ENTERPRISE CONTENT MANAGEMENT (ECM)
Write a detail action plan based on the Consultancy Proposal. The plan should include index, executive summary, objectives and scope of the project method and justification, relevant literature and models, key research or consulting findings, detailed recommendations and/or action plan.
ENTERPRISE CONTENT MANAGEMENT (ECM)
FOR
ORGANISATIONAL CHANGE PROPOSAL
Table of Contents
Company Background 3
Operations Sales in 2015 5
Background of Change 6
Issues 8
Intervention for Process of Change 9
Project Objective 10
Project Scope 10
Project Timeframe and Deliverables 11
Cost and Support Structure 13
Conclusion and Recommendation 13
References 15
Annex A: Proposed Questions for Focus Group Homework help – Discussion..………………………18
Annex B: Proposed Questions for Survey…………………………………………….19
Case Analysis Proposal – Johnson & Johnson (J & J)
Company Background
Johnson & Johnson (J&J) is an American multinational medical devices, pharmaceutical and consumer packaged goods manufacturer founded by the three Johnson brothers – Robert, James and Edward in 1886 in New Brunswick, N.J. The company’s business is divided into three major segments; Pharmaceuticals, Medical Devices and Diagnostics, and Consumer Products, as shown in the Organisation Structure below. In 2013, these segments contributed 39, 40% and 21% of the company’s total revenues.
Figure 1: Organisation Structure of J and J
The Pharmaceuticals segment is focused on five therapeutic areas including immunology, infectious diseases and vaccines, neuroscience, oncology, and cardiovascular and metabolic diseases. Over 29 prescription drugs are part of this segment. The segment distributes its products directly to retailers, wholesalers, hospitals, and healthcare professionals for prescription use.
The Medical Devices and Diagnostics business segment produces a broad range of innovative products used primarily by health care professionals in the fields of orthopaedics, neurovascular surgery, vision care, diabetes care, infection prevention, diagnostics, cardiovascular disease, sports medicine, and aesthetics. These products are distributed to wholesalers, hospitals and retailers.
The Consumer Products segment includes a broad range of products used in the baby care, skin care, oral care, wound care and women’s health care fields, as well as nutritional and over-the–counter pharmaceutical products, women’s health and wound care markets.
Currently, the company markets more than 300 branded products and operating in more than 250 operating companies located in 60 countries and employs about 127,100 (2015) people.
Operations Sales in 2015
In 2015, worldwide J&J sales decreased 5.7% to $70.1 billion, compared to increase of 4.2% in 2014 and 6.1% in 2013. This has raised concerns among the senior management of J&J.
Figure 2: Analysis of Consolidated Sales of J&J from 2015 Annual Year Report
Supply chain management (SCM) is the management of the flow of goods and services. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption.
This process plays a crucial role in determining the sales profits of J&J as much of its business processes rely heavily on having an efficient supply chain. Hence, J&J seeks to create an inclusive supply chain where capable, qualified, diverse suppliers participate in the procurement process. They accomplish this through networking, registration of suppliers, on-site supplier visits, and by opening bid opportunities to diverse suppliers. This proposal will focus on using technology intervention to enhance the current supplier database and generate buy-ins among the J&J staff in using a new ECM system to support their diverse suppliers.
Background of Change
As mentioned, J&J believes that an effective supply chain which consists of strong, vibrant and growing diverse suppliers is contributors to the success of their business. In order to stay ahead of the competition in health care globally, each J&J operating company has its own procurement teams that are responsible for partnering with line management to create a network that provides J&J a source of advantage. The team works to build an exceptional supplier network that provide J&J businesses partners a range of quality products and services at the lowest possible total cost. In addition, J & J aims to generate innovative ideas & solutions, cultivate a superb supply continuity relationship with our suppliers. Lastly, J & J also focus on environmental sustainability and social responsibility to our stakeholders. All of these objectives are achieved through the J&J’s Supplier Diversity Program that was initiated in 1998 to drive the continued growth.
Any suppliers who want to supply or promote their goods to J & J procurement teams will need to register as a prospective supplier through the website https://cvmas15.cvmsolutions.com/jnj/ hosted by a third-party database provider, CVM Solutions.
Figure 3: Supplier Diversity Program – CVM Solutions
CVM Solutions is one of the tools in the J&J Supplier Diversity Program. Once registered successfully, the suppliers will start to upload their company’s service or product specifications and catalogs into their designated repository system. However, completion of the registration does not guarantee any business with the client and not every supplier that registers will be contacted for follow up. Potential customers will contact the supplier if they have opportunities that potentially match their offers.
