6 Keys to a Mobile Content Strategy

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Managing the information in your business is important to its health, viability, and success. According to AIIM research, 67% of respondents consider mobile technologies to be important or extremely important to improving their business processes, yet 76% have no mobile access to their DM/ECM system. Understand these 6 key considerations:

Best Practices for Document Management
Capture and upload from mobile endpoints
Content Classification
Search and Findability
Managing Unstructured Data
Governance & Compliance

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6 Keys to a Mobile Content Strategy

  1. 1. Presented March 6, 2013 6 Key Considerations to Going Mobile Listen to the Replay: Click here now.In association with: Presented by:
  2. 2. About AIIM AIIM is the Global Community of Information Professionals We provide the education, research, and certification that information professionals need to manage and share information assets in an era of mobile, social, cloud, and big data. Learn more about AIIM at www.aiim.orgIn association with: Presented by:
  3. 3. About AIIM www.aiim.org/research Visit AIIM’s video library at www.aiim.org/videos With more than 100 Research/Industry watch snapshots on all things Information Management www.aiim.org/training www.aiim.org/membersonly Check out your professional member benefitsIn association with: Presented by:
  4. 4. Join your peers at a complimentary seminar. www.aiim.org/seminars
  5. 5. Secure Your Success Become a Demonstrate your ability to address and manage today’s information challenges www.aiim.org/certification
  6. 6. Follow AIIM on Bryant Duhon – @bduhon #aiim Jesse Wilkins – @jessewilkins #aiimwebinar Nick Inglis – @nickinglis Dave Jones – @instinctivedave #aiim13 Doug Miles – @dougmiles00 AIIM Community – @aiimcmty Theresa Resek – @tmresek AIIM Info – @aiiminfo Ricardo Fernandez – @rickbfer John Mancini – @jmancini77 Beth Mayhew – @bethmayhew Atle Skjekkeland – @skjekkeland #ecm Laurence Hart – @piewords Peggy Winton – @pwwinton #bigdata Betsy Fanning – @bfanning #aiim13In association with: Presented by:
  7. 7. Thank You to the Underwriters of this Event Averail – www.averail.com Averail provides secure mobile content solutions for the enterprise. Averail Access gives mobile employees an intuitive app to access, manage and share business documents without sacrificing enterprise security and control. Autonomy – protect.autonomy.com/protect/solutions/content-management/index.page Autonomy Enterprise content management manages the complete content and process lifecycle to improve productivity, information governance and business processes on a single platform. IBM – www.ibm.com/software/ecm We help companies unlock the value of content for better insight and outcomes by putting content in motion: capturing, activating, socializing, analyzing and governing it. Iron Mountain – www.ironmountain.com Provides information storage and management services that help lower the costs, risks and inefficiencies of managing physical and digital data. Uniquely bridge the gap of managing physical and electronic information.In association with: Presented by:
  8. 8. AIIM Presents: 6 Key Considerations to Going Mobile Host: Theresa Resek – Director, AIIM Webinars Rich Medina – Co-Founder & Principal Consultant, Doculabs Marc Olesen – President & CEO, AverailIn association with: Presented by:
  9. 9. Introducing our Featured Speaker Rich Medina Co-Founder & Principal Consultant DoculabsIn association with: Presented by:
  10. 10. About Doculabs Doculabs consultants are experts in enterprise social collaboration and content management. We deliver highly actionable and comprehensive strategic plans and road maps that help our clients achieve their business goals, create competitive advantage, and reduce risk. Our services help organizations govern information for the benefit of internal and external constituents through enhanced customer communications, e-discovery, and collaboration processes. Quick Facts • Founded in 1993 • Headquartered in Chicago • Privately held • Delivered more than 1,000 engagements to more than 500 customersIn association with: Presented by:
  11. 11. So Evidently Mobility is a Thing  Rehearsal of Mobility trends  General Trends  Technologies  Resulting Issues  Uncontrolled diversity, failed enterprise synching, system of engagement problems  So how do we win with mobile ECM – get the benefits while controlling risks and costs?  Use what we’ve all learned from ECM  Discern what’s similar from Understanding the Deployment Roadmap The Acme Mobile Collaboration Program Each Project Category contains Each Major Project contains The Tasks are then mapped to a what’s different, what’s simple consists of five Project Categories. multiple Major Projects that will move multiple Tasks. timeline. Each is assigned a category number from Acme toward the program objectives. 1.0 through 5.0. from what’s complex 1.0 Foundation Project Start and Coordination 1.1 Major Project 1 1.1.1 Major Project 1, Task 1 1.1.2 Major Project 1, Task 2  Use solid methodologies from 2.0 Install Project Start and Coordination 1.2 Major Project 2 1.1.3 Major Project 1, Task 3 Project Start and Coordination 1.3 Major Project 3 1.1.4 Major Project 1, Task 4 general IT and specific ECM 3.0 Design Project Start and Coordination 1.4 Major Project 4 1.1.5 Major Project 1, Task 5 4.0 Test 5.0 DeploymentIn association with: Presented by:
  12. 12. The 6 Key Considerations 1. How should we address our current state of Mobile DM chaos? 2. How should we start adding mobility to DM? 3. How should we identify and rank DM opportunities to implement? 4. How should we address Mobile DM inefficiency? 5. How should we address Mobile DM risk? 6. How should we address individual Mobile DM projects within an ECM program?In association with: Presented by:
  13. 13. The 6 Key Considerations 1. How Should We Address Our Current State of Mobile DM Chaos?  First, do a – focused, quick -- Current State Assessment for mobile and ECM  Address ECM categories: people, process, technology, content  But also assess and document the important mobile categories: division of labor between IT and users, capabilities used, configurations, devices 3. Measuring the Current State CONSIDER Although Acme is a highly regulated organization that communicates carefully, employees are significantly increasing their use of HOW INFORMATION IS SHARED THIS email and instant messaging as preferred primary channels of communication in lieu of physical meetings and the telephone. How Do Acme Employees Collaborate? Is Acme a Social Enterprise? Email is the primary form of business communication at Acme. Workers communicate and collaborate in many ways: in person during Currently, most work at Acme is completed in a well-connected local office. Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx face-to-face meetings, on conference calls, via email, and other channels. In many organizations, instant messaging is quickly becoming xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx the preferred replacement for more traditional channels of collaboration. This is also true at Acme, where 50 percent of employees text. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx USING IM AND IN-PERSON EMAI TEXT L Because of this, Doculabs recommends……….. · Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 50% MEETING 16% 72% · Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx · Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx · xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx CONFEREN CE CALL 9% NOT PHON TEXTING 50% E 9% What Kinds of Information Are Being Shared? How are Documents Shared? How do Employees Develop Content? Acme employees share almost every kind of content. Attaching or enclosing information in an e-mail message is the Acme employees use email as the primary way to share Many users collaborate with 10 or more people, across multiple groups, to most common method of sharing information at Acme – whether internal or external (with customers, partners). files. At Acme, workers follow many typical patterns create customer-facing content. At Acme, workers in many groups create Almost everyone attaches large files, which consume storage space and server resources – and present future associated with sharing documents. Within workgroups, content that has customer-facing components. In most instances, content is records management and potential e-discovery challenges. Additionally, many kinds of brief, ad hoc messages are workers create content individually and share it by sending it developed among project teams consisting of more than ten people, with exchanged. Such messages may be relevant to multiple groups and could be published through social applications. as an email attachment or by placing it on a shared drive. input from individuals from groups such as Legal and Compliance. This scenario This approach limits the interactivity as content is created presents an increased risk of issues with version control, redundant storage, and results in future email management challenges (as well and potential duplicative effort. DOCUMENTS NOTICE as potential e-discovery challenges). 75% SCANS POLICIE S NEW 65% S 65% S 72% EMAIL 60% PHOTO LINKS OTHER S REPORT 56% 44 38% S 6% % 63% DO UMENTS C 34% VIDEO AUDI NOTES DB S O 3% 45% PR S N A IO S EETT N 12% 11% SHARED 30% PA R PE DRIVE EMAIL 17% 74% Permanent, Storage-Consuming Content Single-Use Messaging ContentIn association with: Presented by:
  14. 14. The 6 Key Considerations 1. How Should We Address Our Current State of Mobile DM Chaos?  You will see uncontrolled diversity, failed enterprise synching, system of engagement problems  For basic mobile DM health these need to be managed at the enterprise level  This is a necessary condition for the success of any future mobile DM projects  The Current State information will be used as you develop your Future State and RoadmapIn association with: Presented by:
  15. 15. The 6 Key Considerations 2. How Should We Start Adding Mobility to DM?  Start with the following typical DM usage patterns that can be extended with Mobility: 1. Basic DM and Access 2. Standard DM and Access 3. Collaborative DM and Access 4. Process DM and Access 5. Specialized DM and Access  All of them can be usefully extended by adding devices (smartphones, tablets, etc.) and by providing cloud-based participation capabilities  Next, define which specific ECM/DM and Mobile capabilities belong to each DM usage pattern  Now you can match the Mobile DM usage patterns (and their sets of capabilities) to actual products and components in your ECM portfolioIn association with: Presented by:
  16. 16. The 6 Key Considerations DM Usage Patterns to Extend with Mobility ECM Usage Pattern ECM Capabilities Basic Document Management and Document Access · Some library services · Provides minimum capabilities to allow users to create, edit · Simple search; search is limited to DM repositories (with minimal version control and check-in/out), classify, · Web-based user interface store, and retrieve documents, using common tools such as · Integration with desktop tools (e.g. Microsoft Office) Microsoft Office (including email) or a web browser. · Allows configurations with read-only DM · Also includes Basic Document Access, which provides no · Leverages common security model for user authentication and access control; security protects search content based on user access rights guarantees or restrictions on content, authorization, · Records management capabilities not provided, other than retention and disposition capabilities provided by the core system; this retention management security, authenticity, or accuracy, apart from the most (as opposed to records management) is provided without the use of specialized records management components or classification according to the general guarantees or restrictions in place at the organization’s retention schedule organization. · Provides general retention and disposition, but no further records management functionality. Standard Document Management and Document Access Includes all Basic DM and Document Access capabilities, plus: · Provides sufficient capabilities for most cases where users · Web-based user interface for repository access and interaction need DM, but do not require collaboration, other workflow, · Library services are wide in scope, including document profiling/indexing, check-in/check-out, revision history, document security, audit trail, etc. or more advanced capabilities. · Structured repository; ability to configure the repository in a manner that matches business requirements · Also includes Standard Document Access, which adds to · Metadata management capabilities (to facilitate document cross-references, search, etc.) Basic Document Access by providing ensured authenticity · Ability to set up multiple repositories and other related capabilities. · Integration with desktop tools (e.g. Microsoft Office) · Provides records management beyond simple retention and · Person-to-person asynchronous collaboration capabilities for activities such as document authoring; generally used to replace simple email-based disposition. collaboration · Provides better search capabilities than Basic Document · Not only leverages common security model for user authentication and access control (e.g. Basic DM and Access), but also provides guarantees and Management. restrictions on content, authorization, security, authenticity, or accuracy, beyond the general guarantees and restrictions in place at the organization · “Enterprise” search, although search is typically limited to all same-DM product repositories in the organization, with some capabilities to search databases and other repositories from the same vendor · Records management; behind-the-scenes capture of all content as a business record (if not explicitly defined otherwise) · Structured repository; ability to configure the repository in a manner that matches business requirements · Metadata management capabilities (to facilitate document cross-references, search, etc.) · Ability to set up multiple repositories · Integration with desktop tools (e.g. Microsoft Office) Collaborative Document Management Includes all Standard DM and Document Access capabilities, plus: · Provides team- or activity-based, document-centric · Workflow is document-centric; includes good author-review-approve content routing, with alerts to help participants quickly find and work on changes collaboration capabilities, focused on providing a common · May include electronic forms virtual environment to share information and interact on a · Project workspace for team or workgroup collaboration; project templates and object reuse particular task, project, or activity. This type of collaboration · Document review and markup features is focused on the creation, updating, and finalization of · Real-time document sharing and whiteboarding content (typically a single document or piece of content, such as a proposal or project plan). The finalization of the · Discussion threads content may be the ultimate purpose of the collaboration, or · Online chat / instant messaging it may be one step in a larger project. · May include some advanced version management capabilities, but these are typically relatively simple or require third-party components; examples include red-line management and version merging/branching · Records management of project resources (objects) and entire projects Specialized Document Management Includes either Standard DM and Document Access capabilities or Collaborative Document Management, plus: · Provides more specialized DM capabilities than Standard or · May include integration with cloud-based DAM for rich media management Collaborative DM; including DAM, technical document and · May include technical document and data management repository services data management, document capture, paper records · May include capture services, (e.g. capture software for multi-functional printers) management, and more granular security. · May include paper records management) · May include information rights management (IRM) capabilities, including encryption, digital signatures, etc.In association with: Presented by:
  17. 17. The 6 Key Considerations 3. How Should We Identify and Rank DM Opportunities to Implement?  First, look at your business processes and pick out some good opportunities  The “easier candidates” will be processes that today fall into those five DM usage patterns  Of course they will be sloppy partial fits or they will involve more than one pattern  They may have no mobile component, or an ad hoc or organic mobile involvement  They may also be processes with heavy (possibly problematic) use of mobile – which you identified in the first sweep of your CSAIn association with: Presented by:
  18. 18. The 6 Key Considerations 3. How Should We Identify and Rank DM Opportunities to Implement?  Apply the “Rollout Principle” to order your roadmap; it’s a simple best practice for ECM/DM roadmap design:  Roll out the simpler, lower risk, more independent, more foundational components before more complex, higher risk, dependent components  Definitely do some kind of business case on your candidate opportunities to determine whether they are worth making mobile  Mobile DM for AP is sometimes a killer enhancement -- or worthless  Also note that adding mobility may change your case significantlyIn association with: Presented by:
  19. 19. Group #1: Lightly Mobile Mature ECM Applications Application examples that are straightforward for ECM and are good candidates for enhancing with mobility Area • Standard DM and Process DM • “Lightly” mobile Applications involving processes for billing, invoicing, purchase Accounting orders, statements, reports, correspondence, expense reporting, and procurement and contracting Human Applications involving processes for recruiting, new hires, Resources termination processing, employee self-service (HR intranets) Customer Online access to documents by CSRs for issue resolution, Service online customer self-service, customer correspondenceIn association with: Presented by:
  20. 20. Group #1: Lightly Mobile Mature ECM Applications Application examples that are straightforward for ECM and are good candidates for enhancing with mobility Area • Standard DM and Process DM • “Lightly” mobile • All: mailroom capture, sales, enrollment Inbound • Financial Services: loan origination Document • Insurance: underwriting, claims Processing • Government: applications and formsIn association with: Presented by:
  21. 21. Group #2: Moderately Mobile Enterprise Social Collaboration Applications Application examples that are good for ESC, good for ECM, and are good candidates for enhancing with mobility Area • Collaborative DM • “Moderately” mobile • Proposal Development • Expertise Identification Sales • Marketing • Community Building • Public Relations Management • Corporate and Employee Communications • Human Resources • Customer Support Operations • Project Management • Product Development Best Use Cases Include: • Work patterns that have a fixed start and finish date • Activities where groups of people collaborate on a single set of documents • Brainstorming tasks and creative activitiesIn association with: Presented by:
  22. 22. Group #3: Highly Mobile Vertical LOB Applications Application examples that are complex but high-impact LOB candidates for enhancing with mobility Area • Specialized DM • “Highly” mobile Agents and brokers use tablet devices containing a dynamically updated forms library. Examples include enabling potential Insurance (Sales) clients to complete paperless applications, sign policy contracts, etc. Forms may be stored on device or data can be collected in real-time. Field adjusters use tablet devices for location damage assessments and for completing claims forms. Onboard camera Insurance (Claims) used to capture images of damage. Employees use tablet devices containing a dynamically updated Banking (Branch forms library. Examples include enabling accountholders to Ops) complete paperless applications, sign documents, etc. Forms may be stored on device, or data can be collected in real time.In association with: Presented by:
  23. 23. Group #3: Highly Mobile Vertical LOB Applications Application examples that are complex but high-impact LOB candidates for enhancing with mobility Area • Specialized DM • “Highly” mobile Used by physicians and nurses for point-of-care information Healthcare Provider gathering, accessing the patient record, remote patient diagnostics, and updating charts. Used by providers to complete claims information at point of care using the patient record, remote patient diagnostics, and Health Payer up-to-date charts. Can be submitted real time or in a later batch process. Engineering, Used by service persons in the field for specialized applications Utilities, such as meter reading, pipeline inspections, waypoint Transportation verification, or delivery confirmation.In association with: Presented by:
  24. 24. The 6 Key Considerations 4. How Should We Address Mobile DM Inefficiency?  Today, mobile DM applications with any complexity are failing for predictable reasons  The obvious first reason is that the mobile DM technology isn’t ready yet to do what organizations often want it to do  The second reason is more interesting – it’s a participation versus quality issue  Organizations want full participation and good quality but push both too fast, thus failing at both  The solution is to 1) combine mobile and centralized technologies and staff to jointly address the robust requirements, and 2) shoot first for participation, then ratchet up the quality  This doesnt mean that you reject quality at first, but rather that you plan to depend heavily at first on the centralized technology and staff for the heavy lifting, and then incrementally move more quality requirements on to the remote mobile users and devices over timeIn association with: Presented by:
  25. 25. The 6 Key Considerations 5. How Should We Address Mobile DM Risk?  Divide mobile DM risk into regulatory/litigation and security risk  Mobile DM using internal DM technology primarily poses regulatory/litigation risk  Mobile DM using external technologies and users poses both -- and is a huge concern  There is good news  There are best practices to help chip away at both. Many of them come from addressing the swamp of shared drives, email, and hard drives. Use them to address that swamp and then apply them to mobile DM.  Successfully improving high value applications also controls risk. If you succeed at improving your processes with mobile DM so that they achieve the upside – you will also be controlling much of the downside.In association with: Presented by:
  26. 26. The 6 Key Considerations 6. How Should We Address Individual Mobile DM projects within an ECM program?  Plan and manage your Mobile DM initiatives within an ECM Program Framework ECM Program Categories Overall Program Governance and Process Design and Strategy Operations Implementation Technology Architecture Communications Information Architecture and Standards and Training  Now: a few words about Consideration #7…..In association with: Presented by:
  27. 27. Summary 1. How should we address our current state of Mobile DM chaos?  Do a – focused, quick – CSA for mobile and ECM. Managing mobility to control risks and costs is a necessary condition for the success of any of your future mobile DM projects. 2. How should we start adding mobility to DM?  Standardize and “firm up” your ECM strategy so it’ll be a solid foundation for adding mobile. If it’s not solid, then address that first. Bucket your spectrum of ECM applications into a few DM usage patterns, mapped to sets of capabilities and then to products. 3. How should we identify and rank DM opportunities to implement?  Look at your business processes and pick out good opportunities by doing the following. Fit the processes into your DM usage patterns, follow the rollout principle, and do a business case. Bucket your opportunities into Lightly, Moderately, and Highly Mobile, and consider the Lightly Mobile opportunities first.In association with: Presented by:
  28. 28. Summary 4. How should we address Mobile DM inefficiency?  Plan and deploy with a very realistic understanding of the limitations of mobile DM technology. Plan and manage your optimization of participation versus quality by focusing on user participation first and then ratcheting up expectations of quality. Start with a hybrid approach that uses centralized resources to fill the initial huge gaps in quality. 5. How should we address Mobile DM risk?  Divide mobile DM risk into regulatory/litigation and security risk. Mobile DM using internal DM technology primarily poses regulatory/litigation risk. Mobile DM using external technologies and users poses both -- and is a huge concern. The good news is that there are best practices to chip away at both and successfully improving high value applications also controls much risk. 6. How should we address individual Mobile DM projects within an ECM program?  Plan, roll out, and manage any mobile DM solution with an ECM Program Framework Approach. Scale down the Program Framework for a single focused project and scale it up if you are managing a complex Roadmap.In association with: Presented by:
  29. 29. Thank You Richard Medina, Principal Consultant, Doculabs rmedina@doculabs.com 312-953-9983 www.doculabs.comIn association with: Presented by:
  30. 30. Introducing our Sponsor Speaker Marc Olesen President & CEO AverailIn association with: Presented by:
  31. 31. Unleashing Mobile Productivity March 6, 2013Marc OlesenPresident and CEO© 2013 Averail Corporation - Confidential & Proprietary
  32. 32. Unleash Mobile Productivity• Who is Averail? – Helping companies mobilize business content• What is Averail Access? – Innovative mobile content solution – Workers easily access and share files on mobile devices – IT controls and audits access to content
  33. 33. Case Study: Global Manufacturer Background Objective Requirements• Global manufacturer • Increase productivity • Publish materials for of tracking and of Field Sales Field recovery systems • Available online and • Reduce number of offline• Operating in 28 states customer support • Automatic updates and 30 countries cases for new versions, delete old• Sales teams using • Increase customer outdated materials satisfaction • AD groups to apply policies • End-to-end security from repository to mobile device
  34. 34. Global Manufacturer- Implementation Selected SharePoint as ECM tool Classified assets for sales productivity Selected mobile solution to support centralized administration with simplified user experience • Specify which content is pushed to the device • Specify who has access to sales productivity materials • Enable search across multiple content sites • Support governance/compliance with detailed audit logs© 2013 Averail Corporation - Confidential & Proprietary
  35. 35. Case Study: Results Improved Shorter customer service: sales cycles: Right content at Pricing approvals fingertips to done rapidly to answer customers close deals faster quickly Greater Increased competitive cross-sell advantage: opportunities: Sales wins/losses Stay current on easily shared latest solutions across sales teams when convenient© 2013 Averail Corporation - Confidential & Proprietary
  36. 36. Thank You Want more information? www.averail.com 36© 2013 Averail Corporation - Confidential & Proprietary
  37. 37. Questions?In association with: Presented by:
  38. 38. AIIM Resources Download free studies www.aiim.org/researchIn association with: Presented by:
  39. 39. Survey This survey will open in a new window. (or click here) Tell us how we did today, and offer suggestions for topics of future events.In association with: Presented by:
  40. 40. Upcoming Webinars March 13th Beyond the Firewall: Protecting and Securing Your Information March 27th Enhancing Customer Engagement In A Real Time World Register Today at www.aiim.org/webinars View our library of Webinars OnDemand www.aiim.org/WebinarsOnDemandIn association with: Presented by:

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