Social business and innovation

Social Business and Innovation Moving from Records to Engagement to Insight John Mancini President, AIIMhttp://www.flickr.com/photos/jurvetson/2542450115/

AIIM.org

AIIMConference.com

3 Questions to Explore•  How are content management and Enterprise IT being changed by social technologies?•  How are social technologies being used to drive innovation and transform processes?•  What are the implications of this transformation for information professionals?

AIIM Task Force - 1•  How are ECM and Enterprise IT being changed by social technologies? •  Alfresco •  EMC •  Hyland Software •  IBM •  Iron Mountain •  Kodak •  Microsoft •  OpenText AIIM.org/futurehistory •  Oracle

AIIM.org/futurehistory

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 An thing A web page trans process document interacNon managed Best known Digital IBM MicrosoK Google Facebook company Equipment Social Content Image Document Content Microﬁlm Business mgmt focus Mgmt Mgmt Mgmt Systems

Considera*on Systems of Record Systems of Engagement Focus TransacNons InteracNons Governance Command & Control CollaboraNon 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 ConversaNons Searchability Easy Hard Usability User is trained User “knows” Accessibility Regulated & Contained Ad Hoc & Open RetenNon Permanent Transient Policy Focus Security (Protect Assets) Privacy (Protect Users)

How are social AIIM Task Force - 2 technologies being used to drive innovation and transform processes?•  ABBYY •  Iron Mountain•  Alfresco •  Jive•  Box •  Microsoft•  EDB ErgoGroup •  Moxie Software•  EMC •  Newsgator•  EvoApp •  OpenText•  Huddle •  Oracle•  Hyland Software •  PFU Systems•  IBM •  SocialText•  Igloo •  Yammer

AIIM Task Force - 2 3 use cases… Open Innovation Sales & Marketing Integration Enterprise Q&A

AIIM Task Force - 2•  Industry research report available at AIIM.org/research•  3 new white papers by Andrew McAfee available at AIIM.org/socialmeetsbusiness

Open Innovationhttp://www.flickr.com/photos/20144155@N00/5683294429

48% report that OI has already yielded major •  Open innovation (OI)changes to internal processes. is surprisingly widespread and successful.Fewer than half support the ability of participants to •  Idea voting andvote, refine, or volunteer to work on others’ ideas. ranking capabilities are underutilized. •  OI is not yet tightlyOnly 35% report that OI communities are tightly or integrated intofairly tightly tied to the way the company currently company cultures.conducts innovation. •  OI appearsOver 90% report that “anyone inside the company” widespread withincan contribute to their OI environments. Only 15% organizations, butsaid that outsiders – even pre-screened outsiders not outside them.– can participate. •  Rewards and44% said that they offer no rewards at all for incentives for OIparticipation, while 42% of OI environments include participation varyquantitative reputation and/or status scores. widely.

Open Innovation – Recommendations 1.  Open innovation is appropriate now for most, if not all, organizations. 2.  Most Open innovation environments are not focused enough. 3.  Reputation matters, and open innovation communities should seize on this fact. 4.  Open innovation should be opened up to customers as well. 5.  Open innovation requires patience.© AIIM | All rights reserved

Marketing & Saleshttp://www.flickr.com/photos/59937401@N07/5857375238

Only 18% of survey respondents report that they •  Marketing and Saleshave efforts underway in this area. integration is the least mature and most difficult of our 3 use cases. •  M&S use triggers BigAfter E2.0 was in place, over 60% said that the two gains in knowledgedepartments were performing “fairly well” or “very sharing, timelywell” in each of these areas. communication, ability to work together.79% of respondents say that their environments are •  Once E2.0 is in place“reasonably well used,” “heavily used,” or “quite between M&S, it getsheavily used.” used. •  The most commonThree of the four most common reasons for not reasons given for notpursuing E2.0 are “we work closely together pursuing E2.0 have toanyway,” “we’ve never really thought about it,” and do with lack of“we have regular face-to-face sessions to share awareness of itsknowledge.” benefits.

