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John Mancini President, AIIM
Social Business and Innovation Moving from Records to Engagement to Insight
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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 • Oracle
AIIM.org/futurehistory
AIIM.org/futurehistory
Era
Years
Typical thing
managed
Best known company
Content mgmt focus
Mainframe
1960-‐1975
A batch trans
IBM
Microfilm
Mini
1975-‐1992
A dept process
Digital Equipment
Image Mgmt
PC
1992-‐2001
A document
MicrosoK
Document Mgmt
Internet
2001-‐2009
A web page
Content Mgmt
Social and Cloud
2010-‐2015
An interacNon
Social Business Systems
Systems of Record
Systems of Engagement
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)
AIIM Task Force - 2
• ABBYY • Alfresco • Box • EDB ErgoGroup • EMC • EvoApp • Huddle • Hyland Software • IBM • Igloo
• Iron Mountain • Jive • Microsoft • Moxie Software • Newsgator • OpenText • Oracle • PFU Systems • SocialText • Yammer
How are social technologies being used to drive innovation and transform processes?
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
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Open Innovation
• Open innovation (OI) is surprisingly widespread and successful.
• Idea voting and ranking capabilities are underutilized.
• OI is not yet tightly integrated into company cultures.
• OI appears widespread within organizations, but not outside them.
• Rewards and incentives for OI participation vary widely.
44% said that they offer no rewards at all for participation, while 42% of OI environments include quantitative reputation and/or status scores.
48% report that OI has already yielded major changes to internal processes.
Over 90% report that “anyone inside the company” can contribute to their OI environments. Only 15% said that outsiders – even pre-screened outsiders – can participate.
Only 35% report that OI communities are tightly or fairly tightly tied to the way the company currently conducts innovation.
Fewer than half support the ability of participants to vote, refine, or volunteer to work on others’ ideas.
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
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Marketing & Sales
• Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
• M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.
• Once E2.0 is in place between M&S, it gets used.
• The most common reasons given for not pursuing E2.0 have to do with lack of awareness of its benefits.
Three of the four most common reasons for not pursuing E2.0 are “we work closely together anyway,” “we’ve never really thought about it,” and “we have regular face-to-face sessions to share knowledge.”
Only 18% of survey respondents report that they have efforts underway in this area.
79% of respondents say that their environments are “reasonably well used,” “heavily used,” or “quite heavily used.”
After E2.0 was in place, over 60% said that the two departments were performing “fairly well” or “very well” in each of these areas.
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
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Enterprise Q&A
© AIIM | All rights reserved
Over 40% of survey respondents who report not having this capability indicate that they saw no need for it, or already felt they knew who could answer any given question.
§ EQ&A is the most popular social business use case we asked about.
§ EQ&A generates powerful results.
§ EQ&A adoption is relatively straightforward.
§ Many answers to questions come from the expected people and places, but not all of them.
§ EQ&A remains under-appreciated.
29% of survey respondents report that an EQ&A initiative is already in place.
Serendipity happens to EQ&A participants. Over 30% of respondents say that answers came equally from expected and unexpected sources.
Few organizations had a general question-answering capability in place before the era of social business. As a result, there is no incumbent technology or resource to overcome.
45% of respondents say that they are either “extremely satisfied” or “moderately satisfied” with their capability.
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
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It’s all about information, not plumbing.
Who are these people?
Inform
aNon
Professio
nals
Risk/Liability Focus IT Legal professional
Records Manager
Digital Archivist
Value Focus
Business Process Owners
Business Analyst
Knowledge Manager
InformaNon/Data ScienNst
Governance Focus Ent InformaNon Manager
Info/Data Stewards
Ent InformaNon Architect
Social Focus InformaNon Curators
Community Managers
Most roles from Deb Logan and Regina Casonata, Gartner
Access/ Use
Capture/Manage
Collaborate/Deliver
Secure/Preserve
Architecture/Systems
Plan/Implement
Enterprise search, Business intelligence, Master data management, Text analy*cs
Informa*on capture, BPM, KM, Email management, Content management
Collabora*on, Social media, Info workplace, IM, Telecommu*ng support, Web conferencing
Security, RM, Data privacy, DRM, Archiving, eDiscovery
Info architecture, Technical architecture, Cloud compu*ng, Mobile apps, Websites and portals
Strategic planning, Building business case, Impl planning, Req def, Solu*on design, Change mgmt
DOMAINS FOCUS AREAS
#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.
jmancini77 on most social networks Blog = DigitalLandfill.org
