabilities to successfully perform their day-to-day responsibilities
- Encouraging user engagement through mobile devices can enhance the productivity of your mobile workforce
- Organizations can analyze usage analytics from personal devices to gather information about their mobile workforce
- Responsive design in page templates and skins
- Apply layouts and skins to the UX for specific devices and device-groups
- Develop a mobile application using ADF Mobile
At the end of the day, there is no substitute for hands-on training and reading the Oracle Documentation. For more guidance on this subject, reach out to your local Oracle representative and open a discussion!
1Building a Responsive WebCenter Portal Application, April 2014, By JayJay Zheng
2ADF-WebCenter Responsive-Adaptive Design Beyond, By Martin Deh
Guest Blog Post by: Geoffrey Bock, Principal, Bock & Company
Customer Conversations What are Oracle WebCenter customers doing to exploit innovative digital technologies and develop new sources of value? How are they mobilizing their enterprise applications and leveraging opportunities of the digital business revolution?
To better understand the landscape for digitally powered businesses, I talked to several Oracle WebCenter customers and systems integrators across a range of industries -- including hospitality, manufacturing, life sciences, and the public sector. Through in depth conversations with IT and business leaders, I collected a set of stories about their mobile journeys -- how they are developing next-generation enterprise applications that weave digital technologies into their ongoing operations.
In this and two subsequent blogs, I will highlight several important points from my overall roadmap for developing digital businesses.
Beyond an Aging Infrastructure As a first step, successful customers are contending with digital disruption, and leveraging their inherent strengths to transform operations. Today they are web-aware, if not already web-savvy. Most organizations launched their initial sites more than fifteen years ago. They have steadily added web-based applications to support targeted initiatives.
Yet the customers I interviewed are now at a crossroads. They realize that they need to refresh, modernize, and mobilize their enterprise application infrastructure to build successful digital businesses.
- One IT leader describes how her firm implemented a cutting-edge enterprise portal ten years ago. Designed for order processing and resources management, the portal now runs outdated technologies and is unable to support needed employee-facing applications.
- Another business leader has a similar story. The company still relies on a custom designed web-based application. The technology is obsolete and the people knowledgeable about maintaining the application are difficult to find.
- A third IT leader describes how her organization collects information through several Cold Fusion sites, and needs to replace them in order to deliver more flexible self-service applications.
Rather than simply enhance what they have, leaders are opting for modernization. They need to develop and deploy native digital experiences. Web-based applications that are bolted onto an aging infrastructure are no longer sufficient.
Change and Continuity Yet there is also continuity around integrating the end-to-end experiences. Let’s take the case of a large manufacturing firm now mobilizing its digital business around Oracle WebCenter. The business leaders identified the multiple steps in the buying process – the information customers and partners need to have to assess alternatives and make purchasing decisions.
The firm had developed multiple web sites to publish product information, offer design advice, and schedule follow-up meetings. But the end result was a fragmented and disconnected set of activities, relying first on information from one system, then from another, and lacking an end-to-end view for measuring results.
The leaders realized that they needed to connect the dots and deliver a seamless experience. In the case of this manufacturing firm, a key step blends online with real-time – helping customers schedule appointments with designers who advise them about design alternatives and product options. (From the manufacturer’s perspective, designers are channel partners who sell the finished goods and deliver support services.)
The breakthrough that accelerates the buying process focuses on these customer/designer interactions -- assembling all of the necessary information into a seamless experience, and making it easy for customers to engage with designers to finalize designs and place orders. As a result, this manufacturing firm mitigates the threat of digital disruption by mobilizing resources to complete a high-value task.
The firm empowers its partner channel by reinventing a key business process for the digital age. This becomes a win-win opportunity that increases customer satisfaction while also improving sales opportunities.
Think back ten or twenty years. Do you remember the days when you would go into work because you needed access to technology that you didn’t have at home? Maybe you went in to work to use the computers and software to make a flyer for the family picnic, or you went in to use the copy machine or the laser printer to print the flyers.
It used to be that our technology at home was so primitive that we would need to go into work in order to access the more advanced tools. But today, that dynamic has flipped.
What's happened is that regular people like you and me have adopted the cutting edge technologies faster than our companies have. We are using Facebook and Twitter to keep up with friends, to organize our social lives, to share information. Devices like the iPad, the iPhone, and other mobile and digital devices have gotten cheap and good enough that regular, ordinary people can afford them, and we the people have adopted them way faster than organizations have been able to keep up.
Today, we go in to work and say things like, "I can do this at home. Why can't I do this at work? I have Google Docs. I can fire all this stuff up. I can send a message to my whole social network on Facebook and it’s really easy. Why can't I do that at work?"
Thanks to all these social and mobile technologies, customers are now able to organize and share information in new ways. For example, before you go into a restaurant you can read a bunch of reviews. You can sort through and find the best restaurant within five miles, and so on.
We have even seen revolutionary movements like the Arab Spring, where people are using these new tools to connect in networks and self organize in ways that are completely disruptive, not only to companies but even the nation-states that used to be able to control their populations.
This is a real shift in the balance of power, and it’s creating a new kind of marketplace that is very volatile, uncertain, and complex.
This is the marketplace today. We see a lot of startups these days, coming seemingly out of nowhere, and they are rapidly disrupting traditional forms of business.
Imagine being Barnes & Noble or any traditional booksellers today. Imagine what it feels like to TV networks like NBC or CBS. There used to be only three choices for which channel to watch. Four if you count public television. Now there are thousands. Imagine you were a record company selling albums. Look what has happened to that market.
Yesterday it was bookstores and media companies. Today it’s taxi drivers whose business model is being completely disrupted by companies like Uber and Lyft, who use digital technologies and peer-to-peer networks to get you better car service, faster and cheaper than taxis can.
