Occupy IT Manifesto
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A look at some of the forces reshaping enterprise IT -- and how the business looks at IT.

A look at some of the forces reshaping enterprise IT -- and how the business looks at IT.

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Occupy IT Manifesto Occupy IT Manifesto Document Transcript

  • Table of ContentsEpiphany   3About This Manifesto   5My Background   14 Bias #1 — It’s a sin to waste money.   15 Bias #2 — All evidence to the contrary, I think I’m a technology expert.   16 Bias #3 — Despite lots of IT spend, true process automation is just in its infancy.   17Thinking Differently About IT   19The #OccupyIT Manifesto   28 Demand #1 — Commit to the cloud.   30 Demand #2 — Mobilize everything.   34 Demand #3 — Make the business social.   40 Demand #4 — Digitize anything that moves.   46 Demand #5 — Prepare for extreme information management.   52So What the Hell Can I Do TOMORROW?   59      
  • CHAPTER 1EpiphanyEnter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterEvery once in a while the light bulb goes off.For me, the light bulb went off in 2010. It was during a meetingof the AIIM Task Force on the Future of Enterprise IT, headedby Geoffrey Moore, noted futurist and best-selling author ofCrossing the Chasm and Escape Velocity, among many titles.Geoff posed this simple question in the context of theamazing period we are currently living in: Why is it that in terms of technology I feel so powerful as a consumer and so lame as an employee?As the CEO of AIIM (the Association for Information andImage Management) a global association of informationprofessionals, but perhaps more importantly as the CEO ofa small business of 45 employees with enormous memberexpectations about our own use of technology, the questionquickly morphed into: Why the hell have I been spending so much on technology and yet have so much frustration to show for it? 4 Chapter 1: Epiphany
  • CHAPTER 2About ThisManifestoEnter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterThat light bulb moment was the inspiration for this book.I wrote this book for information professionals. So your very firstquestion before going any further might be what the heck isan information professional?Let me put it this way:... If you are business executive struggling with how to getvalue out of all information you are gathering...... if you are an IT manager looking to remain relevant ata time when technical knowledge alone seems to bebecoming a commodity ...... if you are a compliance officer or a records managerworried that the old ways of managing information riskare drowning in the torrent of information hitting yourorganization......if you spend time worrying about how you put the rightinformation in the hands of the right people in order to makemore timely decisions ...THEN YOU ARE AN INFORMATION PROFESSIONAL AND THISMANIFESTO IS FOR YOU.Geoff crystallized his question about feeling so powerful as aconsumer and yet so lame as an employee in the followingfrom his white paper, A Sea Change in Enterprise IT: 6 Chapter 2: About This Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Over the past decade, there has been a fundamentalchange in the axis of IT innovation. In prior decades, newsystems were introduced at the very high end of theeconomic spectrum, typically within large public agenciesand Fortune 500 companies. Over time these systemstrickled down to smaller businesses, and then to homeoffice applications, and finally to consumers, students andeven children. In this past decade, however, that flow hasbeen reversed. Now it is consumers, students and childrenwho are leading the way, with early adopting adults andnimble small to medium size businesses following, and it isthe larger institutions who are, frankly, the laggards.Our initial response might be to dismiss this trend as notreally relevant to the issues of business. After all, if therereally were useful productivity gains here, surely we wouldalready be investing in them. Isn’t it far more likely thatthis proliferation of consumer services, social sites, andinteractive games is simply digital entertainment which, ifanything, should be banned from corporate computing?In a word, No. In two words, emphatically No. What istranspiring is momentous, nothing less than the planetwiring itself a new nervous system. If your organization isnot linked into this nervous system, you will be hard pressedto participate in the planet’s future. To be more specific,amidst the texting and Twittering and Facebooking ofa generation of digital natives, the fundamentals of 7 Chapter 2: About This Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via email next-generation communication and collaboration are being worked out. For them, it is clear, there is no going back. So at minimum, if you expect these folks to be your customers, your employees, and your citizens (and, frankly, where else could you look?), then you need to apply THEIR expectations to the next generation of enterprise IT systems. But of far more immediate importance is how much productivity gains businesses and governments are leaving on the table by not following the next generation’s lead.The first yardstick we usually use in thinking about this kind oftechnology change is Moore’s Law. Now before I thoroughlyconfuse everyone, the Moore referred to in Moore’s Law isnot Geoffrey Moore but Gordon Moore, former presidentof Intel. Yes, it does seem like the Moore family has a prettygood handle on this future prediction thing.Just kidding. As far as I know, Geoff and Gordon are notrelated, although it admittedly would be way cool if theywere. Moore’s Law, originally stated by Gordon Moore inan article in the 1960s, contends that our ability to lay downtransistors on a semiconductor essentially doubles in capacityevery 12 months. That was later increased to once every 18months, but even at 18 months you can get a sense of theexponential impact of technology change on our ability toimprove hardware. 8 Chapter 2: About This Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012In Race Against the Machine, Andrew McAfee and ErikBrynjolfsson (neither of who is named Moore) make the pointthat the impact of Moore’s Law is just beginning to hit itsradical phase. Andy and Erik use the analogy of the fable ofthe invention of chess as a way to talk about what happensonce the power of exponential improvement really takes holdof processes and people and technology.The fable goes like this: Supposedly the inventor of the gameof chess showed his creation to the emperor. The emperorwas so delighted by the game that he allows the inventor toname his own reward. The inventor was a clever man, and sohe asks for a quantity of rice to be determined as follows: onegrain of rice is placed on the first square of the chessboard,two grains on the second, four on the third and so on witheach square receiving twice as many grains as the previousone. The emperor agrees, thinking that this reward is far toosmall for such a fabulous game.He is reassured in his thinking during the early phases of therice doubling because initially it really doesn’t seem thatimpressive. Even after 32 squares, the emperor has given theinventor only about 4 billion grains of rice. Now that’s an awfullot of rice, but it is only about one large field’s worth.However, it is in the second half of the chessboard thatvolume of rice becomes overwhelming. In the second halfof the chessboard the emperor ultimately realizes that the 9 Chapter 2: About This Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitternumber of grains of rice is equal to 2 to the 64th power, minus1, or about enough rice to make a mountain the size ofMount Everest.The point that Andy and Erik make with this fable in termsof technology is that we are now starting to move intothe second half of Gordon Moore’s chessboard, wheretechnology change really accelerates. And if the changesand improvements in hardware technology (as representedby semiconductor capacity) are not impressive enough, ourability to create software and algorithms improves even morequickly than our ability to improve the hardware.This leads to a situation in which technology becomes moreand more ingrained in the fabric of every business and withinthe reach of individuals, not just businesses. Technologydoesn’t just enhance businesses. It creates the potential forvast new businesses and revolutionizes the very foundations ofexisting businesses.And most importantly for the purposes of this book, itchanges: 1) what we need to do with technology if we hopeto keep our organizations competitive; and 2) how we goabout deploying technology.All of the work we did in creating Systems of Record for ourorganizations no longer provides competitive advantage;effective Systems of Record are a necessary but not sufficientinvestment for competitiveness. To quote again from A Sea 10 Chapter 2: About This Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Change in Enterprise IT: Those of us old enough to have senior management positions understand enterprise IT through the lens of