ROI

How can we help your company?

A business in which knowledge workers are augmented with awareness and context relevant to the task at hand has tremendous potential benefits. While these will vary from organization, here are some examples:

• More productive workers, sooner: By arming employees with the information they need to do their jobs, they become more productive sooner. This means that newly assigned workers take less time to switch roles, and new hires can start producing immediately.

It also removes excuses from employees, making it possible for managers to identify unproductive new hires earlier in their employment with the organization, saving the company hiring and Human Resources headaches down the road.

• Efficient discovery and re-use: By putting relevant information at an employee’s fingertips, workers will re-use information more, improving coherence within the company and leveraging existing resources rather than wasting time re-inventing the wheel.

What’s more, by tracking which documents, people, and processes are most often re-used, the organization can surface best practices and reward top contributors based on the impact of their contributions.

• Less liability from employee churn: One of the biggest problems with a knowledge-based business is that the company’s assets walk out the door every evening. This is exacerbated by an aging workforce whose understanding of tacit, seldom-documented processes isn’t well captured.

As a result, the loss of an employee-because of firing, departure, or retirement-can halt an organization in its tracks. By instrumenting how people work and identifying relevant content, we can minimize the liability of worker churn.

• Reduction of redundant work across large organizations: In distributed organizations, many workers may be up to the same thing. Whether that’s bidding on contract, designing artwork, preparing a legal brief, staffing a new position, or hundreds of other tasks that are handled regionally, this leads to inefficiency. Making employees aware of what their peers are up to reduces redundancy and lets workers pool their efforts.
• Reduction of redundant roles across functional group: When companies are vertically integrated, functional groups don’t communicate. A toy company, for example, might have manufacturing, distribution, online, and retail divisions. Each might employ legal counsel, graphic designers, and PR specialists-all of whom are idle part of the time.

Providing them immediate context makes it easier for a professional in one division to help out in another, improving the overall efficiency of the organization