It’s happening to airlines, to hotels, to insurance companies, to financial services, to government. There is no industry that will not be touched in this new world. Think about what things like Skype and Google Hangouts are doing to the telecommunications industry.
The tools of organizing and producing and making things are more getting cheaper, and cheaper, and cheaper, so more and more people can use them. This means more startups, more innovation, more disruption, and more volatility in the marketplace.
This creates a challenge for organizations: How can you respond when the market and the world is changing as fast as it's changing today? When things are as complex, uncertain and ambiguous as they are today, how do you adapt? How do you continue to evolve and adapt the way that you offer your products and services so you can stay relevant?
There's no way to organize in this connected world without becoming a connected company. And the most forward-thinking companies are moving in this direction.
So what must you do to become a more connected organization? That’s a very big question, and not so easy to answer. But there are some clues. We can learn from what some companies are doing, companies that have grown up and demonstrated success in this environment, that have been able to learn quickly and adapt to rapidly-changing market situations, and have been able to scale successfully while continually adapting.
Different companies have done this in different ways. But, really, what it comes down to in the largest sense is that a connected company is organized so that the smaller parts of the organization can operate and evolve and experiment and actually adapt to their environment.
Let’s take just one example of a leading-edge organization that’s designed to adapt.
Whole Foods Markets is kind of a nice example because it’s pretty easy to understand. It’s a grocery store. But it's not like most grocery stores where you are going to get the same stuff everywhere you go in the world or everywhere you go in the country. Whole Foods Markets has basically made each store relatively autonomous. In fact each region is relatively autonomous, each store is relatively autonomous, and even each team within the store has autonomy and a degree of freedom with regard to how they run their operation. At each level there is the opportunity to run a business within the larger business.
Whole Foods does this because they want to be able to adapt very specifically to every market they enter.
So if you go into a Whole Foods in Silicon Valley, or New York, or wherever you live, you are going to see a very different set of stuff than I'm going to see here where I live, in St. Louis. I'm going to see stuff that's locally sourced from local farmers and suppliers, and you are going to get stuff that's locally sourced from your community.
Teams at Whole Foods have the ability to self organize and work with customers and adapt to their local environment in a way that you can't really do in many companies.
How do they do this?
Each store is an autonomous profit center made up of about ten self-managed teams, who manage various aspects of the store, like produce, deli and so on.
Each team has control over its own fate. Performance data is available to all the teams, so they can compare their performance against other teams in their store, similar teams in other stores, or against their own team’s historical performance.
Teams also have access to detailed financial data, like product costs, profits per store, and even each other’s compensation and bonus information. They can look up the best-selling items at other stores and compare them to their own. Employees at Whole Foods are so well-informed that the SEC has designated all employees “insiders” for stock trading purposes.
This data transparency both builds trust and fuels a spirit of intense competition between teams and stores, since every team can compare itself with every other team and try to raise in the ranks. Whole Foods has created a platform that makes it possible for the company’s stores and teams to compete with each other so they can tune and improve their performance over time.
At the same time, each team has the autonomy to make local decisions as they see fit to improve their performance. So every Whole Foods store carries a unique mix that is tailored by self-managed teams for that particular location. This strategy allows them to target extremely small locations with highly customized stores. They are starting to open small stores in suburbs and college towns where rents are lower and competition less fierce.
The industry average sales per square foot is about $350, and Whole Foods is one of the top ten retailers in the US, with sales of about $900 per square foot, higher than Best Buy and Zale jewelers1. Not bad for a grocery store.
Employees like it too. Whole Foods has made Fortune’s “100 best places to work” list every year since the list was started in 1998.
Whole Foods is just one company, but there are many others like it that are transforming the business landscape. In the words of science-fiction author William Gibson, “The future is already here, it’s just not evenly distributed.”
If you haven’t started connecting your company yet, now would be a good time to start.
1Ranking U.S. Chains by Retail Sales per Square Foot, RetailSails, 2011.
You can hear more from Dave on the Connected Digital Experience in our Digital Business Thought Leaders webcast tomorrow, June 26 at 10:00am PT - "The Digital Experience: A Connected Company’s Sixth Sense".
by Dave Gray, Entrepreneur, Author & Consultant
Who is Dave Gray?
I’m an entrepreneur and designer who has worked on change and innovation initiatives for the last thirty years. I’ve worked with startups and Fortune 100 companies. I’ve worked with companies in finance, energy, defense, technology, media, education, health care, automotive and more. I’ve seen a lot of things in that time, including some amazing successes as well as some catastrophic failures.
In my work with organizations, including growing my own company, I came to see that there are two factors which have the greatest impact on how well an organization can innovate and change. The first is organizational structure, by which I mean how the work is organized, and the way it distributes information and control. The second is organizational culture, by which I mean the habits, behaviors, and informal rules that add up to “the way we do things around here.”
The structure is the organization’s shape and form, while the culture is the life force that animates it. Culture and structure mutually reinforce each other, and the relationship between them is complex.
I have come to believe that both culture and structure can be designed in such a way that an organization can be much more agile and adaptable, so change and innovation come much more easily than they do in a typical organization. Which brings me to the next question: what is a connected company?What is a Connected Company?
Historically, we have thought of companies as machines, and we have designed them like we design machines. Most companies are conceived and designed this way.
A car is a perfect example of machine design. It’s designed to do one thing and does that thing pretty well. It’s controlled by a driver. Mechanics perform routine maintenance and fix it when it breaks down. Eventually the car wears out, or your needs change, so you sell the car and buy a new one.
If one day you need a truck, or a motorcycle for some reason, the car is not going to adapt to your needs. The car is going to stay a car.
And we tend to design companies the way we design machines: We need the company to perform a certain function, so we design and build it to perform that function.
The machine view is very successful in a stable environment. If there is a steady, predictable demand for a standard, uniform product, then machines are very efficient and productive. In such conditions, a machine-like company can profit by producing uniform items in large lots.