data processing. That is how it grew up around us and we grew up with it. We spent the last half of the 20th century building up this capability from rows of punch cards that could process census data to global information systems that capture every dimension of our commercial landscape, from financial transactions to human resources to order processing to inventory management to customer relationship management to supply chain management to product lifecycle management, and on and on. These are the great Systems of Record, and like the interstate highway systems of a prior generation, they have paved the way for an enormous economic expansion. But most important of all, the thing to register about Systems of Record is that they are mostly and largely complete, particularly within larger organizations. Are they perfect? No. But these Systems of Record are no longer a source of competitive differentiation for organizations. They are a necessary condition of doing business. Once you have an interstate highway system, the era of the great build out comes to an end, and the era of maintenance comes to the fore, and that is precisely what has happened with enterprise IT as we have known it. As a result, this past decade has been one of increasing 11 Chapter 2: About This Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailoptimization, led by IT budget cuts as funds are transferredto other uses within the enterprise, and led technologicallywithin IT by virtualization, cloud computing, and ever moreoutsourcing. And that is where we stand today.The next stage of IT investment requires that we thinkdifferently. We need to change what we are trying to dowith our IT investments and how we go about procuringtechnology.Welcome to the world of Systems of Engagement.Systems of Engagement will overlay and complementour deep investments in Systems of Record. Systems ofEngagement begin with a focus on communications.We grew up with letters, phones, telexes, and faxes, andgrew into email, shared text databases like Lotus Notes,portals, websites, and mobile phones. Now we are goingto incorporate a third generation of communications,based on 1) connecting people in real time; 2) smart andgeographically-aware mobile devices; and 3) ubiquitousand cheap bandwidth.These communication capabilities will also becomplemented with new collaboration capabilities. Theseare IT-enabled services that allow groups of people tointeroperate both synchronously and asynchronously,and they include wikis, collaboration tools, chat, crowdsourcing, Web conferencing, video streams, video 12 Chapter 2: About This Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012conferencing, and similar services. And as cultural andlanguage barriers become more and more important toovercome and transcend, high definition real time videotelepresence sessions and the like will complement and insome cases replace the inevitable round of internationaltrips required to make global commerce really work.If you are dependent upon suppliers or distributors orpartners to deliver your fundamental value propositionto your customer then who are we kidding? You have tograb onto the new communication and collaborationsystems or you will simply end up as road kill. If you are ina sector such as technology or health care, or financialservices, or consumer packaged goods, or retail, oreducation, or government, or energy, or aerospaceand defense, or travel and hospitality, or media andentertainment, or marketing and advertising, then there islittle alternative to rethink your engagement strategy. 13 Chapter 2: About This Manifesto
  • CHAPTER 3My BackgroundBias #1 — It’s a sin to waste money.   14Bias #2 — All evidence to the contrary, I think I’m atechnology expert.   15Bias #3 — Despite lots of IT spend, true processautomation is just in its infancy.   16Enter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterPerhaps before we go any further, I should share my ownexperiences — and corresponding biases — at this point.Bias #1 — It’s a sin to waste money.I have worked at nonprofit associations for the past 30 years.For those of you who haven’t worked in a nonprofit, you willlikely find it bizarre — bordering on the incomprehensible— that someone could build a career out of working forthem. You may be amused when I tell you that there isan “association of associations” (the American Society ofAssociation Executives).Most importantly, you will likely think that nonprofits are placeswhere the pace of work is pretty mellow and relaxed and thebottom line is not terribly evident. Kind of a place to go onceyou are approaching retirement age and are looking for a bitmore relaxed pace.However, the reality couldn’t be further from the truth. Thething to know about nonprofits — and hence my bias — isthat there is no place I know of that is MORE focused onthe bottom line than a nonprofit. Associations are “outthere,” exposed to far more second-guessing from membersand constituents than is the norm in the for-profit world. A5 percent variance in budgeted expenses is a BIG deal.So when I look at the amount I have spent on proprietary“association management” systems over the years, it makesme nuts. Really. 15 Chapter 3: My Background
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Most likely certifiable.Bias #2 — All evidence to the contrary, I think I’m atechnology expert.My last two gigs have been at technology associations —the American Electronics Association (now TechAmerica)and AIIM (the Association for Information and ImageManagement). The biases this carries are: 1) I lovetechnology; and 2) I know just enough to be dangerous.Ten years ago, the coolest pieces of technology in my lifewere the PC laptop and the Blackberry handed to me bycentral IT casting. (True confessions: I am old enough to haveonce considered myself cool enough to lug a COMPAQ IIIon an airplane in order to fire up the 1980s adventure gameLeisure Suit Larry.)In this bygone era, we used to think it totally reasonable toissue our employees devices and tell them they were not tobe used for anything except business. Under penalty of deathor at least firing.That worked when IT and the “man” held all the cooltechnology cards and could use this as an instrument ofcontrol. A lot has changed in the past decade. The tableshave turned.The iPad has been deployed in business organizations 16 Chapter 3: My Background
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailexponentially faster than the iPhone. When senior executivesgot an iPad 1 for Christmas in December 2010 and thenbrought them into work after the holidays the world changed.The time is coming very soon when we won’t even issuecomputers or phones to employees; we will simply assumethat they will bring their own devices to work. Gartner (Tabletsand Smart Phones are Changing How Content is Created,Consumed, and Delivered) forecasts that by 2014, 90percent of organizations will support corporate applicationson personal devices. Gartner doesn’t say this, but I believethe other 10 percent are the world’s remaining buggy whip,eight-track, and portable CD player manufacturers.But the more important point here is that the consumerizationof technology has made us all experts. Or at least we thinkwe are experts. Business executives now carry expectations— and excitement — from their experiences in the consumertechnology arena into the workplace and are frustrated tofind that all of their great weekend ideas (“I was working onmy iPad over the weekend, downloaded this cool app, andhad this great idea...”) are met with groans and eye-rolling byIT and by all of the “control”types.Bias #3 — Despite lots of IT spend, true processautomation is just in its infancy.I have spent the last 16 years as CEO of AIIM. AIIM’s focusis on information professionals, and its roots are in the 17 Chapter 3: My Background
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012content and process management space. The bias thisbrings to the question of effective information managementis an obsession with the vast opportunities that exist fororganizations that can actually get their “you knowwhat”together relative to managing their information assets.Those of us in the content space have said for years that thevast untamed Wild West of information management is inthe world of unstructured information. Unstructured is all ofthe “stuff” (a technical term) like email, Office files, images,instant messages, social content and, yes, paper, thatsurrounds, engulfs and chokes off all those nice theoreticalautomated processes on those cute workflow diagrams.There is a reason that my blog is called Digital Landfill. It’sbecause what passes for effective information managementin most organizations is a thinly concealed veneer over thechaos.This strange set of experiences leads me to these twoconclusions:1. We need to rethink what we are trying to accomplish with IT, and2. We need to rethink how we view the people charged with this urgent mission. 18 Chapter 3: My Background
