[Webinar Slides] Growing the Seed for Your Digital Revolution with Modern Capture
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Capture has become so much more than scanning for digital storage. It's now the starting line for digital transformation. Follow along in these webinar slides and learn about a revolutionary way of capturing your critical business information into your back end processes. Want to follow along with the webinar replay? Download it here for free: http://info.aiim.org/digital-revolution-with-modern-capture
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[Webinar Slides] Growing the Seed for Your Digital Revolution with Modern Capture
- 3. Underwri(en by: Today’s Discussion § Digital TransformaLon – The Longest RevoluLon § What Prevents Digital RevoluLon § Digital RevoluLon Begins with Modern Capture § 4 Pillars of Modern Capture § Where to Begin? § QuesLons
- 5. Underwri(en by: Digital Transforma(on – The Longest Revolu(on Three decades on, Digital TransformaLon is an ongoing struggle: § InformaLon Sprawl Isn’t Slowing Down § Change Happens, Even When We Do Not § ECM is Evolving: cloud, analyLcs and integraLon create growing expectaLons for how we manage and leverage content § CompeLtors take noLce
- 7. Underwri(en by: Stuck in the Stone Age? 37% of respondents report that their organiza(ons are piled high with paper and paper processes.2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?” 0% 10% 20% 30% 40% 50% 60% 70% Contracts, orders, booking forms, etc., are signed on paper We regularly scan documents, but mostly for archive Piled high with paper and paper processes Most of our important stuff is referenced and filed as paper Our MFPs are used more for copying than scanning Faxes and PDF invoices are printed out before processing We run a clear-desk, mostly paper-free office We have a digital mailroom, so mail is delivered pre- scanned Other Which of the following would describe your office or typical offices in your organiza(on?
- 8. Underwri(en by: Building Off Digital Infrastructure 0% 20% 40% 60% 80% 100% MulL-repository search Records management system Email BPM, process monitoring CRM Line-of-Business Service, asset management Case Management (Legal/Healthcare) CAD, Product Management Trailblazer CiLzen Outlander N/A 19% of our respondents see themselves as Trailblazers in integra(on of capture, workflow, and records management . 1 References: 12017 AIIM Industry Watch Report Ltled “State of InformaLon Management: Are Businesses Digitally Transforming or Stuck in Neutral? How would you describe the level of integra(on between your ECM/DM/ RM/BPM systems with the following enterprise applica(ons?
- 9. Underwri(en by: How would you grade your organiza(on’s current digital transforma(on strategy? • A • B • C • D • F
- 11. Underwri(en by: What Prevents Digital Revolu(on? 0% 10% 20% 30% 40% 50% 60% 70% 80% Re-orienLng staff/change management EducaLng/persuading staff to comply with Defining the processes clearly Convincing legal/compliance/finance that paper- IntegraLon with other systems Dealing with excepLons/workflow flexibility Speed of uptake and acceptance Convincing management – making the business We had very few problems 75% cite change management as the top difficulty holding back digital transforma(on. 50% say staff educa(on related to classifica(on and compliance.2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?” What were the main difficul(es you encountered in your paper-free process projects?
- 13. Unstructured Informa(on Structured Silos File Sources Paper Sources Fax/MFP Sources App Sources Informa(on Transforma(on Broken processes leading to leakage, mostly hidden… Longer processing time and diffuse ownership No E2E visibility and necessity to match data manually for reporting purposes Insufficient information to build knowledge. No communication with requester. Manual and prone to human error. Not scalable. Upstream information is valuable and most of the times outside of any system. No regulatory, compliance requirements or data protection standards in place. Low-to-no security requirements or log audit trails. Legacy capture technology with no automation or workflow capabilities Legacy / Other Structured Databases Customer Silos such as ERPs, CRMs, ECMs Let’s see in detail what happens ….
- 14. Processes Technology People What to aim for: • Accessing informaLon easily and fast (immediately if possible) • Simple and automated processes • Build “remarkable” experiences for customers/partner • Allow our resources to work in a company from 2017 Companies expect to build compe((ve advantage or/and generate value with digital transforma(on ini(a(ves
- 15. Underwri(en by: Will We Make a Breakthrough? § InformaLon today is more varied, more fragmented, more needed to be integrated and shared § Next generaLon ECM demands a digital foundaLon § How do we get there?
