How to transform your information management


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The volume, velocity, and variety of information will force organizations to rethink how they manage and leverage information assets. This transformation starts with education, not technologies.

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How to transform your information management

  1. 1. Copyright © AIIM | All rights reserved. #AIIM The Global Community of Information Professionals How to TRANSFORM your INFORMATION MANAGEMENT Atle Skjekkeland - Image source: Gaolbird, Flickr
  2. 2. Copyright © AIIM | All rights reserved. Your Industry Association  AIIM is the global community for information professionals  Founded in 1943  80,000 active community members  We do research and task forces analyzing trends and opportunities  Forbes Magazine called our research with author Geoffrey Moore the "Best social media idea of 2011”  AIIM published last year #OccupyIT – a manifesto about how business leaders must reclaim IT  AIIM is a also leading provider of training and standards
  3. 3. Copyright © AIIM | All rights reserved.3 90% of the data in the world today was created in the last two years. Source: From Defensible Disposal: You Can't Keep All Your Data Forever, Forbes, 7/17/2012 Information is Now Everywhere
  4. 4. Copyright © AIIM | All rights reserved.4 Get Ready for the Internet of Things
  5. 5. Copyright © AIIM | All rights reserved.5 Organizations are Already Struggling  “Our file servers are out of control and no one can find anything.”  “Information is leaking out of the organization at every turn via devices that weren’t even invented when we put our systems in place.”  “The volume of ‘stuff’ we are trying to manage is rapidly spinning out of control.”  “Maximizing our SharePoint investment is proving more difficult than we thought.”  “Every time I turn around, ‘the business’ has implemented some new application that we didn’t even know about in IT.”  “As the CEO, I can’t believe we are not getting more value out of the money we spend on technology.”
  6. 6. Copyright © AIIM | All rights reserved.6 Information Opportunities (1)  “Hiding within those mounds of data is knowledge that could change the life of a patient, or change the world.”  Atul Butte, Stanford  Information is the oil of the 21st century, and analytics is the combustion engine,”  Peter Sondergaard, Senior Vice President, Gartner  “War is 90% information.”  Napoleon Bonaparte  "Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within 18 months or risk being left in the dust”  Ginni Rometty, CEO, IBM  “Without big data analytics, companies are blind and deaf, wandering out onto the web like deer on a freeway.”  Geoffrey Moore, best-selling author and consultant.
  7. 7. Copyright © AIIM | All rights reserved.7 Information Opportunities (2) Information Management How do we use content to better ENGAGE customers, employees, and partners? How do we AUTOMATE our content-intensive business processes? How do we manage the RISK of growing volumes of content? How do get any business INSIGHT out of all this information?
  8. 8. Copyright © AIIM | All rights reserved.8  Customer Insights  Quora uses Facebook authentication to gather customer insights from Facebook profile, education, work history, friends, and likes  Recommendation Engine  Amazon claims 35 percent of product sales result from recommendations. Many customers don’t know what they are looking for.  Search Quality  Orbiz found that Mac users are willing to spend 30% more on hotels than PC users. Mac users are therefore presented with pricier hotels first in the list, which increases Orbitz revenues.  Customer Churn Analysis  In the first quarter of 2011, T-Mobile halved its churn rate in the United States by predicting customer behavior. They analyzed historical and current data, extracting key data for decision making, and discovered hidden relationships and patterns. Use Cases - Information Insights
  9. 9. Copyright © AIIM | All rights reserved.9 Use Cases – Engagement Improve employee engagement by improving communication and collaboration
  10. 10. Copyright © AIIM | All rights reserved.10 Use Cases – Process Automation From Mobile Enabled to Mobile Centric Processes Look for “Mobile Moments” – are you able to provide the service required when customers or staff pull up their smartphone?
  11. 11. Copyright © AIIM | All rights reserved.11 Use Cases – Information Governance Subject to Legal Hold, 2% Has Business Utility, 25% Regulatory Record Keeping, 5% Everything Else, 68% Manage information over its lifecycle since 68% of stored information is redundant, outdated, or trivial (ROT) Source: Improve compliance: • Finding and retrieving information on demand • Controlling access and confidentiality • Monitoring and reporting for enforcement • Comprehensive auditing • Secure retention and destruction Reduce costs:
  12. 12. Copyright © AIIM | All rights reserved.12 Business People Process Technology People-centric investments • Identify better opportunities and requirements • Get ideas for leveraging consumer technologies • Improve employee engagement Technology-centric investments • Poor implementations • Poor utilization and ROI • More content silos • Increased dissatisfaction with enterprise IT Your Challenge is NOT the Technology
  13. 13. Copyright © AIIM | All rights reserved.13 What are the biggest on-going issues for SharePoint in your organization? (Max FOUR) 0% 20% 40% 60% Persuading users to manage and share their content in SharePoint and not… Expanding the use of SharePoint for more business processes Aligning governance, security and usage policies with other enterprise apps Achieving uniformity of classification and metadata structures Strategic decisions on integration with social, mobile and cloud The user interface is still difficult Maintaining and upgrading our customizations Managing rapidly increasing storage volumes Managing multiple content types It’s too complex to manage and enhance Keeping up to date with version upgrades All of the above Example: SharePoint Utilization