But over time, things change. The company grows beyond a certain point. New systems are needed. Customers want different products and services. So we redesign and rebuild the machine to serve the new functions.
This kind of rebuilding goes by many names, including re-organization, reengineering, right-sizing, flattening and so on. The problem with this kind of thinking is that the nature of a machine is to remain static, while the nature of a company is to grow. This conflict causes all kinds of problems because you have to constantly redesign and rebuild the company while at the same time you are trying to operate it. Ironically, the process of improving efficiency is often very inefficient. And the faster things change the more of a problem this becomes.
Companies are not really machines, so much as complex, dynamic, growing systems. After all, companies are really just groups of people who have banded together to achieve some kind of purpose.
A machine’s purpose is designed into its structure. Once a machine’s purpose has been set, it does what it has been designed to do. But if the environment changes, a machine does not have a way to become aware of the change and adjust to the new situation. It just becomes obsolete.
Organisms, on the other hand, control themselves. An organism’s purpose does not come from an outside designer or controller but from within. An organism strives over time to realize its intentions in the world. As conditions in the environment change, an organism responds by adjusting its behavior and improving its performance over time. In other words, it learns.
Now before we had cars we got around using horses. And a horse is a very adaptable kind of transportation. If you were going into a place where you didn’t know if you were going to have roads, or gasoline, well then a horse might very well be a better choice than a car.
And the business world these days is being continually disrupted by new technologies, new ways of communicating and sharing information. It’s a lot more uncertain and unpredictable, which is why a more adaptable, organic approach gives you more flexibility to adapt as things change.
A connected company is one whose culture and structure are designed to continually learn and adapt to a changing marketplace. It is designed more like an organism and less like a machine. Connected companies distribute information and control differently. They organize work differently.
Instead of a hierarchy like you might see in a typical organization chart, a connected company is organized in what I call a podular way. It operates as a network of small, self-directed teams that are supported by platforms and connected by some kind of common purpose. Amazon and Google are organized in this way, as are many others.
Teams that are independent and self-directed can learn and adapt more rapidly than their counterparts in divided organizations, because they don’t have to worry about complicated processes and procedures. They don’t have to get permission from a boss before they act. They interface with other teams through a simple network. This makes it possible to move much faster, make faster decisions and learn faster. This kind of organization is more entrepreneurial.
Think of a shopping mall or a commercial district in a city. The city doesn’t tell people which businesses to operate, they create a space and provide infrastructure which gets filled in with entrepreneurs. This is the core of how connected companies operate. They provide a space and a supporting platform that attracts a more entrepreneurial kind of person.It’s Time to Connect
Adaptation requires learning. Learning requires the freedom to experiment. Today’s business environment is uncertain and variable. It’s impossible to know in advance what kinds of actions will constitute good performance. By giving their employees the freedom to make decisions, connected companies learn and move faster. While others analyze risk, connected companies seize opportunities. While others work in isolation, they link into rich networks of possibility and expand their influence. While others plan, they act.
Connected customers are already demanding more than divided, industrial-age companies can deliver. I’m convinced that as we move toward a more complex, connected, customer-centric world, the businesses that will win will be the connected companies.
Learn more about The Connected Company and Dave in this podcast, and hear more from Dave in our upcoming Digital Business Thought Leadership Series webcast "The Digital Experience: A Connected Company’s Sixth Sense".
THE INSIGHT-DRIVEN ENTERPRISE
Contact John Wilkin:
to register for this event
Transform your Finance and HR processes with Oracle WebCenter Content and Oracle WebCenter Imaging, and learn how to implement the solution faster with Aurionpro’s accelerator
Join us for a Technology-Focused
Introduction to Oracle WebCenter Content and Oracle WebCenter Imaging
Oracle and Aurionpro invite you to join an Oracle WebCenter Content and Oracle WebCenter Imaging Webcast on Friday, June 27th at 10 a.m. PST. Many corporations, universities and government agencies are taking advantage of this one-hour online presentation to learn about industry leading content-enabling their Oracle and other applications to provide targeted functionality and operational visibility while delivering tremendous ROI and reducing risks. With Oracle WebCenter Content & Oracle WebCenter Imaging and Aurionpro’s accelerator, your organization can:
Friday, June 27th
10:00 a.m. Pacific Time / 1:00 p.m. Eastern Time
Please circulate this invitation to any of your team members who might be interested in participating.
To access this Oracle Web Conference – please send an email to firstname.lastname@example.org with your name, title, & email address, and we’ll send the webcast URL and audio conferencing dial-in #.
Who Should Attend:
This Oracle WebCenter Content and Oracle WebCenter Imaging webcast is designed for Finance (AP, AR), HR, Admissions and IT decision makers who wish to learn more about how Oracle WebCenter can be used to enhance Oracle and other applications for their business processes. This webcast will also provide a high level overview of how Oracle WebCenter fits into the overall Oracle Fusion Middleware (FMW) suite, a fully integrated stack of products.
Oracle Fusion Middleware technology-related topics that will be covered include:
- Intro to Oracle WebCenter Suite, including Oracle WebCenter Sites, Oracle WebCenter Portal, Oracle WebCenter Content and Oracle WebCenter Imaging
To register for the webcast, please send your name, title, institution and email address to: email@example.com
Upon registration, you will receive in advance the web conferring link and audio conferencing number to access the live webcast.
is an award winning Platinum Oracle Partner specializing in Oracle
WebCenter and Security products. www.aurionpro.com
Oracle WebCenter Content & Oracle WebCenter Imaging Webcast
Please contact John Wilkin at firstname.lastname@example.org with any questions about this disclosure.
