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 email@example.com 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: firstname.lastname@example.org
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 email@example.com 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.