Centralized Autonomy...Finding the balance

Striking a balance between federated governance and local autonomy

America's has it right in theory striking a balance between strict federal Government and the individual rights of its' citizens. Although looks good on paper, it's easier said than done. In reality, the needs of either the individual or the group often outweigh the other.     

Organizations like yours face the same challenge when it comes to implementing Shared Services, and adopting processes which benefit both. The needs at the parent level require a pervasive delivery tool that offers granular and flexible options to to reach their distributors, (B2B), and downstream autonomy is needed from distributor to reach the consumer  (B2C). The return trip of what users did with the information (orders placed, tests taken, etc.) is the return trip from consumer to distributor (C2B), and from distributor to business (B2B). It is like a fountain, which starts by cascading it from a central, top down feed, and trickles down to reach its verticals, and recirculates.

Most technologies today address only a one way trip, or strict federated model, or it addresses no order, allowing anyone to do as they please whenever they want. 
Centralpoint, by its very namesake, considers both sides of the equation: the horizontal needs of the organization, and governance over top down mandates, yet it empowers constituents downstream (distributors and consumers) to have the autonomy they need to add value down the line. Think of a brand, from the parent it needs to be strictly guarded, yet in the hands of distributors, they need to add their local value to the federated offering. Here they need autonomy to provide that addition of value (to the consumer). Some information originating from the brand source must be governed strictly to all constituents, yet some constituents have more autonomy than others in their representation of it going to market. Centralpoint solves the issue faced by all organizations: how to centralize information so that it can serve everyone individually, based on their Roles. It understands that content has become an overused term for data and that it must be served in many ways. Centralpoint is configured and customized to meet your organization's personality in order to provide you with centralized autonomy. In this way, the rules of the parent and the rules of the local constituents are managed in balance.  

                                                                                     

The needs at the parent level require a pervasive delivery tool that offers granular and flexible options to support local autonomy. This is not something that is addressed by any other product in the ECM space -- until now. The traditional top-down approach does not provide the autonomy within an adaptive structure to allow local administrators to effectively communicate to their constituents. Parent organizations and governments may try to predict the requirements at the local level, however, they will remain unable to respond to them. In short, top-level administrators cannot accurately predict the changing requirements at local levels. This is why B-2-B or B-2-C initiatives have been considered separate. 

But, Centralpoint assumes both are part of the same equation, which results in a B-2-B-2-C initiative. In this situation, the parent information trickles down through the dealers, distributors, or the middle tier (B-2-B). From there, it continues all the way down its path to the consumer (B-2-C). Conversely, information is submitted by the consumer to the business (C-2-B), and then from the business to its parent (B-2-B) for one big cyclical revolution. It is fair to say that Centralpoint considers B-2-B-2-C-2-B-2-B, allowing parents to communicate through their constituents to the consumers and then back again. In this way, consumer information is collected and then routed upstream to the proper constituent and, ultimately, it ends with the parent. This equates to one singular flow of information. But, to pull it off, we must have centralization. This is why the Centralpoint diagram (above) looks different than most top-down, federated diagrams. Within Centralpoint, information originates from the center and moves outward through distribution channels to the clients. Clients then feed the cycle "inward" from the outside of the diagram. What organizations are left with is Reporting and valuable analytics at every level. 

Centralpoint's architecture closely resembles Fred Smith's strategy. He is the CEO of Fedex, whose hub, located in Memphis, Tenn., processes all packages worldwide, regardless of where they originate and where they'll end up. Mr. Smith once said, "The information about the package is as important as the package itself." (Interesting note: Mr. Smith submitted this centralized-hub concept for shipping while still in college. His professor gave him a "C" grade, citing it wasn't a feasible concept.) He is a thought-leader and someone who we'd like to thank for his contributions to centralization -- as well as his service as a U.S. Marine. 



                               
Figure 2. Centralpoint Organization Chart

 

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