  • CHAPTER 4Thinking DifferentlyAbout ITEnter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterIn this new world of radically changing technologies andradically increased stakes tied to the effective use oftechnology, I am convinced that our ability to engage— really engage — our customers, our partners and ouremployees will be the key to success.The technologies we deploy will play a role in determininghow effective we are in driving this engagement. Wecan no longer assume that this engagement will happenserendipitously in our organizations or as a byproduct of“serious” technologies.We need to think strategically about engagement and theinformation systems that are necessary to make engagementhappen.So let’s first think about this rather amorphous thingcalled “engagement.” Is it important? Does it impactthe effectiveness of organizations? Gallup has donesome very interesting work in researching the question of“engagement.”Let’s start with employee engagement.Gallup aggregated 199 research studies across 152organizations in 44 industries and 26 countries. For eachstudy, Gallup calculated the relationship between employeeengagement and performance outcomes. In total, theystudied 32,394 business units, including 955,905 employees. 20 Chapter 4: Thinking Differently About IT
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012They looked at nine specific outcomes: customer loyaltyengagement, profitability, productivity, turnover, safetyincidents, shrinkage, absenteeism, patient safety incidentsand quality.In Employee Engagement: What’s Your Engagement Ratio,Gallup describes the categories of employees as follows:• Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.• Non-engaged employees have essentially “checked out.” They sleepwalk through workdays. They put in time but don’t approach their work with energy or passion.• Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what engaged co-workers accomplish.The data suggests that the reality of most organizations is alot like “The Office,” whether you are talking about the U.S. orthe U.K. version. In other words, it’s NOT GOOD. There are anawful lot of Stanley Hudsons and Creed Brattons out there inour organizations.According to Gallup, in average organizations, 33 percentof workers are engaged in their jobs, 49 percent are notengaged, and 18 percent are actively disengaged. Theratio of engaged to actively disengaged employees in 21 Chapter 4: Thinking Differently About IT
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailorganizations is 1.83:1.On the other hand, in world-class organizations, the numbersare vastly different: 67 percent of workers are engagedin their jobs, 26 percent are not engaged, and 7 percentare actively disengaged. The ratio of engaged to activelydisengaged employees in average world-class organizationsis 9.57:1.Per Gallup, all of this translates in $370 billion per year inlost productivity in the U.S. alone as a result of disengagedemployees.Gallup has also looked at this question of engagement fromthe customer perspective in Customer Engagement: What’sYour Engagement Ratio. Their conclusion is that fully engagedcustomers generate a 23 percent premium in terms of shareof wallet, profitability, revenue and relationship growth.Organizations that have optimized customer engagementoutperform their competitors by 26 percent in gross marginand 85 percent in sales growth.So what do we do about this and how do we deploy anduse our information systems and tie them to the question ofdriving engagement?All organizations face a significant disconnect as they thinkabout the nature of work in the future and the systems tosupport this work. It’s a challenge that is as old as time itself, 22 Chapter 4: Thinking Differently About IT
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012but is particularly exacerbated in times of rapid technologydisruption.The core disconnect we should be worried about —whether you are a business executive, an IT manager, or acompliance geek — is that our decision-making tends to bedominated by those whose frame of reference is structuredby past rather than what lies in the future.That is clearly the case today.On the business side, we keep pushing, pushing and pushingfor change. We are handicapped by our lack of truetechnical knowledge, and yet empowered by our perceivedheightened level of technical knowledge based on ourexperiences in the consumer space. We sense that somethingshould be different, but are not quite sure what.All we know for sure is that we are spending way too muchon all of those old clunky Systems of Record and we surewould like to get more value out of our IT spend. We can’tunderstand why we are spending more and more moneyon maintaining systems that document the past rather thanenable the future. According to Gartner (Cloud Computing:Economic, Financial, and Service Impact on IT PlanningAssumptions) we sense we can no longer afford the luxuryservice levels that are delivered by traditional IT organizations.On the IT side, we are so captive to our existing legacy 23 Chapter 4: Thinking Differently About IT
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterSystems of Record that we sometimes cannot imagine analternative future. We cling to the control we once had (orthought we once had) and try to repel the barbarians atthe gate who are demanding change, dismissing them aslunatics who “just don’t understand.”We hear the demandsfrom business for a new way of doing things, and sensethat our technical skills are increasingly commoditized, butwe don’t quite know what to do about it. Truth be told, weidentify with the problems of Nick Burns, Computer Guy onSaturday Night Live.This need for engagement coupled with accelerating ratesof technology change and the explosion of capabilities inthe consumer space has exacerbated the traditional tensionsbetween business and IT. In 2010, Susan Cramm (founder andpresident of the IT leadership firm Valuedance®) published8 Things We Hate About IT: How to Move Beyond theFrustrations to Form a New Partnership with IT. Here’s what shewrote: Business hates when IT is overly bureaucratic and control oriented. Business hates when IT consists of condescending techies who don’t listen. Business hates when IT is reactive rather than proactive. Business hates when IT proposes “deluxe” when “good 24 Chapter 4: Thinking Differently About IT
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 enough” will do. Business hates when IT doesn’t deliver on time. Business hates when IT doesn’t understand the true needs of the business. Business hates when IT doesn’t support innovation. Business hates when IT inhibits business change.Since 2010, the level of tension has escalated. I know in ourown little association business, we are thoroughly reassessingthe “what” and the “how” of our technology investments.Every time we make a technology decision, we ask ourselveswhether we really want to own a piece of technology, orwhether we would like someone else to own it, thank you verymuch, and we’ll be content to be renters.I believe that all of this boils down to a rather simple mandatein our organizations: It is time to look differently at our technology investments and the skill set of the people we charge with these investments.I believe that if we are to be successful in using technologyto engage our customers, our partners and our employees,we on the business side need to lead a revolution in how weview IT. The IT side needs to prepare for and embrace this 25 Chapter 4: Thinking Differently About IT
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailrevolution or risk being run over by it and marginalized.In short, business needs to reclaim IT. It is time to #OccupyIT.Now I know there are those will bristle at the #OccupyIT titleof this book.Some people LOVE the various permutations of the Occupymovement and think these folks are a fabulous manifestationof the social consciousness of the world. Others HATE themand think these folks are an unwashed spoiled iPad-carryinggroup of phonies. Whichever way you tend, when Time’sPerson of the Year is “The Protester,” something unusual isgoing on.What does matter is that the inexorable drive toward Systemsof Engagement requires that we think radically differentlyabout IT in our organizations. Given that most senior businessexecutives are digital immigrants from the email generation,this is particularly daunting. But to do otherwise is to condemnour organizations to the practices of the past.Susan Cramm notes her book is written for those who “makethe business rock-n-roll on a daily basis.” She assumes thereare plenty of books available for CEOs on business andorganizational strategy. The purpose of her book is to createa toolkit to help bridge the gap between those who “do” ITand those who are ultimately accountable for justifying itseffectiveness. 26 Chapter 4: Thinking Differently About IT
