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CIO Review: 用知識擁抱數位變革

CIO Review 雜誌將美商宏道資訊(BroadVision) 評選為2017年20大最具前景的知識管理解決方案廠商。

「無論如何,數位轉型的基礎在於改善企業內外部溝通、協作、與組織集體知識的方式。」連續創業家陳丕宏博士如此說道,這番大膽的宣言也已深入在他創立的美商宏道資訊 ( BroadVision [NASDAQ: BVSN]) 並持續發展中。

雖然企業採用企業溝通工具作為數位化策略的一部分,以適應不斷變化的業務需求,但這些解決方案並未深化到企業中,也缺乏從根本上改變與改進工作文化的能力。美商宏道資訊瞭解,數位轉型須由整體企業一同推動,因此開發了可充分運用企業現有能力,並同時發掘隱藏人才的企業工具。

美商宏道資訊為體現數位轉型的基本需求,將資訊與溝通內容組織為單一來源,使企業能減少資訊混亂與碎片化,並節省時間與成本。美商宏道資訊的產品 Vmoso ,是結合行動協作與知識管理的企業溝通協作平台,協助企業最大化生產力、提升解決問題能力,並且能隨時調整與發展以因應不斷變化的業務需求。

這個協作工具在溝通過程中即時捕捉知識,並透過連結相互交織成整體知識網路,為企業內部帶來「高值協作」,使員工能快速溝通、交換與保存資訊。美商宏道資訊產品的「單一事實源」特性,使客戶無論使用電腦或行動裝置皆能即時同步工作,消除工作的碎片化情形。以行動為中心的平台可提高協作的效率,並大幅降低未來再次尋找資訊的時間。此外,Vmoso 也可作為企業與客戶及合作夥伴進行溝通協作的中心,為企業外部溝通帶來「高質互動」。

Vmoso 的雙面知識管理方法是由四個模組組合而成。

Vmoso 的「通訊」功能透過即時通訊或類似電子郵件的方式,使員工有更好的溝通。「知識管理」模組捕捉與組織訊息與附件檔案中的資訊以利搜尋。「協作式流程管理」功能為無序的人與人之間的互動帶來結構化與問責的特性。為了避免為客戶再衍伸出另一個獨立的溝通工具,Vmoso 的「企業整合」能力可將數位工作環境與舊有溝通系統整合,例如:電子郵件、企業資源規劃 (ERP)系統、產品生命週期管理 (PLM)系統、客戶關係管理 (CRM)系統。

除此之外,美商宏道資訊將產品結合企業轉型方法,協助企業透過 Vmoso 實現數位轉型的目標。陳丕宏博士表示:「透過我們的企業轉型方法,企業會因從底層開始進行工作方式的改變,而能真正地轉型成功。」Vmoso 結合四個核心要素並與企業核心系統整合,為企業的創新提供堅實的基礎,成為未來數位轉型計畫的完美平台。

自1993年開始,美商宏道資訊為全球客戶的溝通、協作、與電子商務需求提供最好的解決方案。美商宏道資訊今年更透過強化的業務管道、公有雲與私有雲部署能力、技術與策略諮詢服務、系統整合、以及全球重要市場的客戶支援服務,擴大 Vmoso 的業務。陳丕宏博士也計畫運用不斷擴展的 Vmoso 生態系統,為全球企業提供最有力的企業數位轉型平台,重塑整個產業的溝通方式。

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Vmoso 企業數位轉型方法 (英文)

As organizations embark on programmes of digital transformation, managing collective knowledge is becoming more important than ever. Knowledge is increasingly lost in employees’ email inboxes, or fragmented across a chaotic assortment of new communication tools brought in to address email’s failings.

At BroadVision, we understand that getting your corporate knowledge under control is more than just a technology implementation programme. The Vmoso Enterprise Transformation (or VET) methodology is a 10-step iterative process that refines working practices and establishes Vmoso at the heart of your enterprise communication and collaboration.

