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1815AIIM is a non-profit industry association with approx 65,000 community members. Started in 1943 and members in approx 150 countriesProvidesTRAINING – 7 Certificate programs with 17000 students the last 4 years. Latest program is SharePoint Certificate Program – best practices how to use SharePoint to share and manage informationRESEARCH – monthly new free researchSTANDARDS – Moreq2, PDF, PDF/AEDUCATION – weekly free webinars
1816 - Have the last few years seen a lot of changes in the industry…Started a task force to discuss the past and draw a roadmap for the future of content management. The meetings were led by Geoffrey Moore, author many technology books and publications, most notably Crossing the Chasm and Inside the Tornado.
1817 Task Force Members were:Alfresco, EMC, Hyland Software, IBM, Iron Mountain, Kodak, Microsoft, Open Text, OracleThe purpose of this first phase of the Task Force was to think through the following questions:* Where is the ECM industry headed?* How will the evolution of Social Business Systems affect the future of ECM?What are the issues facing end users who wish to better leverage their information management systems to: improve operating flexibility; and better engage with customers?We also interviews with 20+ senior IT executives from end user organizations, and I will in this presentation provide you with some of our findings.
1818- Lets start by looking at the history of ECM: ECM is an umbrella term for a number of technologies to manage contentVery versatile, - just like the EierlegendeWollMilchSau
1819 - In 1990-2000 solution was implemented by focusing on particular pain-intensive processes of mission importance to specific departments (i.e., Documentum and new drug applications). The core customer was the business, often at odds with IT. The net result was the creation of information silos particular to specific problems and departments. Solutions were expensive and complicated, but that wasn't important because the specific problem was so enormous and the benefit received was great; the number of people who needed to use the solutions was small; the core customer was departments with Global 2000 companies (or their equivalent in government).
1820 - As the market matured in 2000-2010 four things happened to change the economics and structure of the market for systems of record solutions and help move this market across the chasm.In the wake of a dramatic increase compliance and risk-based concerns (Enron, SarBox, FRCP), organizations realized that they needed better control over their silos.Users realized that they were spending too much on all of their silos.SharePoint disrupted the market by entering at the low end.Users realized that they could only automate across departments if they did something about the silos.The net-net of this was rapid consolidation of the supplier community. At least at the Global 2000 level, ECM technologies (which previously had never really been enterprise solutions despite the name) came to be viewed as a core platform in the enterprise stack. User frustration with disconnected information silos (which could not be ripped out because they were performing mission critical document-centric processes) created pressure for CMIS. The core ECM players struggled with whether to play in this new enterprise platform space or to become application players. The core customer for ECM within Global 2000 companies shifted from the business to IT. The mainstreaming of the platform market created fertile ground for the emergence of open source and SaaS solutions. (Box.net, Dropbox, Google AppsThe entry of SharePoint into the market brought document technologies into the range of SME organizations, particular in the context of basic document and collaboration capabilities (i.e., as a replacement for shared drives and project team collaboration). As awareness of the true cost and complexity of SharePoint has grown in the SME market, a disruptive "sub-wave" has emerged in the form of cloud-based document solutions (Box.net, Dropbox, Google Apps).