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012The five demands of my #OccupyIT Manifesto are focusednot so much on how to bridge the gap between the businessand IT. Rather, they are focused on creating a frameworkand a set of imperatives for how we should collectively lookat our IT priorities in the era of consumer technologies. Thefive demands should be considered the prism through whichwe decide what kinds of IT projects we should prioritize in ourorganization. The five demands are focused primarily on thewhat of our IT strategies.I conclude, though, with a focus on the how. I believe thatthere are a wide variety of job positions that have a need forbasic information management competency at their core.This new breed of professional will need deep experience inthe specific skills necessary to do his or her job. But to be trulyeffective in the era of cloud, social and mobile technologies,this professional will have these deep skills positionedwithin an awareness and knowledge of sound informationmanagement practices. 27 Chapter 4: Thinking Differently About IT
  • CHAPTER 5The #OccupyITManifestoDemand #1 — Commit to the cloud.   29Demand #2 — Mobilize everything.   33Demand #3 — Make the business social.   39Demand #4 — Digitize anything that moves.   45Demand #5 — Prepare for extreme informationmanagement.   51Enter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterIn the spirit of manifestos, let me quote Marx. Groucho, notKarl: “A child of five would understand this. Send someone tofetch a child of five.”So here is our list of demands.Don’t worry; there are only five. Demand #1 — Commit to the cloud. Demand #2 — Mobilize everything. Demand #3 — Make the business social. Demand #4 — Digitize anything that moves. Demand #5 — Prepare for extreme information management. 29 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Demand #1 — Commit to the cloud.We must break down monolithic enterprise solutions intomore “app-like”solutions that can be deployed quickly,independent of platform and in the cloud.We’ve all just about had it with monolithic proprietarysystems that cost lots of money. There are the capital coststo buy these systems along with annual costs for service. Weoften have to engage in expensive customizations just toget anything actually done. Many systems require frequentupgrades. This in turn requires additional consulting services todo the upgrade, and yet more consulting services to port theprevious customizations to the upgrade, and on and on andon.In To The Cloud: Cloud Powering an Enterprise the authorsdescribe this challenge: Business always strives to do three things simultaneously: 1) sustain existing products and services; 2) grow them; and 3) introduce new ones. Gartner labels these activities run, grow and transform. According to Gartner in 2011, 66 percent of IT spending sustained existing products and services, 20 percent helped improve them, and 14 percent enabled the introduction of new products and services.Now that doesn’t mean there isn’t a role for on-premisesoftware. Far from it. Many of these systems are the backbone 30 Chapter 5: The #OccupyIT Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailof our core Systems of Record. But as we think about howto meet the challenge of rapidly deploying new Systemsof Engagement, it doesn’t take a rocket scientist or a brainsurgeon or [insert your own personal favorite proxy for a reallysmart person] to realize that something needs to give.We have to find new, more cost-effective ways to deploynew systems, and we need to find ways to save on legacySystems of Record. Cloud solutions can provide a way to savemoney on our legacy systems and also provide new ways ofmore quickly deploying transformational technologies. Cloudtechnologies are the very first stopping point we need tomake in terms of thinking about revolutionizing the way weapproach IT.A couple of data points to consider:• Sixty percent of organizations are ready to embrace cloud computing over the next five years as a means of growing their businesses and achieving competitive advantage. The figure is nearly twice the number of CIOs who said they would utilize cloud in the previous 2009 study. (IBM Survey of 3,000 global CIOs)• The total size of the public cloud market will grow from $25.5 billion in 2011 to $159.3 billion in 2020. The market for virtual private cloud solutions will grow from $7.5 billion in 2011 to $66.4 billion in 2020. The market for private cloud solutions will grow from $7.8 billion in 2011 to $15.9 billion 31 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 in 2020. (Forrester, Sizing the Cloud: Understanding and Quantifying the Future of Cloud Computing)However, the data suggests that organizations are having adifficult time making the transition.• Thirty-three percent of organizations have a generic IT strategy for moving to the cloud. 12 percent do not, and 55 percent are still undecided. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Twenty-eight percent of U.S. organizations currently using cloud computing. (CDW Cloud Computing Tracking Poll)• About 33 percent of organizations are still unlikely to use cloud-based or SaaS solutions. (State of the ECM Industry)Cloud computing is one of the top priorities for CIOs in2012, but the reality is that actual deployments are still at arelatively early stage. Gartner (Cloud Computing: Economic,Financial and Service Impact on IT Planning Assumptions)notes that cloud computing represents only 3.5 percentof the IT marketplace, scaling to 5.9 percent by 2015. Astrong argument can be made that these percentagesunderestimate the impact of cloud solutions becauserevenues do not include the use of “freemium”(or nearfreemium) products in the enterprise (or by individuals withinan enterprise, unknown to IT).Some of this disconnect is due to the fact that there is a lotof confusion regarding what the term “cloud”means. This 32 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterconfusion ties back to the many flavors of cloud computing(public clouds, private clouds and hybrid clouds), as well asthe multiple uses of the cloud: to host software applications(SaaS), to host infrastructure (IaaS), and to host platforms(PaaS).The impact of the cloud, though, will be massive beyondthe immediate revenues classified as cloud because cloudchanges the way we look at IT services, how we pay forthese services within in our organization (capital spendingvs. operating), and how we view upgrade paths (and who isresponsible for these upgrades). Organizations that do notincorporate the cloud into their thinking do so at their ownperil.Business needs to DEMAND that IT embrace the cloud. Not justexperiment with it or consider it or ponder it or look at it whenthey have a chance. Point one of our #OccupyIT manifestodemands the cloud be a part of every IT decision, not anafterthought. Business must take advantage of the cloud tobecome faster, more agile and more innovative – and IT mustfigure out how to make it work, not figure out how to keep thestatus quo. 33 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Demand #2 — Mobilize everything.We must redefine content delivery and process automation totake advantage of mobile devices and mobile workforces.It seems like only yesterday that the iPhone first appeared.It’s hard to believe how long the iPhone — and all thesmartphone sons of iPhones for those initially held in Verizonand Sprint purgatory — have been with us. Believe it or not,it’s been less than five years. A blink of an eye.The iPhone was introduced in June 2007 to fairly widespreadsnickering among “serious” technology types. Said bloggerMark Flores (http://www.intomobile.com), “The initial reactionfrom competitors, or soon-to-be competitors since Applewasn’t really in the game yet, was either shock or laughter.RIM didn’t think it was possible to have such a device withoutit being a power hog. Microsoft’s Steve Ballmer laughed at itfor not having a physical keyboard.”I will confess to being swept up early in the iPhone frenzy andultimately convinced my IT types to chill, that I would handlemy own tech support, and that everything would be OK.(And true confessions, for the most part it was. And yes, I dounderstand that technology in a small 45-person organizationis different than technology in a Fortune 500 company.)Well, a lot has changed. We now find ourselves in…• A world in which there are more tablets and smartphones 34 Chapter 5: The #OccupyIT Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via email sold than PCs.• A world in which people are more likely to own a cell phone than a toothbrush.• A world in which our customers expect to use a mobile device to: 1) interact with us; interact with the information we provide; and 3) interact with the processes that drive our businesses.• A world in which our employees, who are increasingly working outside of traditional, chained-to-the-desk office environments, expect to use multiple devices and locations to interact with corporate information and systems that we once thought of as locked down and “company confidential.”