By Mitchell Palski, Oracle WebCenter Sales Consultant
Must-Have Features for Self-Service Portals
Whether intended for employees, customers, partners or citizens, a Portal is most often intended to be a web site that is developed to aggregate information and services to users. Effective web portals present information to users based on their roles and interests so as to avoid users depending on the web site’s search bar to find information. At Oracle, we often times refer to developing that presentation layer as “delivering high-value user experiences” because of the efficiency and effectiveness it brings to users. Ultimately, these are our goals as a software development team:
- Enhance the user’s satisfaction with using the web portal
- Enable users to accomplish more in less time spent on the portal
- Improves the efficacy of users through new capabilities
User Authentication, Role-Based Access A self-service Portal must incorporate some form of Identity Management. Users must be able to register a profile with your web application so that users’ attributes can be captured and roles can be associated to them. Role-based access is critical to implementing a successful self-service Portal:
- Users can inherit immediate access to key tools and applications based on their role(s) rather than having to submit manual requests
- Mass updates can be made to all users that have been granted a role, reducing maintenance effort and costs
- Provide the foundation for other self-service portal features (see below!)
- Lack of visibility and awareness for requestors
- Lost or deleted request that never get fulfilled
- Incorrect access provisioning that can lead to security breaches
You can solve these issues for your organization by implementing automated access requests. An automated access request is a user-initiated automated process that includes at least one (system or human) validation step. The benefits to your enterprise include:
- Allowing users to gain access to sensitive applications in a timely manner
- Reducing IT costs through efficient, business friendly self-service and platform-based architecture
- Minimizing risk by granting access based on standard sets of rules and policies rather than human discretion
- Providing complete audit trails
- Ensuring that users provide all required information prior to submission
- Provide a layer of data validation prior to submission
- Immediate digital transmission of information and case creation
Leverage these web-based forms to kick-off automated processes. These processes remove the human elements from key decision points in your organization’s procedures. Instead they make key determinations based off of business rules and policies. Human intervention only becomes necessary for validation steps and exception handling.
- Removes process gaps between applications that are prone to errors
- Simplifies architecture and streamlines processes to lower costs
- Improves your organization’s throughput and efficiency
- Allows your workforce to stop performing administrative work and focus on innovative tasks!
Self-Service portals are an essential element of an organization’s ability to successfully conduct business with customers, partners, employees and citizens. Modern users expect to interact with an organization through a web-based interface that can be delivered through any type of computing device – mobile or otherwise.
Oracle WebCenter Portal provides IT with a comprehensive and flexible platform which can be used to quickly build self-service portals and composite applications. Furthermore, Oracle WebCenter’s ease of integration with other Oracle Fusion Middleware products (i.e. Identity Management, Business Process Management, and Business Intelligence) strengthens its capability to provide am enterprise-ready self-service portal that can meet all of your organization’s business needs.
Author: Vikrant Korde, Technical Architect, Aurionpro's Oracle Implementation Services team
My wedding photos are stored in several empty shoeboxes. Yes...I got married before digital photography was mainstream...which means I'm old. But my parents are really old. They have shoeboxes filled with vacation photos on slides (I doubt many of you have even seen a home slide projector...and I hope you never do!). Neither me nor my parents should have shoeboxes filled with any form of photographs whatsoever. They should obviously live in the digital world...with no physical versions in sight (other than a few framed on our walls).
Businesses grapple with similar challenges. But instead of shoeboxes, they have file cabinets and warehouses jam packed with paper invoices, legal documents, human resource files, material safety data sheets, incident reports, and the list goes on and on. In fact, regulatory and compliance rules govern many industries, requiring that this paperwork is available for any number of years. It's a real challenge...especially trying to find archived documents quickly and many times with no backup. Which brings us to a set of technologies called Image Process Management (or simply Imaging or Image Processing) that are transforming these antiquated, paper-based processes.Oracle's WebCenter Content Imaging solution is a combination of their WebCenter suite, which offers a robust set of content and document management features, and their Business Process Management (BPM) suite, which helps to automate business processes through the definition of workflows and business rules. Overall, the solution provides an enterprise-class platform for end-to-end management of document images within transactional business processes. It's a solution that provides all of the capabilities needed - from document capture and recognition, to imaging and workflow - to effectively transform your ‘shoeboxes’ of files into digitally managed assets that comply with strict industry regulations. The terminology can be quite overwhelming if you're new to the space, so we've provided a summary of the primary components of the solution below, along with a short description of the two paths that can be executed to load images of scanned documents into Oracle's WebCenter suite.
WebCenter Imaging (WCI): the electronic document repository that provides security, annotations, and search capabilities, and is the primary user interface for managing work items in the imaging solution
SOA & BPM Suites (workflow): provide business process management capabilities, including human tasks, workflow management, service integration, and all other standard SOA features. It's interesting to note that there a number of 'jumpstart' processes available to help accelerate the integration of business applications, such as the accounts payable invoice processing solution for E-Business Suite that facilitates the processing of large volumes of invoices
WebCenter Enterprise Capture (WEC): expedites the capture process of paper documents to digital images, offering high volume scanning and importing from email, and allows for flexible indexing options
WebCenter Forms Recognition (WFR): automatically recognizes, categorizes, and extracts information from paper documents with greatly reduced human intervention
WebCenter Content: the backend content server that provides versioning, security, and content storage
There are two paths that can be executed to send data from WebCenter Capture to WebCenter Imaging, both of which are described below:
1. Direct Flow - This is the simplest and quickest way to push an image scanned from WebCenter Enterprise Capture (WEC) to WebCenter Imaging (WCI), using the bare minimum metadata. The WEC activities are defined below:
- The paper document is scanned (or imported from email).
- The scanned image is indexed using a predefined indexing profile.
- The image is committed directly into the process flow
- WEC commits the batch using the respective commit profile. A TIFF file is created, passing data through the file name by including values separated by "_" (underscores).