1821 - And if we look at the the big picture: The investment in ECM has been part of the investment in “system of record”We have spent the past several decades of IT investment focused on deploying 'systems of record.' Transaction systems for global commerce . . . Financials, Order Processing, Inventory, HR, CRM, Supply Chain . . .Mainframes, minis, client-server, PC, Internet-enabled, SaaSDrove three decades of investmentData centers everywhereDatabases, OLTP, reporting and analyticsNetwork as a transport mechanismThese systems accomplished two important things: First, they centralized, standardized, and automated business transactions on a global basis, thereby better enabling world trade. Second, they gave top management a global view of the state of the business, thereby better enabling global business management. Spending on the Enterprise Content Management technologies that are at the core of Systems of Record will continue -- and will actually expand as these solutions become more available and relevant to small and mid-sized organizations
1822 - But we have the recent years seen a growing concern about Enterprise Software…Forrester survey of 111 enterprise process or application execsHigh cost of ownership = 91%Difficult upgrades = 87%Apps don’t match business requirements = 80%Inflexibility limits process change = 75%+ LONG IMPL CYCLES!The staggering intensity of dissatisfaction, coupled with the idea that enterprise software is a not just an IT concern but a real business problem, doesn't just beg the question—it screams the question: What, then, is enterprise software actually doing well right now? (Thomas Waigum, CIO, March 4, 2010)
1823 - In reality: many organizations put Enterprise IT on hold in the early 2000, while Consumer IT went on fire. According to Gartner, in absolute dollars, most organizations spend less today on IT than they did in 2008. Gartner believes that through 2015 a recession-era mentality of paying for future investments from the cost savings obtained from existing IT operations will prevail.Forrester; More than half of US employees say they have better technology at home than at work, 37% of US information workers are solving your customer and business problems using technology that they master first at home and then bring to work.
1824 – AccessStarted with search engines…Now…Infinite content, no barriers to entry, no barriers to exitCommunications are any-to-many-to-oneSocial networks, blogs, Skype, TwitterSocial technologies connect people and giver their opinions and connections tremendous reach.Hitwise reported earlier this year that Facebook has now more traffic than Google
1825 - Broadband (think platform)Pictures and video are the killer appsNewspapers and magazines are toastTV and radio are being reengineered even as we speakCloud computing services are the delivery platform for thousands of new products and services. These services are available to anybody for free or with a small fee. Facebook: Picture shows my daughter Isabelle with her pet Bob the Fly…. And his funeral….
1826 - MobilePC for the emerging marketsiPhone sets the bar in mature marketsTexting, camera, location-based servicesSmart mobile technologies put the power of information directly into your customers’ and employees’ hands. Apps are the new currency as the mobile industry competes to put evermore valuable data into peoples’ hands. Apple has 250,000 iPhone apps and counting.
1827 –The mentioned factors has stimulated Creativity and the Right-side of the BrainRemember that previous spending left knowledge workers mostly on their own. We gave our workers laptops, connectivity, email, and the Office suite, and told them to go be more productive. The world of consumer social technology has given our workforces a taste of what is possible beyond this kind of rudimentary e-mail driven collaboration.
1828 - “You will lose control – Get used to it!”JP Rangaswami – CTO, BT at Enterprise 2.0As a result of these trends, the focus of technology innovation in your company has shifted. Your job is not to stop this activity — unless order and rigidity are more important to your company than competing in the empowered era. Instead, you must shift your mindset for a world where technology projects can come from anywhere, and IT is a keyadvisor, not manager, on those projects.
1829 - The New Shape of the Internet - Less static pages, more video and Apps with peer to peer communication.Two decades after its birth, the World Wide Web is in decline, as simpler, sleeker services — think apps — are less about the searching and more about the getting.
1830 - The web is no longer just a place to publish information. Its not a monologue, it’s a dialogue.People are now participating….This is changing marketingeMarketer reports that 38% of people trust each other, while they only trust about 3% of marketers.If a business wants to acquire new customers effectively, it will need to leverage social media
1831 Business executives realize that this changes the game for them…Increased demand forCollaborationRelationship ManagementChallenge: To engage with peers globally to solve problemsAnswers are not in Systems of RecordThey are in other people’s (and often other companies’) headsBurden falls on the middle of the organizationNot front-line workers engaged in transactional workflowsNot top executives engaged in strategic issuesNeed to invest in “IT for the middle tier”Communication and collaboration systemsBroad and easy access to Systems of Record on demand
1832Lets look at these in more details:Reinvent customer relationshipsSocial technologies outside the firewall are redefining the nature of customer relationships. Often driven by marketing, organizations are using public networks like Facebook and Twitter and Linked In to engage customers.CluetrainManifesto 1999:Markets are conversations.Forrester: Treat your customers as your most valuable marketing channel. Success in the empowered era starts by acknowledging and harnessing the power of customers in marketing outreach. But it never stops as customers become an important marketing channel, product developmentToday it’s responding on Twitter and Facebook.Tomorrow it could be having video chats over Skype or asking customers to video a broken part and share it with your customer service department. We have identified four initiatives to help you engage directly with customers: identify mass influencers, deliver groundswell customer service, engage with mobile applications, and amplify fan activity
1833 - Your job as a marketer is now to get people to talk about your products. And people often talk about your products with or without your involvement.You just have to decide, - get involved or stay out.It took years before cable company COMCAST GOT this.For example: if you go to YouTube….
1834 - When you provide groundswell customer service, you will convert naysayers into advocates (from customers to ambassadors).Barry Judge, CMO of Best Buy, mastered this when he provided the environment in which Web staffer Ben Hedrington and marketer John Bernier could create Twelpforce, Best Buy’s 2,500-person strong Twitter help force.Members of the Geek Squad and corporate employees staff Best Buy’s @twelpforce account, fielding questions from consumers using an @reply to the customer. Best Buy has employees tag their tweets with #twelpforce, sending the answer through the @twelpforce account and allowing anyone searching the feed to find topics of interest.According to Twitter101 CaseStudies, the Twelpforce has provided over 19,500 answers to customer inquiries, over 2,500 Best Buy employees have signed up to answer questions, and complaints to Best Buy were reduced by 20% in the first year of the Twelpforce program.
1836 Secondly:Build Operational DexterityThe key to driving greater business dexterity and responsiveness is driving greater productivity and decision speed among the middle tier of knowledge workers in organizations. Social Business Systems within the firewall (among employees) or through the firewall (with partners) has the potential to dramatically improve flexibility and responsiveness and thus drive business growth and innovation. The evolution of the office has means that the users now own the means of production.The management guru noted this few years ago;A factory had workers doing as they were told – producing a productsWe have now automated a lot of the structured processes, which means that the knowledge worker now owns the means of production. This could be a case worker, consultant, manager, etc. And the knowledge workers NOW ITThe company is lucky to have meI do not want to waste time (bad boss)I want learn, explore, experience, develop
1837“Why is it that I know more about what my High School girlfriend had for dinner than what is going on in my organization?”How can it be that I am so powerful as a consumer and so lame as an employee?
1839 - “I expect to use the same type of networking tools with my business colleagues as I do with my friends and family.”Network building with known and unknown business colleagues.Finding expertise, people and networksResearch / feedback from wider stakeholder groups
1840 “I believe that the ‘wisdom of the crowds’ improves information quality Using social networks to surface good ideasSocial filtering and iteration of selected ideasWisdom of crowds applied to internal marketsTwo-way communication, not just broadcast
1841BECAUSE GEN X AND GEN Y CONSIDER E-MAIL IRRELEVANT – IN 2009 BOSTON COLLEGE STOPPED DISTRIBUTING E-MAIL ADDRESSES TO INCOMING FRESHMANYoung people come into the workplace expecting to participate, not just ConsumeThey are no less serious, capable or ambitious than us, but they can be more self-reliant.For example: BAE SystemsAn aging workforce: in the US, 40% of engineers will reach retirement age in the next 5 yearsMerged and acquired companies has resulted in huge requirements to better integrate people and systemsInformation is not easily reusedThere need to rethink collaboration software – email is dead…
- And the solutions does not have to be complex and expensive….Only employees are agile enough to respond to the escalating demands of empowered customers. They’re also in the best position to see the problems and to experiment with solutions that take advantage of new technologiesYou need to embrace and harness their ideas. Today that might be as simple as empowering them with social collaboration tools and access to iPads, Facebook, and Google Docs. Tomorrow it might be establishing a groundswell innovation programFor example: Yammer
1843 Knowledge flows can help companies gain competitive advantage in an age of near-constant disruption. The software company SAP, for instance, routinely taps the more than 1.5 million participants in its Developer Network, which extends well beyond the boundaries of the firm. Those who post questions for the network community to address will receive a response in 17 minutes, on average, and 85% of all the questions posted to date have been rated as “resolved.” By providing a virtual platform for customers, developers, system integrators, and service vendors to create and exchange knowledge, SAP has significantly increased the productivity of all the participants in its ecosystem
1845 - Forrester calls this the Empowered EraYour customers and your employees have more power than ever before. Mobile, social, video, and cloud technologies give individuals tremendous access to information and resources. To succeed in an era of empowered customers, you must empower employees to solve customer and business problems. First, build bridges to your marketing and customer service teams to help these teams scale up new customer solutions. Then give employees the safety net and permission to be your greatest source of innovation and breakthrough ideas. You have an opportunity to reinvent yourself and the role of IT to become the chief technology advisor and enabler of empowered initiatives. Seize the opportunity
1848Enterprise 2.0 is using social software within an organization to improve collaboration and innovation.29% of our members look at Enterprise 2.0 as imperative or significant to their organizations business goals.59% think that social networking will make a dramatic change to business life in the next few yearsIts not IF to implement social software, it’s how…!
1849In an era of empowered customers and employees, it’s not enough to react to each new demand in isolation. Instead, you need a whole-company strategy to empower customers and employees.- AIIM gathered therefore executives from leading technology providers with noted author and futurist Geoffrey Moore (Crossing the Chasm) to identify roadmaps for the future. The new AIIM B2C roadmap provides you with a “Stairway to Heaven” for improving customer engagements. Digital Media Outreach – video, podcasts, etc.Multi-channel Interactions to Enhance Customer Ease of Use – smart phones, tablets, etcSocial Media Engagement - More Dialogues & Insights – use social media for customer communication, brand exposure, SEO and web trafficSystems of Engagement/ Systems of Record Integration for Enhanced ExperienceMetadata Enablement to Improve Hit Rate on Offers – recommendations, extensions, etc.
1850 - The new AIIM B2B roadmap provides you with a “Stairway to Heaven” for improving customer engagements. Improve Employee Productivity - Use collaborative media such as audio, video, and web conferencing recordings to capture meeting proceedings and allow absent employees to keep up to speedAddress Complex Issues Collaboratively - Use social media for open dialogues (communities, blogs, wikis, etc.) for communication & collaboration while simultaneously leveraging structured data (e.g., account information, entitlements, etc.)Keep Collaborators Connected For Faster Decision Making - Enable multi-channel communications (mobile, web, IM, etc.) anytime, anywhere, or any device, to reduce time to respond & decision-making cycle timeMine Community Content to Extract Insights to Enhance the Business - Filter emergent information from open dialogues and capture into structured information that can be used to better target customers and improve customer satisfactionPre-fetch Information for Faster Time to Resolution - Monitor user context to determine information needs and proactively present information at the time of need
1851- Evolution: The View from the IT OrganizationContinuation of last decade’s trend linesFocus is on Systems of Record Significant issues around mission-critical riskNot fundamentally disruptiveBut…Enterprise IT needs to change – FAST!Social tools represent the biggest phase change in IT adoption since emailProblem: IT are still centralizing, whilst the Internet is about intelligence at the edges
1852 - Revolution: The View from End User CommunityNew social contract for communication, collaboration, contentFocus is on Systems of Engagement Ratified by consumer IT, violated by enterprise ITRadically discontinuous with current infrastructure & policiesThe implications of this for IT organizations and CIOs are revolutionary -- organizations need to quickly get in front of this curve or they run the risk of getting run over by it. We are on the cusp of a new wave of investment in Social Business Systems that will focus on providing knowledge workers with the tools to collaborate with a business purpose.”How disruptive will Consumer IT beto Enterprise IT?We are therefore on the verge of another massive market disruption, driven by the following factors:The most significant economic challenge of the past 50 years;The bleed of consumer technologies (and the expectations they carry) into the enterprise; andThe proliferation of mobile technologies and availability of bandwidth.