• A world in which less than half the devices accessing the Internet run on Windows.Ubiquitous mobile computing is one of the core underlyingdrivers for Systems of Engagement and continues to shapethe future of these systems. In the span of a decade,cell phones have spread to essentially every person andlocation on the planet. Mobile technologies are the “steroid”accelerating all of the other elements in our technologystrategy.On the opportunity side, we now interact with customers ondevices that are aware of their location. If we know exactlywhere a customer is, in real time, what does this mean interms of the kinds of new products and services we can 35 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012deliver? If our customers carry around connected deviceswith 5-megapixel portable cameras and scanning devicesin their pockets, what does this mean in the context of ourinteractions with them?My wife and I recently drove down to surprise my daughterfor her 20th birthday during the middle of exams. When wegot there, we easily found her car, but not her. I had thebrainstorm to use the “Find my iPhone” functionality to findher. I will admit that my daughter did not think this was ascool as I did.The natural reaction of IT in the face of this dramatic changeis to fall back into the control paradigm. Witness the following:• More than three-quarters of organizations have no mobile processes: 24 percent haven’t even thought about it, 20 percent cite security reasons or feel mobile adds no value, 32 percent have evaluated it but not made a move. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• A third of organizations have not optimized their websites for mobile. Of those that have, only 8 percent specifically test access to all pages and forms, only 10 percent have apps — and only 5 percent check for tablet resolution. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Median % of processes that could be mobile that actually 36 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitter are = 2.5 percent. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Only 47 percent of organizations allow personal devices to access company data, most doing so in a policy void. (Making the Most of Mobile: Content on the Move)• Mobile access to ECM systems is somewhat restricted with 37 percent of organizations having no mobile access available on their ECM systems and a further 30 percent needing a conventional Web interface. Only 15 percent have a dedicated app, at least for iPhone. (Making the Most of Mobile: Content on the Move)• Some 42 percent expect staff to carry two phones, a company one and a personal one. Nearly one-half (47 percent) allow personal devices to access company data, but only a third of those enforce data-wipe policies. The rest rely on employee trust. Twenty percent have no usage policy on mobile and 9 percent allow staff to hook up in an ad hoc way. (Making the Most of Mobile: Content on the Move)But many agree the potential benefits of embracing mobileare significant, as the following survey data shows:• Median expected productivity improvement among administrative staff for automated processes — 29 percent. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Sixty-seven percent of organizations believe that mobile 37 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 technologies are “important or extremely important to improving their business processes.” (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Median expected productivity improvement for field- based or travelling staff if they could input directly to, and/ or interact with back-office processes using mobile (hand- held) devices — 25 percent. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• The average organization that has deployed mobile solutions is 2.7 times faster in responding to customers and staff than those that have not. (Process Revolution: Moving Your Business from Paper to PC to Tablet)I heard someone once say that the continuum of devices wecurrently use (phones-tablets-laptops) can be thought of infood terms as the progression in functionality from snackingto dining to cooking. It is clear that the “action” right now ison the snacking and dining front, and we need to make surethat our systems adapt to be snacking and dining friendly.While we can’t ignore the control factor, we need to respondaggressively to the opportunities afforded by mobile. Pointtwo of our #OccupyIT manifesto demands that mobile be apart of every IT decision, not an afterthought. It demands thatwe invest in the required technical skills, which are differentfrom traditional IT skills, to take advantage of mobile. Itdemands that we set our focus on where our customers willbe three years from now in terms of mobile, and figure out 38 Chapter 5: The #OccupyIT Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailhow our IT strategies and systems will meet them when theyget there. 39 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Demand #3 — Make the business social.We must integrate social technologies into processes ratherthan create stand-alone social networks with the objective ofmaking the business itself social.It seems like just a few years ago (oh, it was just years ago)that social technologies were viewed as some temporaryaberration of college students. Kind of like keg stands or anice luge (ask your kids). Well, wake up! Social technologieshave moved into the enterprise with a vengeance and arebeginning to transform organizational processes.Consumer sites like Twitter and Facebook initially exposedorganizations to the potential benefit of using socialtechnologies as listening posts to the market. Many earlyadopters of social and collaborative technologies werekeen to try out different tools and services to see how theymight work in a business environment. These pioneeringtoolsets have now converged to a much more defined setof products and application areas, and an increasing focuson integrating social technologies into the core of businessprocesses.Organizations are now beginning to understand that trueSystems of Engagement mean more than just a public“social” veneer. True Systems of Engagement meanembedding social technologies into the very nature of howorganizations operate. In just a few years we will cease to 40 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterview “social” as a separate layer from process. Our long-termobjective should not be to “bolt on” social systems, but tomake the business itself social.It is clear that the young professionals in our organizations —those of the mobile and social generation — view work muchdifferently than we in the email generation do. And if we aregoing to race with the machine rather than against it, if weare going to position our organizations for the future ratherthan the past, we best start paying attention to what they aresaying and doing.Many current technology decision makers tend to view theworld through the prism of work that is done in an office.Technology decision makers of my generation — the emailgeneration — tend to view collaboration as something thatrevolves around in-person meetings and email. We tend toworry about what our employees are doing when they arenot in the office. We tend to equate social with Facebookand worry about what domains we should restrict (exceptof course for those crazy marketing types, we’ll let them gowherever they want). We think about the question of whatmight happen far more often through the prism of Sarbanes-Oxley and Enron and litigation and control than through theprism of opportunity and new business and flexibility.In November 2011, Cisco released a very interesting report onwhat is going on in the minds of college students and young 41 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012professionals. The Cisco Connected World Technology Reportsurveyed 1,441 college students from 18 to 24 and 1,412young professionals age 30 and under from 14 countries.Now, one can say, particularly if one is of my generation,“Who cares what these people want. Just suck it up andwork the way we tell you to.” But honestly I don’t feel that’sthe way to approach it. If we buy the proposition thatengagement is key to creating value — and ultimatelyprofitability and productivity — then we really need to thinkabout the social and mobile technology systems that createand foster engagement — and how they connect back tothe existing information resources of the organization.So let me give you a couple of data points about how youngprofessionals in the workplace view mobility and flexibility andsocial technologies, according to the Cisco report:• Forty-five percent of young professionals would accept a lower-paying job with more flexibility rather than a higher- paying job with less.• One in four young professionals say the absence of a remote access option for their jobs would influence their job decision.• Thirty percent of young professionals feel that the ability to work remotely with a flexible schedule is a “right.”• More than three-quarters (77 percent) of young professionals have multiple computing and 42 Chapter 5: The #OccupyIT Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via email communication devices. Fully one-third use at least three devices for work purposes.• More than one-half (52 percent) of young professionals believe that they are not responsible for securing their work devices and data — service providers and IT are. Fifteen percent of young professionals have had their mobile phone, laptop or other devices stolen in the past 12 months and 30 percent have experienced identity theft at least once.