- WFR completes OCR, classification, extraction, export, and pulls the data from the image. In addition to the TIFF file, which contains the document image, an XML file containing the extracted data, and a TXT file containing the metadata that will be filled in WCI, are also created. All three files are exported to WCI's Input agent directory.
- Based on previously defined "input masks", the WCI Input Agent will pick up the seeding file (often the TXT file).
- Finally, the TIFF file is pushed in UCM and a unique web-viewable URL is created. Based on the mapping data read from the TXT file, a new record is created in the WCI application.
About the Author: Vikrant is a Technical Architect in Aurionpro's Oracle Implementation Services team, where he delivers WebCenter-based Content and Imaging solutions to Fortune 1000 clients. With more than twelve years of experience designing, developing, and implementing Java-based software solutions, Vikrant was one of the founding members of Aurionpro's WebCenter-based offshore delivery team. He can be reached at email@example.com.
Openmatics s.r.o. was founded in 2010 as a subsidiary of ZF Friedrichshafen AG, a global player in driveline and chassis technology.
Oracle Customer: Openmatics s.r.o.
Location: Pilsen, Czech Republic
Employees: 70 Its goal was to develop and operate a flexible, open telematics platform for automotive applications, which is independent from vehicle and component suppliers—recognizing that the fragmented telematics market was not meeting today’s fleet management needs. Openmatics provides a rich product portfolio, and customers can extend the platform, as required, to meet their needs. Partners and third-parties can develop their own applications using the Openmatics’ software development kit and can sell them via the Openmatics app shop.
ZF Friedrichshafen AG is a global player in driveline and chassis technology. With 121 production companies and 650 service partners in 26 countries, ZF is among the top 10 largest automotive suppliers worldwide. Founded in 1915 to develop and produce transmissions for airships and vehicles, the group’s product offerings now include transmissions and steering systems as well as chassis components and complete axle systems and modules.
A word from Openmatics s.r.o.
“Oracle WebCenter Portal, together with the underlying Oracle Application Development Framework, provided the fundamental infrastructure for the Openmatics platform. Fleet managers can now reduce fuel consumption and operating costs, and more efficiently manage vehicle usage, maintenance, and safety. The standards-based platform allows third-party suppliers to deploy their own vehicle telematics services as Openmatics apps and creates a de facto standard for the automotive industry, independent from a single manufacturer or service provider.”
– Gero Strobel, Head of Development, Openmatics s.r.o.
- Create an industry standard for vehicle telematics by establishing a customizable platform that enables access to telematics information, such as current and past fuel consumption, through a web browser to better meet automotive market and customer needs
- Reduce fleet-management costs by eliminating the need to invest in isolated telematics hardware and software solutions per vehicle brand and vehicle component manufacturer
- Establish an open platform where third-party providers—such as original equipment manufacturers (OEM), insurers, fleet operators, and individual developers—can deploy their own vehicle telematics services
- Allow users to purchase targeted telematics services as single apps to reduce costs and ensure rapid growth of telematics services available on the platform
- Enable users to configure their telematics apps with ease to make sure the platform meets individual fleet management requirements, such as analyzing past and current fuel consumption of a truck fleet
- Deployed Oracle WebCenter Portal as a foundation for Openmatics, a standards-based automotive telematics platform that provides next-generation fleet management with unified digital communication from and to vehicles on the move
- Used Oracle Application Development Framework as the development framework for Oracle WebCenter Portal’s components and services, providing developers with ready-to-use software development kits with application programming interfaces, design templates, and visual tools that accelerated time to market
- Used Oracle Enterprise Pack for Eclipse to simplify telematics application development in Java
- Enabled fleet monitoring by recording vehicle data—such as fuel consumption information—through onboard units, delivering the information to Oracle Database, and making it accessible through a customizable app portfolio on any web browser
- Stored vehicle telematics data—sent as encrypted information—in Oracle Database, ensuring data integrity and immediate availability for the platform’s telematics applications
- Enabled a wide range of telematics services suppliers, from vehicle component manufacturers to fleet application developers, to offer vehicle telematics services on the Openmatics platform, ensuring platform independence from OEMs
- Provided Openmatics customers with the means to individually select the automotive telematics services that are relevant to their business requirements, eliminating the need to pay for superfluous information and reducing fleet management costs
Oracle Products & Services
- Oracle Application Development Framework
- Oracle WebCenter Portal
- Oracle SOA Suite
- Oracle Enterprise Pack for Eclipse
- Oracle Database
- Oracle Consulting
&amp;amp;amp;amp;amp;amp;&amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;quot;&amp;amp;amp;amp;gt;&amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;gt;amp;&amp;amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;amp;quot;&amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;gt;lt;p&amp;amp;amp;amp;amp;amp;amp;gt; &amp;amp;amp;amp;amp;amp;amp;lt;/p&amp;amp;amp;amp;amp;amp;amp;gt;
Oracle Customer: JPL
Location: Uttar Pradesh, India Industry: Media and Entertainment
Employees: 10,000 Annual Revenue: $100 to $500 Million
Jagran Prakashan Ltd. (JPL) is one of India's premier
media and communications groups with interests spanning print,
advertising, event management, and mobile services for weather, cricket
scores, and educational activities. It is a major media enterprise, with
300 locations across 15 states. Its impressive stable of print
publications includes Dainik Jagran, the world’s most widely read daily
newspaper––with a readership of over 55 million––the country’s leading
afternoon dailies, and a range of popular local, bilingual, and English
JPL was using multiple systems to manage its business processes. Users were resistant to using multiple passwords for various applications, preferring to continue their less efficient, legacy work practices.
In addition, there was no single repository for sharing documents across the organization, such as company announcements or project documents. The company relied on e-mail to disseminate up-to-date company information, often missing employees. It was also time-consuming and difficult for managers to track the status of ongoing assignments or projects because collaboration and document sharing was inefficient and ineffective.
