1. Information Management at DrKW LEAH B PARMEET B RYAN A

2. Introduction Poll How many active blogs? Why are we doing this?

3. DrKW knowledge informationdata 52 widgets37% more widgets We can increase our widget production by…

4. DrKW Business type: Investment banking arm of Germany’s second largest bank Result of takeovers and aquisions spanning the UK, Germany, and the US Profitable and successful

5. DrKW Structure: Two divisions Right-sized to 6000 employees after acquisition by Allianz DrKW Capital Markets Corporate Finance

6. DrKW Culture: Historic siloing, shift to collaboration for client focus Emphasizes innovation and expertise Voted ’best place to work’

7. DrKW Environment: Highly regulated Concerns on security, confidentiality, and compliance Need buy-in from sr mgmt and accessible tools

8. Q. What are some of the major problems identified in this case? Organizational Problem

9. 1. DrKW was smaller bank as compared to it competitors which called for innovation and expertise in specific product areas to boost competitiveness. 2. As an investment bank, DrKW had large and complicated IT infrastructures which needed improved collaboration, communication and publication in order to achieve its strategic goals. Organizational Problem

10. Q.What were some of the Strategic Goals of DrKW to achieve organizational effectiveness? Managing IT/IS at DrKW

11. Strategic Goals: o To pioneer the industry by fostering innovation and expertise within DrKW. o To engineer solutions to deliver value to business lines by extending the capabilities and expertise. o To deliver higher levels of service to internal/external clients to gain market share. Managing IT/IS at DrKW

12. Q.What were some of the Operational objectives of DrKW to achieve efficiency in daily operations? Managing IT/IS at DrKW

13. Operational Objectives: o Increased efficiency of employees with tools to improve their expertise and foster better communication and collaboration. o Increased capital efficiency by developing a real-time software of global trading activities. o Lowering operating costs by increasing transparency within different departments and locations of DrKW. Managing IT/IS at DrKW

14. Q.What are some of the strategic and operational tools used by DrKW to achieve competitive advantage? Managing IT/IS at DrKW

15. Strategic Tools: Bottom-up Knowledge Creation with the help of internal blogs to diffuse news, opinions, and knowledge and improve collaboration and communication.

16. Operational Tools: o Email o Telecom system o Internal Blogosphere and RSS feeds o Web 2.0 Enterprise o Instant messaging Managing IT/IS at DrKW

17. Advantages of IT/IS used: DrKW used internal blogosphere as an eSP (electronic share point) platform where employees could blog or share their expertise which served as a record of DrKW’s thoughts and conversations which was searchable and consultable. Internal Blogging helped improve team-work, reduce email and increase transparency. DrKW used a combination of 900 applications to provide systems solutions to business problems that needed to combine consistent financial information across products. Managing IT/IS at DrKW

18. Solution 1: B2Evolutiion B2Evolution Internally hosted open-source blogging platform Launched in 2003 First 15 Months 30 blogs, 100 posts Q4 2004 331 blogs, 180 posts, 350 comments Frequently Updated and Revised Ideas Requests Criticisms Users IT Department Business Tools Email Telecom System Internal Blogosphere RSS Feeds Web 2.0 Enterprise Instant Messaging

19. Solution 1: Pros and Cons Pros System already in place and is being used Has gained acceptance by many employees Cost for maintaining program is good Cons Solution is not comprehensive enough to meet needs Concerns about security / open sharing

20. Solution 1: Culture, Politics, and Structure Culture – employees have begun to buy into the change Politics – this is an issue, but it is becoming less apparent over time Structure – organizational structure is affected as divisions begin to open up to one another

21. Solution 2: Siemens Teamcenter Teamcenter Product Lifecycle Management Application from Siemens Over 3 million licensed users as of 2006 Community Collaboration Enterprise Knowledge Management Program and Project Management Reporting and Analytics Standard Internet Web Browser Single Source of Knowledge Centralized Knowledge http://www.plm.automation.siemens.com/en_us/products/teamcenter/solutions_by_product/com munity_collaboration.shtml

22. Solution 2: Pros and Cons Pros Extremely comprehensive system Widely tested and accepted program by leaders in other industries Significant IT support structure (Siemens) Cons Cost is significant Some applications are tailored more for production / engineering New program will have to gain acceptance by employees / management

23. Solution 2: Culture, Politics, and Structure Culture – will need buy in from employees and management Politics – individuals and divisions may be slow to embrace information sharing Structure – a more boundaryless corporate mentality and structure may become necessary

24. Our Solution Maintain B2Evolution and associated programs / tools Supplement existing system with Teamcenter applications Continue to monitor growth and evaluate effectiveness

25. Our Solution: Advantages Transition from existing system to our solution will have minimal impact Parts of system have already gained acceptance by employees Cost is kept in check by combining the best of each solution Comprehensive enough to meet needs

26. Messages for Modern Leaders 1. Knowledge creation requires communication 2. Systems should ‘fit’ 3. Systems need to be managed

27. Questions?