• Nearly three-quarters (73 percent) of young professionals access Facebook at least once per day. Seventy percent of these have “friended” either their colleagues, their manager, or both.• Sixty-eight percent of young professionals believe that company-issued devices should be available for both work and play.So, clearly, we need to think about how we engage thisgeneration of employees differently from how we engagedthe email generation. While the deployment of socialtechnologies in a business context is still in its infancy, the datasuggests huge potential benefits:• More than one-half (51 percent) of organizations consider social business to be “imperative” or “significant” to their overall business goals and success. (Social Business Systems, Success Factors for Enterprise 2.0 Applications).• Thirty-eight percent of those organizations using some form 43 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 of Enterprise Q&A or expertise sourcing get half or more of their answers from unexpected sources within the business. (Social Business Systems: Success Factors for Enterprise 2.0 Applications)• Within organizations using an open innovation social platform for ideas and suggestions, 48 percent have successfully surfaced major changes to internal processes and 34 percent have come up with major changes to external product offerings. (Social Business Systems: Success Factors for Enterprise 2.0 Applications)• By using specific social collaboration between sales and marketing staff, the number of respondents reporting “poor sharing of knowledge and information” drops from 41 percent of organizations to 8 percent, and “poor working together” drops from 21 percent to 4 percent. (Social Business Systems: Success Factors for Enterprise 2.0 Applications)There is still huge resistance to these technologies, inthis case not only from traditional IT, but from businessexecutives who believe that these technologies will resultin the escape of corporate secrets and the death knell ofemployee productivity. Sound familiar? We all said exactlythe same thing about deployment of email and then Internetconnectivity to the general employee population. We werewrong then and we are wrong now.Point three of our #OccupyIT manifesto demands that we 44 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterembrace social technologies as the future digital dial toneof our organizations. That we understand that how theFacebook generation will expect to connect with their peersand customers is dramatically different from how the emailgeneration did so. That email as a group collaborative tool(as opposed to a direct tool for one-to-one communication)is poorly suited to the task. 45 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Demand #4 — Digitize anything that moves.Drive bottlenecks out of processes (especially paper ones),link systems together and automate process flows.We’ve all done it. Admit it. Tearful confessions are the first stepto forgiveness. And an appearance on Dr. Phil.No, not sex, drugs or rock-n-roll. I’m talking about pulling rankon the IT people, coming in with a great idea you thoughtof over the weekend, and convincing everybody to roll itout as quickly as possible. To push out that new System ofEngagement and damn the torpedoes, full speed ahead.Except for one thing. True customer engagement is morethan just creating a social veneer. Because once you bringthe customer into the business, once they truly engage, all ofthe weaknesses of your backend systems and processes willbe exposed. The reality of most organizations is that there is alot of cleaning up to be done in core backend processes andto get systems and departments on the same page.We’ve all experienced the irritation of keying in our phonenumber or account number multiple times in a call responsesystem, only to have the very first question asked by acustomer service representative (assuming we get one) be,“Can you tell me your phone number?” I won’t even gointo the recent customer experiences that generated thefollowing tweets (company names masked to protect the 46 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterguilty; my wife calls these my old man rants):@Jmancini77 — 1:40 pm via HootSuite — If someone doesn’tcontact me today and let me end run your #Satanic callcenter, I’m blogging tomorrow @xxxxx@Jmancini77 — 3:40 pm via HootSuite — This is Day 87 that Iam held hostage by @xxxxx’s ridiculous #mortgage refinanceprocess. Please call.No matter how elegant the front end, Systems ofEngagement cannot operate in an environment in whichthe processes that support and complement them areengulfed by paper and inefficiency. The reality is that mostorganizations exist in a hybrid environment in which processinformation may come from paper documents, paper forms,Web forms, faxes, telephony, emails, SMS, mobile and social.Automated capture of information as early as possible inthe business process and as close to the point of originationproduces cleaner data, resulting in higher quality information,less exception handling and better process management.The more important the process is to a business, the greaterthe impact such improvements will have. Once paper-basedinformation moves into the digital realm it can be used toenrich social and mobile applications. In paper form, thatinformation might as well not exist since no one can get to itwithout great effort. 47 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Forms processing is a particularly important element inprocess automation. Forms — both electronic and paper —are used to collect data, carry signatures, drive the businessprocess and provide an auditable record of the outcome.Each of these can be readily carried out in all-electronicformats. But until recently, the paper form has beensomewhat stubborn in its hold on even the most modernoffices.A few data points illustrate the reality that exists in mostorganizations:• The average cost to process a paper invoice is still more than $9. (Automating Financial Processes: User Feedback on the Real ROI)• Overall, 52 percent of organizations surveyed have yet to adopt any automated AP systems. One-third of organizations receiving more than 25,000 invoices per month are still using paper-based processes. (Automating Financial Processes: User Feedback on the Real ROI)• A third of small and mid-sized companies and 22 percent of the largest have yet to adopt any paper-free processes. Only 20 percent of organizations of any size pro-actively evaluate all processes for driving out paper. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• The percentage of processes that could be paper free that actually are — 14 percent. (Process Revolution: 48 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitter Moving Your Business from Paper to PC to Tablet)• On average, 45 percent of documents that are scanned are “born digital”– just as they came from the printer. And many of the rest would be all-digital if not for the added signatures. (The Paper Free Office: Dream or Reality?)• Seventy-seven percent of invoices that arrive as PDF attachments get printed. Thirty-one percent of faxed invoices get printed and scanned back in. (The Paper Free Office: Dream or Reality?)• For 40 percent of organizations, half or more of their electronic workflows are interrupted by physical sign- offs, generally requiring multiple paper copies to be printed. (Digital Signatures for documents, workflow and SharePoint)Perhaps the most astonishing thing about true progressrelative to digitizing processes is how compelling the existingresults are relative to the lack of progress outlined above.• Electronic-only filing would halve the storage space needed for paper in five years. The average proportion of office space taken up by paper is now 15.3 percent, and it would drop to 7.4 percent with an all-electronic filing policy, a saving of nearly 8 percent in overall office costs. (The Paper Free Office: Dream or Reality?)• Sixty-one percent of accounts payable system users report a payback period of 12 months or less. Seventy-seven percent consider they have achieved a payback of 18 49 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 months or less. A significant 20 percent report a payback in as little as six months. (Automating Financial Processes: User Feedback on the Real ROI)• Invoice costs reported range from less than $2 to more than $30, with an average of $11.60. Half of survey respondents are processing 5,000 or more invoices per month. At this rate a 33 percent saving at $10 per invoice is $200,000 per year. (Automating Financial Processes: User Feedback on the Real ROI)• On average, respondents using scanning and capture consider that it improves the speed of response to customers, suppliers, citizens or staff by six times or more. Seventy percent estimate an improvement of at least three times, and nearly a third (29 percent) sees an improvement of 10 times or more. (The Paper Free Office: Dream or Reality?)