With diverse businesses and many geographic locations, JPL needed to implement a centralized and user-friendly enterprise portal to improve document sharing and collaboration and increase business agility. The company implemented Oracle WebCenter Portal to create a dynamic, secure, and intuitive self-service enterprise portal to improve the user experience and increase operating efficiency. It improved staff productivity by 40%, accelerated new IT projects by up to 4x, boosted staff morale, and increased business agility.
"With Oracle WebCenter Portal, we gained a dynamic, secure, and intuitive self-service enterprise portal that provided an exceptional user experience and enabled us to engage employees in a collaborative environment. It increased IT staff productivity by 40%, delivered new projects up to 4x faster, and enabled mobile service to improve our business agility.”
Sarbani Bhatia, Vice President IT,
Jagran Prakashahn LtdBefore implementing Oracle WebCenter Portal, JPL stored project-critical information, such as page planning of daily newspaper editions and the launch of new editions or supplements on individual laptops or in the e-mail system. Collaboration between colleagues was limited to physical meetings, telephone discussions, and e-mail. It was difficult to trace and recover important project documents when a staff member resigned, which represented a significant risk to business continuity. Employees were also averse to multiple passwords and resisted using the systems, affecting staff productivity.
Oracle WebCenter Portal, JPL created a dynamic, secure, and intuitive
self-service enterprise portal with business activity streams. The
portal allowed users to navigate, discover, and access information, such
as advertising rates, requisition approvals, ad-hoc queries, and
employee surveys from a single entry point with a single password.
Managers can also upload important documents, such as new pricing for
advertisers or newspaper distributors, and share them through the
information and instruction section in the portal. In addition, managers
can now easily track and review timelines for projects online rather
than gathering information from meetings and e-mails. The company gained
the ability to centrally manage information, ensured business
continuity, and improved staff productivity by 40%.
“In the media industry, news has a very short shelf life, so speed is crucial. Information delayed is like information lost,” said Sarbani Bhatia, vice president IT, Jagran Prakashahn Ltd. “Thanks to Oracle WebCenter Portal’s contextual collaboration tools, we can provide and share feedback for new project launches, such as career or education supplements, up to 2x faster through discussion forums or knowledge groups. Tasks that previously required four months, we now complete in one month.”
In addition, the company can broadcast announcements, flash employee birthdays, and promote important events through the message section on the webpage, instead of using the e-mail system. The company can also conduct opinion polls to gauge employee response to organizational issues and improve management decision-making.
“With over 10,000 employees across 300 locations, it is critical for management to hear the voice of employees and develop a cohesive organizational culture. Oracle WebCenter Portal enables employees to engage with business processes and systems in a collaborative environment, providing users with an exceptional experience,” Bhatia said.
Newspaper advertisements generate the majority of JPL’s revenue. With
most sales staff on the move, the company needed to ensure timely
approval of print advertisement discounts for specific clients and meet
tight publication deadlines.
By integrating Oracle WebCenter Portal seamlessly with its enterprise resource planning (ERP) system and other applications, such as the organizational mass mailing system, business intelligence, and management information system, JPL embedded its approval workflow processes into the enterprise portal and provided users with an integrated and intuitive interface. About 30% of JPL’s sales staff members now have tablets and receive advertising discount approval from managers while in the field and no longer need to return to the office, which has significantly improved efficiency and increased business agility.
“Application mobility was critical for sales representatives in the field to meet stringent auditing requirements for online accountability, particularly for our newspaper advertising business. Staff member satisfaction has improved significantly now that the sales team can use tablets to access the portal––a capability we will extend to smart phones in the second stage of the implementation,” Bhatia said.
Using Oracle WebCenter Portal’s out-of-the-box reusable components, such as portal pages and templates, provided JPL’s developers with a comprehensive and flexible user experience platform and increased the speed of application development. In less than five months, JPL developed more than 55 workflows. The IT team accelerated deployment of new applications by up to 4x, as they do not need to install them on individual machines now that they have a web-based environment.
“Previously, we would have spent a whole day deploying a new application for each department or location. With a browser-based environment, we have cut costs by up to 60% by reducing deployment time to zero, because our IT team can roll out a new application from a single point, thanks to Oracle WebCenter Portal,” Bhatia said. Challenges
- Provide a dynamic, secure, and intuitive self-service enterprise portal to improve staff productivity and ensure business continuity
- Enable seamless integration with multiple enterprise applications to improve workflow efficiency—including approval of print advertisement discounts—and increase business agility
- Improve engagement with employees and enable collaboration to enhance management decision-making
- Accelerate time-to-market for new services, such as new advertising programs
Oracle WebCenter Portal 11g
- Increased staff productivity by 40% and enhanced user satisfaction by enabling employees to easily navigate, discover, and access information from a single, self-service enterprise portal without IT assistance
- Launched new products, such as career or education supplements, up to 2x faster by enabling peer collaboration and incorporating feedback generated through discussion forums, thanks to Oracle WebCenter Portal’s out-of-the-box collaboration tools
- Accelerated application development up to 4x by enabling developers to optimize reusable components for managing and deploying new applications in a browser-based environment rather than spending one day to install applications for each department, cutting costs by up to 60%
- Ensured business continuity by enabling managers to easily track and review project timelines online rather than storing important documents on individual laptops or relying on the e-mail system
- Increased business agility and operational efficiency by seamlessly integrating with the in-house, ERP system and embedding business processes into a single portal
- Boosted company revenue by enabling sales team members to submit print-advertising discount requests through mobile devices instead of waiting to return to office, ensuring timely approval from managers to meet tight publication deadlines
- Improved management decision-making by enabling employees to easily share and access feedback through opinion polls or forums, boosting staff morale
- Introduced the single sign-on capability and enhanced security by enabling managers to decide access level for staff members based on role or geographical location
- Reduced the need for staff training and minimized user resistance to systems by providing a dynamic and intuitive user experience
JPL did not consider other products because the
company was already using Oracle Database, Enterprise Edition with Real
Application Clusters and had a positive experience with Oracle. JPL
chose Oracle WebCenter Portal to ensure no compatibility issues for
integration with its existing Oracle products and to take advantage of
the experience and support of a reputable vendor to ensure business
“We chose Oracle because we knew we could rely on its support and experience. In addition, Oracle WebCenter Portal’s speed, agility, and mobile access features were a perfect fit for our business requirements,” Bhatia said.