- 17. Underwri(en by: Digital Revolu(on Begins with Capture What would you say are the three biggest drivers for scanning and data capture in your organiza(on? 0% 20% 40% 60% Improved searchability/shareability of business Improved process producLvity Reduced physical storage space Enabling anyLme, anywhere content access Improved collaboraLon Records security and compliance Faster response to customers/ciLzens/staff Business conLnuity Enabling content analyLcs/big data Reduced postage/transportaLon and document Sustainability/environmental iniLaLves Building move or facility raLonalizaLon 51% feel improved searchability/ shareability is the top driver followed by improved process produc(vity (46%), reduced storage space (45%), any(me, anywhere content access (32%), collabora(on (30%), and security/compliance (26%).2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?”
- 18. Underwri(en by: 4 Pillars of Modern Capture § Regulatory Compliance and Risk Management § TacLcal Knowledge Management § Cost and Process Efficiencies § InnovaLon and New Ways of Working
- 19. Regulatory Compliance and Risk Management § LegislaLve and compliance regulaLons are constantly changing § General Data ProtecLon RegulaLon (GDPR) § Transform, manage, and deliver content by the rules and legal principles § Vigilant to fraud and cyber security breaches happening within and beyond the fire wall
- 20. Underwri(en by: 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Duplica(on of content crea(on efforts Poor content sharing Poor insight into business opera(ons Misaligned content/poor metadata assignment Slowed transac(onal processing (mes Delayed response (mes (External like customer, Misdirected inbound content Other 39% of respondents are challenged with poor insight into their business operations.3 References: 32016 AIIM Industry Watch Report Ltled “Using AnalyLcs 2016 – automaLng processes and extracLng knowledge” Regulatory Compliance and Risk Management What business challenges are you facing in your day-to-day opera(ons?
- 21. Underwri(en by: Tac(cal Knowledge Management § InformaLon must be delivered/ exchanged in context with departments, users, their acLviLes and tasks § Data silos must be connected § Seamless integraLon is business criLcal
- 22. Underwri(en by: Tac(cal Knowledge Management 0% 5% 10% 15% 20% 25% 30% 35% 40% Most of the documents we scan are unchanged from We are now receiving more invoices in electronic format Our records system is sLll primarily paper based Most of the electronic invoices we receive sLll get printed Most of the paper documents we retain are there for the We have an environmental policy to reduce use of paper We mandate suppliers to send electronic invoices only We are applying intelligent content analyLcs to 38% of respondents say that they now receive more digital invoices than those in paper form.2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?” In general, which of the following apply in your business unit?
- 23. Underwri(en by: Cost and Process Efficiencies § Frugality: do more with less § Work smarter, not harder by automaLng capture systems and workflow § Real-Lme, data-driven approach to opLmizing processes
- 24. Underwri(en by: Cost and Process Efficiencies What are your immediate priori(es to improve your current capture system(s)? 0% 10% 20% 30% 40% 50% 60% Automate more manual processes with Update our capture systems with be(er Improve security and compliance Increase the speed of delivering informaLon to Consolidate mulLple capture systems to one Implement a mulL-channel capture system Extend our distributed capture capabiliLes Implement capture to cloud Deploy a mobile capture soluLon Other 56% of respondents plan to automate more manual processes. 30% will update capture systems with better technology.2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?”
- 25. Innova(on and New Ways of Working § PersonalizaLon and Customizable Capture § Workflow AutomaLon § Seamless integraLon with exisLng systems § Device AgnosLc § Capture as a Service (CaaS) Architecture
- 26. Underwri(en by: Capture as a Service (CaaS) 0% 20% 40% 60% 80% 100% Managed print services (MPS) Mailroom (physical) Scanning of inbound mail (digital Scanning of inbound mail on our Scanning to image, pre-process Document processes/data-capture Archive scanning post-process In-office scanners and managed Outbound merge and/or print Back-scanning of historical paper Box storage of paper records Shredding/paper disposal Use less Use same Use more Don’t use. 37% of respondents report utilizing third- party hosted document processes beyond scanning. 40% are on course to do more of the same in the future.2 References: 22016 AIIM Industry Watch Report Ltled “Paper Free 2016: Are We There Yet?” What use do you make of outsourced document services and what are your plans?