• Forty-two percent of users have achieved a payback period of 12 months or less from their scanning and capture investments. Fifty-seven percent are posting a payback of 18 months or less. (The Paper Free Office: Dream or Reality?)Paper is the enemy. Our processes are engulfed in analogsludge. The technologies involved in addressing this are notterribly complex, nor are they particularly new fangled. Theyare mainstream and proven. It’s time that these core process-improvement projects move to the front burner and actuallyget implemented organization-wide. 50 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterPoint four of our #OccupyIT manifesto demands that weruthlessly drive paper out of every process we can find. Itdemands that we view the connections between systems withas much rigor as we view the individual systems themselves.It demands that once we drive paper out, we keep it out. Itdemands that we automate just enough, but not too much. 51 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Demand #5 — Prepare for extreme informationmanagement.We must find insights and value in all that information weare storing, and mitigate the risk associated with all theinformation we are saving.I believe the term “extreme information management” wasfirst coined by Gartner. I like it a lot because it implies boththe scale of the challenge facing organizations, as well as theneed to look at this challenge in a new way.According to IDC, the amount of information in the digitaluniverse will grow by a factor of 44 between now and theend of the decade. Even more challenging, the numberof containers or files will grow by a factor of 75. The subsetof information that needs to be secured is growing almosttwice as fast. And the amount of UNPROTECTED yet sensitivedata is growing even faster. And while all of this is going on,the number of IT professionals in the world will grow only by afactor of 1.4. (IDC, Digital Universe)Needless to say, that’s a lot of bits and bytes and not a lot ofnew folks to manage all of it.The shift to Systems of Engagement dramatically increases thecomplexity and volume of data and information that mustbe managed within an organization. IT, we on the businessside understand that not everything can or should be saved 52 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterforever because of the litigation risk associated with saving“everything.” We also believe that there is growing value inmining the huge masses of information we are accumulating.We also understand that these two statements are notnecessarily consistent with each other. We need IT to help usmake sense of our irrationality.Gartner identifies big data by these four attributes: volume,velocity, variety and complexity.On the “risk” side of the equation, the volume of informationcoming at us is making it clear that manual informationretention and disposition processes simply extended from theworld of Systems of Record will no longer suffice. Aside fromthe sheer enormity of the task, a lack of clarity about whatcontent is valuable is the main obstacle, along with the fearof getting it wrong and a sense that there is no immediateROI from getting rid of outdated information.The reality in most organizations is that traditional approachesto information governance are a joke, and it’s not for lack ofeffort. It was never realistic to assume that knowledge workerswould assist in manually classifying documents accordingto a complex records retention schedule, and it is equallyunrealistic to assume that we will manage the fire hose ofdata and unstructured ephemeral social content with thesame degree of records rigor that we applied to retaining alife insurance policy for the life of the policy holder. 53 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Clearly, adapting to the world that is upon us is provingproblematic:• Two-thirds of organizations have an information management strategy, but only 22 percent use it. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Seventy-nine percent of organizations have an information retention policy, but only 32 percent enforce it. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Seventy percent have mobile device rules and social media rules, but only 30 percent enforce them. (Process Revolution: Moving Your Business from Paper to PC to Tablet)• Fifty-eight percent of organizations say that a single enterprise records management model underlying all content systems is their goal, yet only 9 percent have achieved this. (Records Management Strategies: Plotting the Changes)But big data is more than managing information-relatedrisk. Organizations are increasingly realizing that there is also“gold in them thar hills.” McKinsey (Big Data: The Next Frontierfor Innovation, Competition, and Productivity) believesthat big data can create significant value for the worldeconomy, enhancing the productivity and competitivenessof companies and the public sector and creating substantial 54 Chapter 5: The #OccupyIT Manifesto
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emaileconomic surplus for consumers: ...if US health care could use big data creatively and effectively to drive efficiency and quality, we estimate that the potential value from data in the sector could be more than $300 billion in value every year, two-thirds of which would be in the form of reducing national health care expenditures by about 8 percent. In the private sector, we estimate, for example, that a retailer using big data to the full has the potential to increase its operating margin by more than 60 percent. In the developed economies of Europe, we estimate that government administration could save more than €100 billion ($149 billion) in operational efficiency improvements alone by using big data. This estimate does not include big data levers that could reduce fraud, errors and tax gaps (i.e., the gap between potential and actual tax revenue).Yuchon Lee, an IBM vice president, describes the “value” sideof the equation this way: For the past decade, companies have been accumulating data in what we call a system of record. Those who survive going forward will also have systems of engagement, which start with evaluating how you can have a relevant conversation with each individual customer across all channels. And ensuring you have the analytical capability and the data to support that analysis. 55 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 That is where the linkage is between the system of record data and the system of engagement. On the technology side, we believe the future of handling this volume lies in leveraging the capability of the cloud. A lot of the analysis is done behind a firewall, but the analysis, platform and architecture is really a hybrid. That is how you solve the problem and get the most value out of the data.There are a wide variety of vexing and previously unsolvablebusiness problems that big data brings within our grasp.Among these are the following (per http://www.cloudera.com):• Modeling risk and failure prediction • Analyzing customer churn • Web recommendations (ala Amazon)• Web and ad targeting• Point of sale transaction analysis• Threat analysis• Compliance and search effectivenessMany analytical solutions were not possible previously in theworld of unstructured information because: 1) they were toocostly to implement; 2) they were not capable of handlingthe large volumes of data involved in a timely manner; or 3)the required data simply did not exist in an electronic form.New tools now bring the capabilities of business intelligenceand the benefits of optimization, asset management, 56 Chapter 5: The #OccupyIT Manifesto
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twitterpattern detection and compliance monitoring to the worldof unstructured information. New approaches to datamanagement, designed for the cloud, such as HADOOP andNoSQL, have dramatically reduced the cost of analyzinglarge volumes of information, making it affordable for firsttime.Systems of Engagement are generating massive volumes ofFortune, by 2020 Internet-connected devices will grow fromnew structured and unstructured information. According to400 million today to 50 billion. These devices will be talking toeach other and to the Internet. By 2020, it is also predictedthat our smartphones will have the capability of storingand accessing as much information as IBM’s Watson andsupercomputers can. Cisco estimates that the flow of datatransmitted across the Internet will increase from 275 exabytesper year now to 275 exabytes per day by 2020. [Note: That’sa lot of routers!]The core difference between this “low-value-density”information and all of the “high-value information” in Systemsof Record is that this new information tends to have value inthe aggregate or as it is interpreted rather than intrinsically. Inother words, it is easy to see the value in storing a documentor a piece of data that documents a specific transaction orprocess. It is more difficult — and it has been too expensive inthe past — to do so with vast quantities of digital flotsam andjetsam that has value only as it is aggregated and analyzed. 57 Chapter 5: The #OccupyIT Manifesto