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.© AIIM | All rights reserved

Enterprise Q&Ahttp://www.flickr.com/photos/horiavarlan/4273168957

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. 45% of respondents say that they are either “extremely satisfied” or “moderately satisfied” §  EQ&A generates with their capability. 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. §  Many answers to questions come from Serendipity happens to EQ&A participants. Over the expected people 30% of respondents say that answers came and places, but not all equally from expected and unexpected sources. of them. Over 40% of survey respondents who report not §  EQ&A remains under- having this capability indicate that they saw no appreciated. need for it, or already felt they knew who could answer any given question.© AIIM | All rights reserved

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 Enterprise Q&A environment. 3.  Take advantage of the fact that reputation matters to many people. 4.  Make the Enterprise Q&A tools easy to find, and easy to use. 5.  To best position Enterprise Q&A for success, seed the environment.© AIIM | All rights reserved

• So this must be the golden age for IT professionals.• Right?• Right?

Self-Loathing

Just Plain Loathing

We need to think about the information “profession” differently.

The rise of the information professional•  There will be a role in organizations for those with pure technical knowledge. But the real value add in the world of Systems of Engagement comes from those who can place these skills in a broader context — in the context of the business. •  Geoffrey Moore, author of Crossing the Chasm, Escape Velocity, and many others•  In “Race Against the Machine,” we talk about the career challenges facing knowledge workers in a time of accelerating technological change. My strong belief is that people who learn to race with machines instead of against them will thrive. •  Andrew McAfee, author of Enterprise 2.0 and Race Against the Machine

The rise of the information professional•  An "information professional" will not be one type of role or skill set, but will in fact have a number of specializations. •  Deb Logan and Regina Casonata, Gartner•  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 multidimensional skilled workers with subject matter expertise, business savvy, technology skills, and a range of appropriate interpersonal and “political” skills. •  David Foote, Foote Partners

It’s all about information, not plumbing.http://www.flickr.com/photos/mxmstryo/4033816209

Who are these people? IT Legal professional Risk/Liability Focus Records Manager Digital Archivist Business Process Owners Professionals Business Analyst InformaNon Value Focus Knowledge Manager InformaNon/Data ScienNst Ent InformaNon Manager Governance Focus Info/Data Stewards Ent InformaNon Architect Social Focus InformaNon Curators Community Managers Most roles from Deb Logan and Regina Casonata, Gartner

DOMAINS FOCUS AREAS Enterprise search, Business intelligence, Master Access/ Use data management, Text analy*cs Informa*on capture, BPM, KM, Email Capture/Manage management, Content management Collabora*on, Social media, Info workplace, IM, Collaborate/Deliver Telecommu*ng support, Web conferencing Security, RM, Data privacy, DRM, Archiving, Secure/Preserve eDiscovery Info architecture, Technical architecture, Cloud Architecture/Systems compu*ng, Mobile apps, Websites and portals Strategic planning, Building business case, Impl Plan/Implement planning, Req def, Solu*on design, Change mgmt #1 - Define the Body of Knowledge

The CIP allows individuals to demonstrate understanding of where their area of experNse ﬁts into the broader informaNon management picture. Standardized tesNng in a proctored environment via any Prometrics locaNon. $265 #2 – Build a Testing Vehicle

#3 – Evangelize the Knowledge

The CIP Adds Business Value• 63% More likely to hire a CIP• 76% Would pay more for a CIP• 61% CIP “very important” or “important” in hiring a consultant or SI •  Source = Jan 2012 Survey of 200 Senior Business Executives (survey participants unconnected with AIIM)#4 – Evangelize the Profession

Explore the benefit for your organizaNon AIIM.org/cerNficaNon 1 – Explore the body of knowledge using the free videos. 2 – Use the content in your own training environments. 3 – Establish CIP as a core requirement for your organizaNon. 4 – Give me your card and I’ll give someone a free test voucher. johnmancini@aiim.org jmancini77 on most social networks Blog = DigitalLandfill.org

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Social business and innovation

by John Mancini on Feb 17, 2012

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