VET help organizations:

  • Identify and integrate existing knowledge sources
  • Capture new knowledge at source and index it for easy access
  • Define collaborative processes to add accountability to business communication
  • Devise and report upon meaningful metrics that link directly to business objectives

We know that the hardest part of any project to adopt new technology is getting started. Many employees remained wedded to working practices that discourage effective collaboration and impede the flow of information around the company. The VET methodology engages with all participants and stakeholders to drive behavioural change alongside Vmoso product implementation.

Let’s take a look at the ten steps in one cycle of the VET methodology.

  1. First of all, it’s essential to gain a mandate for the project from the executive sponsor. Experience shows that without clear objectives from senior management, and commitment to make the people involved in the project available, it will be very hard to make the rest of the project successful. So before we do anything else, we need to establish project charter, endorsed by company management.
  2. Next, we audit the communication and collaboration tools currently in use, and who’s using them. Digital transformation is a journey, and to define a realistic destination, we need to understand where we’re starting.
  3. Then, we identify where the vast amount of collective knowledge in the organisation is currently stored, and decide whether that should be migrated to Vmoso, or left in place and integrated to Vmoso.
  4. In step 4, we specify the use cases that are going to be implemented in this iteration of the methodology. The priority here is choosing those cases where we are most likely to see the biggest benefit, based on what we discovered in steps 2 and 3.
  5. Then we design the knowledge architecture – how we are going to organise the information that will be held in Vmoso or integrated to it. This includes the Vmoso spaces, user groups and access control restrictions. We also map the business workflows we’ve identified in previous steps into Vmoso-based collaborative processes.
  6. Next, we plan the schedule for the adoption phases of the project. This includes any technical integration and customization work required, the training schedule, and the metrics that are going to be used to evaluate success.
  7. The length of the solution implementation itself will vary based on the amount of integration and customization work, so may be anything between a few days and many weeks, depending on decisions made earlier in the project.
  8. Next, we transfer knowledge to the project steering committee and then all project participants. This includes not just Vmoso product training, but how the new working practices will be applied.
  9. Then, of course, we need some time for the system to be used in the way it has been designed. The length of this phase can be anything between a few weeks and several months, with regular steering committee meetings to monitor progress.
  10. Finally, we evaluate the results of the project against the success criteria defined earlier. Inevitably, some things will have worked well, some less so – this is essential input into the next iteration of the project, which starts again back at the “gain mandate” step.

VET is a continuous improvement programme.  At BroadVision, we understand that behavioural changes take time and the end goal is only reached through a series of smaller steps. The results of one phase of the project feed directly into the definition of the next. Each iteration delivers invaluable data about which initiatives have worked, and which need to be reviewed. So the journey from noise and miscommunication to a streamlined “big knowledge” environment is taken gradually, not as one big leap.

BroadVision Global Services have been assisting leading enterprises around the world with their digital business initiatives for more than 20 years. Throughout the VET process, consultants from our Digital Transformation Group are here to help you. We’ll take part in your steering committee meetings, assist with project scoping and implementation, and training project participants.

The Vmoso Enterprise Transformation Methodology formulates and executes a clear, realistic, achievable plan for digital transformation of your communication, collaboration and engagement. It unlocks collective knowledge stored in fragmented systems across your organisation and introduces dynamic, collaborative processes to your business workflows.

Vmoso 企業數位轉型方法顧問服務

在企業著手數位轉型規劃時,管理集體知識變得越來越重要。企業知識經常遺落在員工的電子郵件收件匣,或是分散於為解決電子郵件缺點的各種新型溝通工具中。

我們了解,要能成功管理企業知識需要的不只是技術導入計畫。Vmoso 企業數位轉型方法是一個十步驟迭代進行的過程,協助企業優化工作方式,並使 Vmoso 深植於企業溝通協作的核心。

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