JPL launched the enterprise portal to 500 users in the first phase of the project, and plans to extend this to 2,000 users when the portal is fully launched. Oracle partner PricewaterhouseCoopers used Oracle Application Development Framework for the intial set-up, user training and to develop and design sample workflows. JPL’s internal IT staff then took charge of the implementation, bringing it to completion on budget.Partner
Oracle WebCenter Portal improves productivity by engaging employees with intuitive self-service portals. Download the complimentary white paper that highlights Oracle's deep experience in portals and composite applications, and discover how Oracle WebCenter Portal can benefit you.
Learn how Oracle WebCenter Portal can:
- Streamline and secure access to enterprise applications and leverage integrated content management
- Assemble new custom composite application using a prebuilt library of reusable components
- Provide contextual and personalized views to inform users with integrated social tools
Register Now Download the white paper.
Copyright © 2014, Oracle Corporation and/or its affiliates.
It has been a busy past couple of weeks here. The Oracle Marketing Cloud was launched in NYC last week and some great new videos have arrived. Here's a video primer on SaaS and Cloud and some of the highlights of the NYC launch. Enjoy!
Not all SaaS cloud providers are equal. In fact, some haven't modernized their CRM cloud, their HR cloud or their ERP cloud applications in ages. 21st century cloud technology is changing rapidly. Even the definition of cloud computing is morphing into a more advanced version. It is important to know what questions to ask about modern cloud best practices. Find out 3 important questions you should ask your software as a service cloud provider.
&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt;Oracle Introduces Oracle Marketing Cloud in New York City
Oracle introduces the Oracle Marketing Cloud during a special event at the Museum of Arts and Design in New York City.
The Art and Science of Modern Marketing: Highlights
Oracle executives officially unveil Oracle Marketing Cloud, the integrated solution that combines the power and reach of Oracle's BlueKai, Compendium, Eloqua, and Responsys components with Oracle Social Cloud. Watch highlights from the launch event.
The Simplicity of the Oracle Stack
And for those of you that are still trying to understand the world of Oracle - Here's an great video that nicely explains the Red Stack.
2014 Oracle Excellence Awards: Oracle Fusion Middleware Innovation
Oracle is pleased to announce the call for nominations for the 2014 Oracle Excellence Awards: Oracle Fusion Middleware Innovation. The Oracle Excellence Awards for Oracle Fusion Middleware Innovation honor organizations using Oracle Fusion Middleware to deliver unique business value. This year, the awards will recognize customers across nine distinct categories:
- Oracle Exalogic Elastic Cloud
- Oracle Cloud Application Foundation
- Oracle Service-Oriented Architecture
- Business Process Management
- Oracle Identity Management
- Oracle Data Integration
- Oracle Development Tools and Framework
- Big Data and Business Analytics
If you consider yourself a pioneer using these solutions in innovative ways to achieve significant business value, submit your nomination for the 2014 Oracle Excellence Awards for Oracle Fusion Middleware Innovation by Friday, June 20th, 2014, for a chance to win a FREE registration to Oracle OpenWorld 2014 (September 28-October 2) in San Francisco, California. Top customers will be showcased at Oracle Open World 2014, get a chance to mingle with Oracle executives, network with their peers and be featured in Oracle Publications.
For additional details, go here.
WHAT IS THE JUMPSTART KIT? The Jump Start Kit (JSK) for Oracle WebCenter Portal is a utility that installs a fully functional version of Oracle WebCenter Portal pre-integrated with Oracle WebCenter Content, including key features enabled and preconfigured, all within a single machine instance (virtual or physical). It also includes a series of templates, examples, and lesson guides to walk you through a series of typical use cases. It is targeted to developers only, and is not supported for production use.
DOWNLOAD LINK AND MORE DETAILS http://www.oracle.com/technetwork/middleware/webcenter/portal/downloads/default-2184086.html
When we talk about Enterprise Content Management, we are talking about a content management solution that can be leveraged as part of your organizational infrastructure. What does that mean? That means having a solution that can be used across all business applications, desktop tools, websites, etc. A true ECM solution is a “single source of truth” for all enterprise content.
There are lots of topics to discuss about how using a true ECM solution benefits your organization, but today we’re going to focus on one specific aspect of an ECM solution – a shift from paper content to digital content. In an effort to cut costs on storage, to save time for employees, and to speed up business processes, many organizations are focusing on eliminating as much paper-based content as possible. That means a couple of things:
- Transforming all of the paper content that they currently own into digital formats
- Standing up a solution that can capture future paper-based content items
- Re-engineering processes to integrate with business applications and take advantage of their new digital solution
Impacting Capabilities First of all, the ability for users to do unlimited scanning without any volume restrictions is essential for those with large repositories of paper-based content, as well as those who are expecting to continuously process paper-based content moving forward.
The tools that are provided with content capture are ones that are designed to remove the bottlenecks in business processes. At the lowest-level of automation, a stream-lined interface that is designed for rapid data-entry can drastically improve processing times. Even then, keying in values leaves your organization open to the cost of human error. That’s why WebCenter allows you to link fields to database tables so that when users are entering values they are picking them from a list rather than typing them in manually.