- 28. PaperSoI SaaS /// Structured Silos Unstructured Data PaperSoI Services /// FULL AUTOMATION • ReconciliaLon as a service • Invoice ExtracLon FULL OUTSOURCING Mailroom BPO Staff & best pracLces training DIGITAL TRANSFORMATION ConLnuous improvement framework PaperSoI PaaS /// Classifica(on & Extrac(on Storage & Reten(on Schedules Business Rules & Workflow Report & Analy(cs Capture Customer Silos such as ERPs, CRMs, ECMs Requester Feedback loop Legacy / Other Structured Databases File Sources Paper Sources Fax/MFP Sources App Sources Checklist to success ü Simple to use ü Automate steps ü Secure environment ü Embedded compliance ü Interoperability with core ü Adjusted to ecosystem
- 29. Where do we start? 1. Define goal >Time>Cost>Brand>Customer SaLsfacLon>Sales>Cash-flow 2. AS IS data collecLon 3. Results framework 4. Configure system and users 5. Adjust expectaLons between all teams in real environment 6. Compile feedback, adjust and review 7. Create a process knowledge base for future Business Case Config. & UAT Training Setup average Lme of 8-15 business days DIGITAL TRANSFORMATION – PROJECT SETUP PAPERSOFT PLATFORM & METHODOLOGY
- 30. Transformation Check-up Ongoing Delivery Ongoing Delivery Ongoing Delivery Transformation Check-up Transformation Check-up DIGITAL TRANSFORMATION – IMPROVEMENT FRAMEWORK PAPERSOFT PLATFORM & METHODOLOGY
- 31. Star(ng point • Recent SSC for food group in UK • Goal: Cost opLmizaLon to scale operaLon and grow fast • 35K/Invoices (Table line items) 60% emails 40% paper based • Process outsourced to scanning vendor with no BPM skills • Cut-off date • Low process info and technical informaLon for 5 ERP deliveries 3 months aIer • Digital mailroom iniLaLves extended using same technology for other document types (statements, …) • Web portal management and online reporLng & KPI metrics Next Steps • Connect with robot process automaLon iniLaLves for other document types (remi(ances) • Roll out same process to new enLLes within group DIGITAL TRANSFORMATION – USE CASES CUSTOMER EXAMPLES
- 32. Star(ng point • Largest Telco in D.R. Congo • Regulatory compliance act imposiLon of register all customer base with new legal requirements • 10 M in paper backlog to recover + 1M new registraLons per month • 2 months deadline. Fines to be applied ater this period on audit basis. • No process documentaLon 3 months aIer • Mobile capture of form creaLon (remote sales & branches) with embed compliance and fraud alert. • Interoperability with end customer (SMS) • AnalyLcs monitor user/process behavior Next Steps • Biometric capture of customer data in form to moneLze informaLon • Roll out same process to new enLLes within the group DIGITAL TRANSFORMATION CUSTOMER EXAMPLES
- 33. HOW CAN WE HELP YOU? SCOPE COMPLEXITY AND TARGET EASY WINS THAT LEAD YOU TO AN ECOSYSTEM STAGE
- 34. End Customer DIGITAL TRANSFORMATION Create internal business case and build a conLnuous improvement framework REMOVE PROCESS BLOCKERS CAPTURE-AS-A-SERVICE • Anywhere/AnyLme • Accuracy from 1st touch point • E2E automaLon • Become data-driven Regional Partners OUTSOURCING SERVICES Mailroom BPO, leveraging on best pracLces and ISO 27001 compliance DESIGN NEW SERVICES Build up your exisLng services poruolio using PaperSot soluLons CLOUD DOCUMENT SERVICES • ReconciliaLon as a service • Invoice ExtracLon HOW CAN WE HELP YOU? KEY SERVICES & SOLUTIONS
- 35. Rebranded in 2015 [Previously Arquivagest] PROCESSING CENTERS EUROPE (PT-UK-RO) & AFRICA (MZ- DRC) HEAD- QUARTERS PORTUGAL +50 000 000 PAGES PROCESSED PER YEAR IN PAPERSOFT DMS [DIGITAL & PAPER] CERTIFICATIONS ISO/IEC 27001:2013 OTAN Secret Classification Standards +250 EMPLOYEES CROSS-INDUSTRY SOLUTIONS CASE MANAGEMENT DOCUMENT MANAGEMENT DIGITAL MAILROOM & SCAN DESCENTRALIZED CAPTURE PROFESSIONAL SERVICES MAILROOM OUTSOURCING AUTO RECONCILIATION INVOICE PROCESSING CUSTOMER USE CASES BACK SCANNING AP/AR AUTOMATION CUSTOMER ONBOARDING CONTRACTS MANAGEMENT WHO WE ARE KEY FACTS
- 36. Auto-Rec/Invoice Processing Full-digital Experience DigitalMailroom HOW CUSTOMERS PLAFORM AS A SERVICE – PAY PER USE