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012Advances in semantics, search, content and text analytics,and print stream analytics are now making analysis of largeamounts of information practical for first time, especially all ofthat unstructured information hidden away in digital landfills.In addition, for the first time, natural language processingand visualization technologies are moving the analysis of allof this data and information from technical back rooms andinto the executive suite. As organizations develop standardapproaches to metadata, and expose this metadata in thecloud, processes will standardize and transform.Like the cloud, actual big data implementations are still intheir early stages. Many organizations will fail in their effortsto extract value from big data, and we face a growingshortage of people with the data analysis and statistical skillsnecessary to tap into all of this potential value. But for thosewho succeed, the payoff will be dramatic.Point five of our #OccupyIT manifesto demands that weacknowledge the old world of paper-driven recordsmanagement thinking is dead; and we need IT’s help inmitigating the risks associated with the death of what wasonce a nice predictable world. We also desperately need toget more value out of all the “stuff” we are gathering — anduse this intelligence to improve customer responsiveness andanticipate and predict where the business will go next. 58 Chapter 5: The #OccupyIT Manifesto
  • CHAPTER 6So What theHell Can I DoTOMORROW?Enter code OCCUPYIT for 20% off the Certified Information Professional (CIP) Exam through December 31, 2012. Enroll at: http://www.prometric.com/aiim
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or TwitterThus far, my manifesto points to the issues that we mustaddress within our organizations if we are to remaincompetitive and if we hope to transform our organizations.These are changes that are urgent and challenging.But there is something that every organization can dotomorrow in order to prepare for the demands of the future:Commit to viewing information management as a profession.IT staff must commit to placing their technical competencein a broader information management and business context.At the same time, digital immigrants on the business side mustcommit to taking their technology game to the next level.Traditionally, IT focused on either the deployment of enterprisesoftware applications (seemingly the more complicated thebetter!) and the “plumbing” of our information infrastructures.The business now needs professionals with a broader skillset than what is traditionally found within traditional recordsmanagements or IT departments. Specifically, the businessneeds people who understand the management, utilization,and application of information and social assets to theorganization. The business needs a new breed of informationprofessional.Last year, Gartner published “CIO Alert: The Need forInformation Professionals.” The core finding in the report(subscription required) was: 60 Chapter 6: So What the Hell Can I Do TOMORROW?
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012 The vast majority of organizations see the need to manage information as an enterprise resource rather than in separate “silos,” departments or systems, but they don’t know how to begin to address the challenge, as it is so large... Professional roles focused on information management will be different to that of established IT roles… An “information professional” will not be one type of role or skill set, but will in fact have a number of specializations.This perspective was reinforced in a January 2012 report bynoted IT skills expert David Foote of Foote Partners in IT SkillsDemand and Pay Trends Report: Gone is the tendency to hire specialists and large teams of limited range permanent staff for long-term initiatives. New models require smaller teams made up of multitaskers and multidimensionally skilled workers with subject matter expertise, business savvy, technology skills, and a range of appropriate interpersonal and “political” skills.The challenge in the early stages of this revolution is this newbreed of professional can have a number of roles withinthe organization. Few people currently have “informationprofessional” as a title, but many have the stewardship,management and application of information assets as a corepart of their job.“Information professionals” can be found on the legal, 61 Chapter 6: So What the Hell Can I Do TOMORROW?
  • Share a free copy of this e-book with friends or colleagues: Send a download link via emailrecords, and library staff of organizations. They can befound among those whose primary focus is governance,e.g., information architects and managers. Process owners,business analysts and knowledge managers all have effectiveinformation management as a core part of their skill set, as dothe new wave of information curators, digital marketers andcommunity managers who currently focus primarily on socialsystems.And that’s the point. At the early stages in the evolutionof a profession — particularly one that is an umbrella thatcuts across and encompasses a wide variety of technicaldisciplines — it is difficult to define where it begins and whereit ends.Consider just one profession that is very well defined today— project management. Twenty-five years ago, one wouldimagine that the idea that there was a common body ofknowledge associated with people who manage softwareprojects and manufacturing projects and constructionprojects would have been met with extraordinary skepticism.How can that be? The projects are so different! Therecan’t be any commonality across projects that are sodifferent. However, more than 400,000 project managementprofessionals later, it is clear that there was and is a coreprofession and body of knowledge associated withmanaging very different kinds of projects. 62 Chapter 6: So What the Hell Can I Do TOMORROW?
  • #OccupyIT by AIIM President, John Mancini AIIM, 2012I believe this is how the profession of informationmanagement feels today.These are what we call “T-shaped” individuals in ourorganizations. The need for deep knowledge relative to aparticular domain or technology does not go away. But thisdeep knowledge has far more value if it can be applied in abroader context. Hence the need for “T-shaped” individuals.The five points of our manifesto have focused on the “what”question: On what areas do we need IT to focus if you are tobe relevant to the business challenges we face? As such, the#OccupyIT Manifesto focuses primarily on the changes thebusiness needs — demands — from those charged with ourtechnology infrastructures.However, there is also a broader change needed withinorganizations. And that is to realize that a new informationmanagement skill set is at the core of every one of thedemands in the manifesto. That the business needs businesspeople, technical people, analytic people and processpeople with a core grounding in information management.That “connecting the dots” will increasingly create far 63 Chapter 6: So What the Hell Can I Do TOMORROW?I
  • I am reading the #OccupyIT Manifesto Share this on Facebook, LinkedIn, or Twittermore value than knowledge of an individual dot. That howorganizations put deep technical and domain knowledgeinto a broader context has great value for the business.Because the era in which abstract technical skills createdcompetitive advantage is ending. Technical skills alone arebecoming a commodity. Technical skills will continue to havevalue in helping our organizations run and grow. But what willhave much greater value to the business in the years aheadare information professionals who can help transform thebusiness.In the face of rapid change, organizations can take one ofthree approaches:1. The “10 percent more of the same” approach. Assume that the change that is coming is just an extrapolation of the immediate past.2. The “Oh, $%X#%^C!” approach. Just be reconciled that whatever comes will be a surprise.3. Or assume that what is coming will be dramatically different from what came before and try to prepare for and anticipate the change.The consumerization of Enterprise IT means change is coming.Your assignment, as a member of our new tribe of informationrevolutionaries, is to try and anticipate that change by doingthe following: 64 Chapter 6: So What the Hell Can I Do TOMORROW?
  • #OccupyIT by AIIM President, John Mancini AIIM, 20121. Test your information competency by taking the Certified Information Professional practice exam.2. Identify your weaknesses, review the free AIIM videos that are relevant, and then take the CIP Exam.3. If you are a boss-type, have the people who report to you take the Certified Information Professional practice exam and then work to bring their skills up to the appropriate level.4. Pass this manifesto around to others in your organization. To colleagues. To friends. To family members, especially teenagers, if you wish to torture them.Welcome to the Revolution. #OccupyIT. 65 Chapter 6: So What the Hell Can I Do TOMORROW?