The next step up is to leverage recognition technologies like barcode scanners and Optical Character Recognition. WebCenter uses these technologies to automatically populate document data so that users don’t have to. WebCenter can read data right off of a page to:
- Intelligently locate and extract data like vendor names, invoice line items, and others
- Match text off of a page to values in a database to improve accuracy
- Categorize documents for approval routing
- Speed time-to-complete for business processes
- Reduce errors in process completion
- Are fully traceable and auditable so you can hold your employees accountable for their participation in those processes
- Seamlessly integrate with your business applications
- Pre-integrated Content Management solution provides a single interface into business data and associated content
- Pre-integrated solution automatically populates data fields
- View documents associated with a task for easy key-from-image, and document annotations, including redaction
- Which content must be archived and kept as paper?
- How much content can I digitize?
- What content is mission critical?
- What are our processes for ingesting new documents?
If you are examining your organization and finding high-costs for paper-based content, WebCenter will not only reduce your storage needs but also give you a reusable solution for the future.
75% Reduction in Support Calls. Check. 25% Reduction in Manual Data Entry. Check. That’s One Successful WebCenter-Based Self-Service Solution!
Google has changed everything. Of course they have. But one aspect of their contribution is a bit subtler than delivering trending videos on YouTube. Search is entrenched in so many aspects of our day-to-day lives that our mentality for approaching and completing tasks has fundamentally changed. Accordingly, software is now often-times designed around the idea that users can (and increasingly want to) complete tasks on their own. And to the benefit of businesses, this approach not only serves their customers more effectively, it often times drives down the costs of doing business fairly dramatically.
Conceptually, self-service transforms a process that is dependent on multiple parties for completion to one that enables an individual to complete some, or all, of that process on his/her own. But there are still many tasks in the world that tend to be gated…certain pieces of information are simply not available without having to ask someone for the answer. One example occurred to me recently as I was trying to figure out if one of my wife’s pregnancy-related tests was covered by my insurance plan. The information available for online lookup was so “thin” that I was forced to call my Health Insurance provider to ask a customer service rep to look up benefit coverage on my behalf. What a waste of time and money for everyone. Thanks to Google, we all believe that things can and should be much simpler. Sometimes they are.
Aurionpro’s Oracle WebCenter Practice recently completed a self-service transformation for a service provider in the entertainment industry. This organization’s challenge was to manage the mountain of paperwork that enables their employees to work on film and television productions. Each employee can work on multiple projects simultaneously, and each project requires both onboarding paperwork as well as regular timecard completion to support payroll processing. Previously, these processes were painfully completed through manual, paper-based submissions. Not only were employees frustrated with the bureaucracy of the whole thing, but manual data entry errors were also common across the process. These errors experienced during manual data entry, along with the inevitable and time-consuming follow-up discussions to resolve them, translated into extraordinarily high costs of servicing the processes.
The combination of escalating employee dissatisfaction and increasing costs prompted this 35+-year-old business to act. Leveraging Oracle WebCenter’s suite of products, the solution was built as a custom Oracle WebCenter Portal application using a combination of out-of-the-box Oracle WebCenter Task Flows and custom-built ADF Task Flows. BPEL workflows were used to define the hierarchy for paperwork and timecard approval and Oracle WebCenter Content was used for collaborative document sharing and for managing the employee’s paperwork. The results were astonishing. The online submission process has reduced data entry time by ~25% by leveraging data stored in each individual’s profile, automatically filling in many fields that had to be manually completed previously. In turn, data entry errors have been reduced dramatically and calls into the service center have decreased 75%. This is an incredible all around win for the business, and a great example of a process that has been transformed by the potential of self-service.For more information on this initiative, or on other self-service applications that have been transformed by Oracle WebCenter’s product suite, feel free to contact Steven Sommer, Aurionpro’s Oracle WebCenter Practice Lead, at firstname.lastname@example.org.
Deliver Excellent Engagement Through Mobile, Social and Analytics
How well you engage with employees, customers, partners, suppliers and constituents is the most important determinant of business success. But developing that prowess requires the right tools and technologies to be in place. And in today’s world that means embracing Mobile, Social, and Analytics. Attend this powerhouse Summit and see how to deliver excellent user engagement by leveraging these new tools, technologies and trends to the fullest.
Oracle is proud to be a Platinum Sponsor of the Gartner Portals, Content and Collaboration Summit. Oracle's own Andy Kershaw, Senior Director Oracle Social Network & WebCenter Business Development will be presenting on May 6 at 3:45pm for a solution provider session. Please visit the Oracle booth to see live demonstrations, speak with experts and learn more about Oracle WebCenter!
Oracle Solution Provider Session: Delivering on the Digital Experience Promise
Reaching audiences through a robust online experience across multiple channels and devices is critical in today’s ever-changing digital world. You need a digital platform that helps create, manage, simplify and integrate your processes, content, analytics, and social capabilities. Attend this session to learn how Oracle WebCenter provides customers content-enabled processes to improve agility and performance and creates interactions that are personal, contextual, and multichannel, delivering on the digital experience promise to customers, employees and partners.
- Andy Kershaw, Senior Director Oracle Social Network & WebCenter Business Development
- Vidya Iyer, IT Delivery Manager, Panduit
- Patrick Garcia, IT Solutions Architect, Panduit
Please join Oracle at Booth #305 where we will have industry experts on-hand and live demos!
Join us for this year's event as we cover these topics:
- Build advanced portals
- Advance enterprise content management (ECM) strategies
- Apply social media disciplines to collaboration environments
- Use content analytics for more effective engagement
- Migrate to mobile portals and apps
- View Agenda
- Download Agenda at a Glance (PDF)
Event Details: 5 - 7 May, 2014
JW Marriott at L.A. LIVE
900 West Olympic Boulevard
Los Angeles, CA 90015
Phone: 1.888.832.9136 Stay Connected: