Moving from Records to Engagement to Insight
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From Records to Engagement to Insight -- Putting Social Technologies to Work

From Records to Engagement to Insight -- Putting Social Technologies to Work

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  • The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation. in the world of Systems of Engagement – no one on the user side cares about any of this. However, because these systems are being used by enterprises, they will inevitably be subject to the same legal and social restrictions as traditional enterprise content, and therein lies the rub. Today that rub is significantly limiting endorsement and adoption of consumer-style communication and collaboration facilities around the world, and it will continue to do so until the content management industry and its customers develop protocols and policies to address its issues.

Moving from Records to Engagement to Insight Presentation Transcript

  • 1. From Records to Engagement to Insight -- Putting Social Technologies to Work Report of AIIM McAfee TF John Mancini President, AIIM 1 December 2011http://www.flickr.com/photos/designmark/6325852715
  • 2. @jmancini77blog = DigitalLandfill.orgIf you are an informationprofessional,AIIM is where you belong.www.aiim.org Text … GILBANE<space>your email to 22333 for copy of new AIIM Task Force report 2
  • 3. Records Engagement Insight© AIIM | All rights reserved
  • 4. AIIM Task Force - 1 Alfresco EMC Hyland Software IBM Iron Mountain Kodak Microsoft OpenText Oracle AIIM.org/futurehistory © AIIM | All rights reserved 4
  • 5. Systems of Engagement Social and Era Mainframe Mini PC Internet Cloud Systems of Record Years 1960-1975 1975-1992 1992-2001 2001-2009 2010-2015 Typical A batch A dept A A web An thing trans process document page interactionmanaged Best Digital known IBM Microsoft Google Facebook EquipmentcompanyContent Social Image Document Content mgmt Microfilm Business Mgmt Mgmt Mgmt focus Systems
  • 6. Consideration Systems of Record Systems of Engagement Focus Transactions Interactions Governance Command & Control Collaboration Core Elements Facts & Commitments Ideas & Nuances Value Single Source of Truth Discovery & Dialog Standard Accurate & Complete Immediate & Accessible Content Authored Communal Primary Record Type Documents Conversations Searchability Easy Hard Usability User is trained User “knows” Accessibility Regulated & Contained Ad Hoc & Open Retention Permanent Transient Policy Focus Security (Protect Privacy (Protect Users) Assets)© AIIM | All rights reserved
  • 7. AIIM Task Force - 2 ABBYY  Iron Mountain Alfresco  Jive Box  Microsoft EDB ErgoGroup  Moxie Software EMC  Newsgator EvoApp  OpenText Huddle  Oracle Hyland Software  PFU IBM  SocialText Igloo  Yammer © AIIM | All rights reserved 7
  • 8. AIIM Task Force - 2 © AIIM | All 8rights reserved
  • 9. AIIM Task Force - 2 2 in person meetings and 3 web conferences Survey of 403 user organizations  > 10 employees, non vendor/consultant  56% North America  AIIM list, not necessarily AIIM members  Open Innovation = 101 responses  Sales & Marketing Collaboration = 73 responses  Enterprise Q&A = 118 responses 10 user interviews AIIM.org/research © AIIM | All rights reserved 9
  • 10. Open Innovationhttp://www.flickr.com/photos/20144155@N00/5683294429
  • 11. 48% report that OI has already yielded major  Open innovation (OI) changes to internal processes. is surprisingly widespread and successful.© AIIM | All rights reserved
  • 12. 34% report major changes to their external  Open innovation (OI) offerings. is surprisingly widespread and successful.© AIIM | All rights reserved
  • 13.  Open innovation (OI) is surprisingly widespread and successful. In more than 70% of OI environments, participants  Idea voting and can comment on others’ ideas. ranking capabilities are underutilized.© AIIM | All rights reserved
  • 14.  Open innovation (OI) is surprisingly widespread and successful. Fewer than half support the ability of participants  Idea voting and to vote, refine, or volunteer to work on others’ ranking capabilities ideas. are underutilized.© AIIM | All rights reserved
  • 15.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized. Only 44% report that OI is an excellent or good fit  OI is not yet tightly with corporate culture. integrated into company cultures.© AIIM | All rights reserved
  • 16.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized. Only 35% report that OI communities are tightly or  OI is not yet tightly fairly tightly tied to the way the company currently integrated into conducts innovation. company cultures.© AIIM | All rights reserved
  • 17.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized.  OI is not yet tightly integrated into company cultures. Over 90% report that “anyone inside the company”  OI appears can contribute to their OI environments. widespread within organizations, but not outside them.© AIIM | All rights reserved
  • 18.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized.  OI is not yet tightly integrated into company cultures. Only 15% said that outsiders – even pre-screened  OI appears outsiders – can participate. widespread within organizations, but not outside them.© AIIM | All rights reserved
  • 19.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized.  OI is not yet tightly integrated into company cultures.  OI appears widespread within organizations, but not outside them. 44% said that they offer no rewards at all for  Rewards and participation, while 42% of OI environments include incentives for OI quantitative reputation and/or status scores. participation vary widely.© AIIM | All rights reserved
  • 20.  Open innovation (OI) is surprisingly widespread and successful.  Idea voting and ranking capabilities are underutilized.  OI is not yet tightly integrated into company cultures.  OI appears widespread within organizations, but not outside them. 29% of organizations offer monetary rewards of  Rewards and some kind. incentives for OI participation vary widely.© AIIM | All rights reserved
  • 21. Marketing & Sales http://www.flickr.com/photos/59937401@N07/5857375238© AIIM | All rights reserved
  • 22. Only 18% of survey respondents report that they  Marketing and Sales have efforts underway in this area. integration is the least mature and most difficult of our 3 use cases.© AIIM | All rights reserved
  • 23. The “sales culture” and typical sales force  Marketing and Sales incentives are problems, as is the difficulty of integration is the least gathering together all of a company’s digital mature and most marketing content, putting it in one place, and difficult of our 3 use organizing it so that it makes sense to users and is cases. navigable.© AIIM | All rights reserved
  • 24.  Marketing and Sales integration is the least mature and most difficult of our 3 use cases. After E2.0 was in place, over 60% said that the  M&S use triggers Big two departments were performing “fairly well” or gains in knowledge “very well” in each of these areas. sharing, timely communication, ability to work together.© AIIM | All rights reserved
  • 25.  Marketing and Sales integration is the least mature and most difficult of our 3 use cases.  M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together. 79% of respondents say that their environments  Once E2.0 is in place are “reasonably well used,” “heavily used,” or between M&S, it gets “quite heavily used.” used.© AIIM | All rights reserved
  • 26.  Marketing and Sales integration is the least mature and most difficult of our 3 use cases.  M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.  Once E2.0 is in place between M&S, it gets used. Three of the four most common reasons for not  The most common pursuing E2.0 are “we work closely together reasons given for not anyway,” “we’ve never really thought about it,” and pursuing E2.0 have to “we have regular face-to-face sessions to share do with lack of knowledge.” awareness of its benefits.© AIIM | All rights reserved
  • 27. Enterprise Q&Ahttp://www.flickr.com/photos/horiavarlan/4273168957
  • 28. 29% of survey respondents report that an EQ&A  EQ&A is the most initiative is already in place. popular social business use case we asked about.© AIIM | All rights reserved
  • 29.  EQ&A is the most popular social business use case we asked about. 45% of respondents say that they are either  EQ&A generates “extremely satisfied” or “moderately satisfied” powerful results. with their capability.© AIIM | All rights reserved
  • 30.  EQ&A is the most popular social business use case we asked about.  EQ&A generates powerful results. Few organizations had a general question-  EQ&A adoption is answering capability in place before the era of relatively social business. As a result, there is no straightforward. incumbent technology or resource to overcome.© AIIM | All rights reserved
  • 31.  EQ&A is the most popular social business use case we asked about.  EQ&A generates powerful results.  EQ&A adoption is relatively straightforward. Serendipity happens to EQ&A participants. Over  Many answers to 30% of respondents say that answers came questions come from equally from expected and unexpected sources. the expected people and places, but not all of them.© AIIM | All rights reserved
  • 32.  EQ&A is the most popular social business use case we asked about.  EQ&A generates powerful results.  EQ&A adoption is relatively straightforward.  Many answers to questions come from the expected people and places, but not all of them. Over 40% of survey respondents who report  EQ&A remains under- not having this capability indicate that they appreciated. saw no need for it, or already felt they knew who could answer any given question.© AIIM | All rights reserved
  • 33. Open Innovation - Recommendations 1. OI is appropriate now for most, if not all, organizations. 2. Most OI environments are not focused enough. 3. Reputation matters, and OI communities should seize on this fact. 4. Open innovation should be opened up to customers as well. 5. Open innovation requires patience. 33© AIIM | All rights reserved
  • 34. Connecting Sales and Marketing- Recommendations 1. Start unifying now. 2. Building one more “walled garden” won’t cut it. 3. Make the conversations between Marketing and Sales two-way, public, and permanent. 4. Work on changing the culture and/or incentives of the sales force to encourage them to participate and contribute. 5. Be patient. 34© AIIM | All rights reserved
  • 35. Enterprise Q&A - Recommendations 1. Enterprise Q&A is an excellent candidate for a first social business/Enterprise 2.0 initiative within an organization. 2. Put some structure in place with your EQ&A environment. 3. Take advantage of the fact that reputation matters to many people. 4. Make the EQ&A tools easy to find, and easy to use. 5. To best position EQ&A for success, seed the environment. 35© AIIM | All rights reserved
  • 36. @jmancini77blog = DigitalLandfill.orgIf you are an informationprofessional,AIIM is where you belong.www.aiim.org Text … GILBANE<space>your email to 22333 for copy of new AIIM Task Force report 36
  • 37. @jmancini77blog = DigitalLandfill.orgIf you are an informationprofessional,AIIM is where you belong.www.aiim.org Text … GILBANE<space>your email to 22333 for copy of new AIIM Task Force report 37