Issues
Any department employee as well as manager of J&J who would like to search the supplier database for information for the first time will have to pay CVM Solutions for a client license to be installed on their workstation. Employees from other parts of the business including purchasing, marketing, logistics and manufacturing often find the current procurement process complex and unproductive.
To enhance staff’s experience in procurement, a new system – Enterprise Content Management (ECM) will be implemented and replace the current CVM solutions. Content management systems are a set of processes that help companies manage the creation, storage, editing, and publication of their website content. It is easy for documents and information to get lost in translation among a number of databases with no right way to search for them. A proper data management makes companies so much more prepared to compete with others as well as maximize efficiency in the way they do business.
However, to effectively implement this process, the company will need to focus on the ability of the employees of the company to use the fully integrated ECM system. This will be a problem because the perceptions of the employees towards this new system are important factor that will affect their individual performance, thus the overall performance and profitability of the company.
Intervention for Process of Change
To address the challenges face by employees, J&J’s Board of Directors has appointed a group internally; call Business Workflow Re-engineering team (Internal Agent) which include Vice President Global Procurement, Financial Controller, HOD (Head of Department) and Team leaders. They are 15 members in the team and CEO has appointed the vice president to lead this Re-engineering team.
APC Consultancy Pte Ltd, being one of the leading Change Management Agency (External Agency) in Singapore, was engaged by the Re-engineering team to drive the project in order to enhance and extend the Supplier Diversity Program to other departments through Enterprise Content Management (ECM) solutions.
The whole project is expected to be completed in 9 months or 36 weeks. Prior to that, APC Consultant will conduct an employee evaluation and gather their feedback on the Supplier Diversity Program and report to the Vice President. Upon this report, APC consultant and Re-engineering team will relook into business workflow, based on employee feedback and department evaluation result. Evaluation report will help Re-engineering Team to work on the change management model.
Subsequently, APC will propose a series of organisational development methods to improve J&J business workflow and productivity. The ECM development will include Communication Strategies, Lewin’s Change Model and the Action Research Model which will cover current issues and problems that J&J is facing.
Project Objective
To replace the current CVM solutions with a new ECM solution and to restructure the company business workflow process such as budgeting, costing, management reports / consolidation reporting as well on procurement and approval process. Lastly, to ensure a smooth change management take place.
Project Scope
Below is the project scope that will be covered in the workflow. The workflow aims to:
1) Improve on the commitment level of employee in the organization.
2) Enhance on the communication process between different departments around the globe.
3) Equip individual employee with the necessary skills and technical knowledge to use ECM.
Figure 4: Planed Project Scope
Project Timeframe and Deliverables
The ECM implementation and Business Re-engineering workflow improvement timeline for every phase are shown in the Gantt-Chart below. APC will release a more detailed implementation plan after the project has been approved by the Re-engineering team.
The deliverables for this project are divided into three modules. They are
I. ECM Implementation
II. Communication Enhancement
III. ECM Training and Support
Client : Johnson & Johnson Pte Ltd Prepared by : ACP Consultant
Site Address : 2 Malan Road Job Reference : ECM4JNJ2016
Duration of Project : 9 Months Prepared Date : 10th June 2016
JULY 2016 – APR 2017 MONTH 2016 2017
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR
ECM Implementation Carry out by external agent
Hardware Preparation
Software Installation
Data Migration
Implementation Handover
Communication Enhancement Carry out by both external and internal agents
Departmental Interview session
Information Analysis and Feedback
Provide Recommendation and Advice
Review Outcome after Treatment
ECM Training and Support Carry out by external agent
Re-Engineering Review
ECM Training Design
User Training
User Acceptance Test
Business Analysis Review Session
System Live Support
P R O J E C T T I M E L I N E
Figure 5: Project Gantt-Chart
Cost and Support Structure
The whole project cost SGD$120,000 based on the project scopes identified earlier in the proposal. Additional cost maybe incurred if extra requirements are identified beyond the J&J project scope stated in the proposal. This cost is inclusive of only the consultancy, training and support fees. J & J will need to pay separately for the software license fee for ECM. There are four payment milestones available in the cost structure:
• 50% Upon Confirmation of Project
• 20% Upon Competition of Module 1
• 20% Upon Competition of Module 2
• 10% Upon Competition of Module 3
APC support team will conduct support in between 8:30am to 9:00pm hours support to monitor the new ECM system during in the first 4 weeks after ECM system start working and post implementation stage.
Conclusion and Recommendation
Enhancing the Supplier Diversity Program through Enterprise Content management (ECM) can help company maintain a competitive advantage by ensuring that information flow is properly manage, at the same time, ensure that all the stakeholders in the company are properly connected in the decision-making process.
(1,488 words)
References
Journals
1. Abugabah, A., & Sanzogni, L. (2010). Enterprise Content Management (ECM) system in higher education: A literature review and implications. World Academy of Science, Engineering and Technology, 71.
2. Adolphsen, Manuel (2014). Communication Strategies of Business: Engineering Global Discourse at High-Level International Summits.
3. Ashford, W 2008, Johnson and Johnson to boost code re-use with service oriented architecture, Computer Weekly.
4. Barker, Traci (01/09/2003). “Enterprise Implementation Failure: A Case Study”. Information systems management (1058-0530), 20 (4), 43.
5. Beer, Michael (1987). “ORGANIZATIONAL CHANGE AND DEVELOPMENT”. Annual review of psychology (0066-4308), 38, 339.
6. Cheung-Judge, Mee-Yan, Holbeche, Linda (2011). Organization Development: A Practitioner’s Guide for OD and HR.
7. Coghlan, D. and Brannick, T(2001). Doing Action Research in Your Own Organisation, Sage, and London, UK.
8. Friday, S 2003, Organization Development for Facility Managers: Leading Your Team to Success, AMACOM Div American Management Association.
9. Kampffmeyer, U. (2006). Enterprise content management. Retrieved October, 4, 2011.
10. Kotter, J 1996, Leading Change, Boston, Mass, USA, Harvard Business Press.
11. McCalman, J & Paton, R A 2000, Change Management – A guide to effective implementation, London, Stage Publications.
12. Nordheim, S., & Päivärinta, T. (2006). Implementing enterprise content management: from evolution through strategy to contradictions out-of-the-box. European Journal of Information Systems, 15(6), 648-662
13. Poole, M S (2000) Central Issues in Study of Change and Innovation, in M S Poole and A H Van de Ven, Handbook of Organizational Change and Innovation, pp 3-30, US: Oxford University Press.
14. Sturdy, D. (2007). Enterprise content management. Legal Information Management, 7(03), 160-164.
15. Smith, H. A., & McKeen, J. D. (2003). Developments in practice VIII: Enterprise content management. The Communications of the Association for Information Systems, 11(1), 41
16. Tushman, M & O’Reily, C 1997, Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal, Harvard Business School Press.
Websites
1. Bartlett, H (2014) – Cost of Enterprise Content Management Systems (http://bartlettinteractive.com/blog/cost-enterprise-content-management-systems)
2. Johnson & Johnson’s 2015 Annual Report (https://monkessays.com/write-my-essay/jnj.com/about-jnj/publications)
3. Tripp, N (2016) – Enterprise Content Management System Reviews (http://enterprise-content-management-system-review.toptenreviews.com/)
Annex A: Proposed questions for focus group discussion
Before Implementation of ECM
(Note: Senior, Middle and Junior Management in 3 different groups)
A) Engagement Questions:
To introduce participants to and make them comfortable with the topic of discussion
1. How do you find using the current CVM solutions
2. Have you heard of this software known as the Enterprise Content Management (ECM) If your answer is yes, can you elaborate more on the ECM
B) Exploration Questions:
To get to the meat of the discussion
3. What are the pros and cons encountered when using the CVM solutions
4. From question 3, identify and elaborate one particular problem which frustrates you the most when using CVM solutions
5. How receptive are you when there might be possible changes in supply chain strategies by using the new ECM system to replace CVM solutions Elaborate more.
6. Identify a few concerns you might have if the changes are going to take place
7. What are the ways which you think management can do to alleviate these concerns
C) Exit Question:
To check to see if anything was missed in the discussion
8. Is there anything else you would like to say about why you would resist or accept the changes in using the new ECM system
Annex B: Proposed questions for Survey
After Implementation of ECM for 4 weeks
_________________________________________________________
Please cross the appropriate boxes.
1. How did the current ECM perform
Miserably Somewhat Satisfactory Very Satisfactory Delightfully
Overall quality
Installation or first use experience
Usage experience
Were the implementation process smooth
Trainings provided by APC Consultancy Pte Ltd
2. Overall, how satisfied were you with the new ECM system
o Not at all satisfied
o Somewhat Satisfied
o Satisfied
o Very Satisfied
o Delighted
3. Have you ever contacted customer service
o Yes
o No
4. If you contacted APC Consultants Pte Ltd customer service, have all problems been resolved to your complete satisfaction
o Yes, by the company or its representative
o Yes, by me or someone outside the company
o No, the problem was not resolved
5. Based on the four weeks of using the new ECM system, is it better, the same, or worse than the previous CVM solutions
o Much Better
o Better
o About the same
o Worse
o Much Worse
6. Please share with us a few things on ECM system/implementation process which APC consultancy Pte Ltd could have done better
End of survey