1853 - And how will this influence your ECM solutions?Enterprise Computing 2010 -2020To Systems of Record Add Systems of EngagementThe key technologies (Systems of Engagement) at the heart of this transition are social and collaborative in nature (Social Business Systems). . The core customers are on the business side, with IT often resisting adoption.From command and control to collaborate – number are the days of the IT dept that decided what users MUST useFom controlled to open collaborationFrom transaction oriented to interactive oriented. The value is the conversationsNot have users learn systems, but have the systems learn usersSecurity is still an issue, but need to address privacyTheir artifacts of System of Engagement are not enterprise content – its in fact the CONVERSATIONS- Ownership is blurred, authority is shared, rights are undeclared, governance is ambiguousBut these artifacts or CONVERSATIONS are valuable to enterprises- Content is immediate and direct, metadata is scalable, analytics are revealingSo they do need managementBoth for governance and for a productivity
1854 - Implications for IT systemsYou need to put IT in the hands of business users.Support speed, diversity and innovationMoving from policing to supporting usersThis means the requirements for content management is changing…Content is now also communalContent is now also recordingsUsability is untuitivePrivacy is also a concern in these more open systems
1856 –Systems of Record create efficiencyImpossible to do global commerce without themFocus on cost, quality, and contractual commitmentsSystems of Engagement create effectivenessAddress the complexities of global business relationshipsSystems of Engagement need Systems of RecordRecord decisions or conclusions madeSystems of Record need Systems of EngagementDiscuss decisions or conclusions madeCorrect architectureSOEs operating on top of and in touch with SORs
1857 Stairway of investments need in social business systemsTAXONOMY:Standardize on taxonomy for Social Business Systems, including content types and community typesPOLICIES & GUIDELINES:Create policies and guidelines for management social business systems, including access, usage, and retentionWe cannot stem the tide of sharing – its is what the internet is “for”Teaching responsibility is more effective than trying to block access and “police” usageSECURITY:Develop security sub-systems specific to the needs of social business systems and Systems of EngagementMajority of security risks are still humanBad IT leads to workarounds and more risksSecurity needs to evolve as tools evolveSTORAGE: Develop storage sub-systems to meet the specific needs of social business systems, including metadata, tagging, and retentionRETRIEVAL & RELEVANCE: Extend enterprise search & retrieval functions to incorporate Social Business Systems, including video
1858 – From blogger Laurence Hart: When visiting a local company last month, I was given a glimpse of their requirements for their new Knowledge Services Framework vision and requirements. It was inspiring and incredible. They had mapped all the functions that they perform, identified existing systems that matched, and then had measured each of them to the following vision.And regarding deployment:Need an iterative approach, agile development3 months cycles, not 12-24Release early and oftenDriven by user feedbackFor example: GoogleBureaucracy has increased when growing to 20,000+ staffEach year staff can suggest ideas of reducing bureaucracy Two criteria's:Impact manyPossible to implement in 60 days.
1859 - Evolution of US Federal TechnologyThe death of bureaucracy: A network approach to collaboration means that you staff may end up discussing things with your boss…National Defense University: Social Software and National Security – A Net Assesment
1901 -As you implement these Social Business Systems, you need to meet three criteria; How to do so quickly? How to do so responsibly? How to do so in a way that achieves a business purpose?Make the most of Information ProfessionalsThey become key notes in social networks, Knowledge guides, not controllers. Managing feeds and flows, not just objectsEncourage pioneersLet them share the risks and rewards,Relax rules about IT standards,Allow low-risks pilot projectsWhile supporting 2nd wave of adoptersUse case based on real needs, Support luring and light participation. Create intimacy, not all-in debatesUse the Web as Your Lnnovation LabExploiting external services and data. Encouraging users to explore. Building connected apps not ghettos
1902 – We will in November release more details about this roadmap. Register at www.aiim.org/futurehistory to be notified when its available, or shoot me an email.Thank You!AtleSkjekkelandVice President, AIIMwww.aiim.orgConnect@ firstname.lastname@example.org/Skjekkelandwww.facebook.com/skjekkelandwww.linkedin.com/in/skjekkeland