  14. 14. Copyright © AIIM | All rights reserved.14 Example: Growing Content Siloes 0% 5% 10% 15% 20% 25% 30% 35% 40% We have turned it off We have largely replaced it with our ECM/SharePoint system(s) It works alongside our ECM system(s) for working files Some departments use ECM, some still use the file share It is still one of our main repositories It is the most dominant content store we have We are now using cloud file-shares in much the same way as X: drives How would you best describe the current status of your network file-share “repository” (X: drive)?
  15. 15. Copyright © AIIM | All rights reserved.15 Example: Lack of Strategic Planning  Studies conducted by Doculabs and others have shown that more than 50 percent of content management implementations are failures – projects that either went over budget, or over time, or that achieved adoption rates that were dismally lower than the initial projections.  Why do so many content management implementations fail to deliver the expected benefits? 1. Most organizations still take an overly tactical view toward Enterprise Content Management (ECM). 2. They don’t prioritize effective planning from a strategic standpoint on how to realize returns on the investment. Source: Doculabs
  16. 16. Copyright © AIIM | All rights reserved.16 The top problems that have affected ECM implementations...  42% Underestimated processes and org issues  31% Lack of training internal staff  30% Uneven usage – poor procedures and enforcement  30% Project derailed by internal politics  22% Underestimated effort to distill or migrate content  21% Excessive “scope creep”  19% Taxonomy or metadata concerns Example: Lack of Education & Training
  17. 17. Copyright © AIIM | All rights reserved. The Need for New Competencies  “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.”  Deb Logan and Regina Casonata – Gartner - CIO Alert: You Need Information Professionals  “The IT worker needed … for the future needs to be multi-skilled – with a mixture of technical skills combined with strong business and communication skills.”  World of Work, 2011  “Raw technology skills are of lesser importance than they once were. Now the ability to influence stakeholders across IT, legal, communications, marketing, and HR is of utmost importance.”  Leslie Owens, Matthew Brown and Anjali Yakkundi, Forrester
  18. 18. Copyright © AIIM | All rights reserved. New Roles and Responsibilities Gartner report “Prepare to Be an Information Leader”, Published: 9 May 2012 by Debra Logan and Mark Raskino “Through 2015, the demand for information professionals will increase by 50% year over year”
  19. 19. Copyright © AIIM | All rights reserved.19  Allow the business to innovate your information management  Identify opportunities  Experiment and learn  Innovate the business and IT  CSFs for innovation  Questioning  Observing  Associating  Networking  Experimenting Many executives realize that innovation must come from the organization, not just executives - Atlassian allows employees to take a FedEx Day off, but this requires them to have an idea ready for discussion the next day - Google allows staff to spend 10% of their time to innovate and be creative; 20% on projects of their own choosing; and 70% of their time devoted to their job role. - Apple’s “Blue Sky” strategic thinking program gives a small group of employees a set time to work on projects outside their normal responsibilities. Educate to Innovate
  20. 20. Copyright © AIIM | All rights reserved.20 Get Help from AIIM  AIIM is a non-profit association and think-tank for information management  Research about emerging trends and practices  Training programs covering opportunities and best practices  Peer networking and mentoring  Use AIIM to transform your information management  Develop an information management competency model for your organization  Deliver self assessment for staff against competency model  Offer ongoing professional development that can be personalized based on assessment, e.g. e-learning, networking, mentoring
  21. 21. Copyright © AIIM | All rights reserved.21 Sample Customers
  22. 22. Copyright © AIIM | All rights reserved.22 Industry Feedback  “If you work with your organization’s information or collaboration resources and technologies, you’ll surely find AIIM a treasure trove of resources.”  Andrew McAfee, Professor and author, Enterprise 2.0 and Race Against the Machine  "AIIM has a unique perspective on all things Content. Technology, trends and customer adoption patterns are changing so rapidly that it is becoming impossible to keep on top of what is important to us - how will our customers adopt new technology in applying content to their business. AIIM has the community reach, interaction with vendors and ability to ask the questions that matter, which has allowed us to understand how content will be deployed, who will be responsible and how does it apply to critical business processes in the enterprise. No one else has been able to provide this industry perspective".  John Newton, Chairman and CTO, Alfresco
  23. 23. Copyright © AIIM | All rights reserved.23  “AIIM’s training programs are essential to anyone in Information Management. Without up to date training, systems and programs are set up — but may be at risk, in the long run, if developed by the under trained. The Information Management Industry as a whole is developing at the speed of light, so even someone like myself (a 23 year veteran) needs to refresh their training and stay on top of technology and advancement in trends to understand how to apply it. AIIM’s training programs provide this education.”  TK Train, CRM, ECMp, MBA, Document Control Manager, Gambro  “Enterprise records management or content management projects are comprised of cross functional teams with various backgrounds and specialties. It is important to the success of such projects that interdisciplinary teams develop a common lexicon and understanding of key concepts as fast as possible to enable collaboration. AIIMs educational curricula serve this need quickly and excellently”,  Jayne Bellyk, RIM Program Manager, Chevron Phillips Chemical Company LP Industry Feedback