Andy Moore. . . . . . . . . . . . . . . . . . . . . . . 2 Overture Article: On Bob, MP3 and Business ImaginationThere's a great ad campaign running right now by IBM. The ad shows two lists: on oneside of a line is a list of the things that "We Know"— e-Business, Global Infrastructure,Implementation, Middleware, Consulting, yadda yadda..

On the other side of the line is the list of what "They Know..." The first thing on the list:"Bob." It struck me as funny at the time . . .

Martyn Christian, FileNET. . . . . . . . . . . . 4 Delivering a Competitive Advantage Through ECMIn today's information economy, content is more dynamic, more complex, and shared bymore people than ever before. A desire to leverage this content across the enterprise andwith customers is no longer a nicety for competitive differentiation—it is now a requirementof doing business. Enterprise Content Management (ECM) has emerged as the next evolution in the document and content technologies market. Within ECM, the businessrequirements of the entire enterprise are considered, including business processes and thekey role of unstructured content in business. ECM solutions promise to deliver what otherprevious technologies could not—substantial business value . . .

Sundar Kadayam, Intelliseek. . . . . . . . . 6 The New Business IntelligenceModern corporations operate in an incredibly complex and extremely dynamic environment characterized by rapidly changing corporate dynamics, incessantchanges in technology and market forces, continuous shareholder scrutiny, and ongoing pressures from competitors and government regulators.

Only proactive, adaptable, knowledgeable and well-resourced organizations will survive and potentially dominate the markets of the future. These attributes are thehallmark of an "intelligent enterprise" . . .

Peter Auditore, Hummingbird . . . . . . . . 8 Enabling Knowledge Management In Today's Knowledge EconomyThe most daunting challenge facing business management is delivering information to the virtual organization worldwide—information anytime, anywhere and on anydevice. Technologies of the web are the foundation of today's intranets, and over thepast six years business, government and education have discovered the power ofInternet and web technologies as a new computing paradigm for information sharingand collaborative computing . . .

Dr. David Lundahl, CAMO. . . . . . . . . . . . 10 Processing Structured Data to Help Smart People Get SmarterMost organizational theory explores how organizations function. But little is knownabout the vast amounts of data that an organization generates and how it is processedinto knowledge to significantly increase intelligence and achieve better success.

Further accentuating the problem is technology that has given organizations the abil-ity to collect and store vast amounts of information into data warehouses. To build astrong business intelligence solution, organizations need to better utilize this data andintegrate it into the knowledge building process. . . .

David E. Silver, NetAcumen. . . . . . . . . . . 11 Consumers Benefit From B.I. Solution at LowerMyBills.comThe Internet is rapidly shifting from an independent business platform for entrepre-neurs to a strategic channel for communications and commerce, allowing companiesto transform business operations and improve corporate performance. Utilizing theInternet as a business platform requires that enterprises have a clear understandingof customer impact and a demonstrable return-on-investment . . .

Special Supplement to

Best Practices in Business & Competitive Intelligence

Sponsored by

January 2002

In our many attempts to “improve” therelationships we have with suppliers andcustomers, there have been many artifactsleft in the way. These monuments toprogress—complex systems, difficult soft-ware, non-integrated silo-systems—were

purchased with the best of intentions, butoften result in the most difficult of environ-ments for information workers to thrive.

As is often the case, the trick is some-times to “unlearn”—to reevaluate thebeliefs and practices that once seemed likeinviolable business rules. This struck methe other day as I listened to a “technologyfor dummies” radio show. The subject wasMP3— the audio compression format thatallows your kids to trade songs by bandsyou never heard of with lyrics you can’tunderstand with other kids you don’t know.

Being the massive geek I am, I listened.MP3 came out of the same standards-development group that developed MPEG

for motion video. But MP3 is very differentthan MPEG; image compression can beaccomplished because there’s lots ofredundant data in a scanned image. If thereis a blue sky, you don’t need the full dataon each pixel, just one, and how manyidentical pixels there are.

But music isn’t like that ... there’s toomuch variation. To solve this, the MP3people did something kind of astonishing.They knew that much of the data in digi-tized music—in fact, in all sounds—goesunnoticed. It’s not that you can’t hearsomething below, say 60 kilohertz at suchand such a decibel level. You can. Butthrough the thousands of years of evolu-tion, humans have learned to ignore certainsounds. We’ve learned that they just aren’timportant and we don’t bother letting themregister in our brains.

So the MP3 guys had the cunning imag-ination to simply ignore what is unimpor-tant to the satisfactory reproduction of

Special Supplement to

On Bob, MP3 and BusinessImagination

There’s a great ad campaign running rightnow by IBM. The ad shows two lists: on oneside of a line is a list of the things that “WeKnow”—e-Business, Global Infrastructure,Implementation, Middleware, Consulting,yadda yadda.

On the other side of the line is the list ofwhat “They Know.” The first thing on thelist: “Bob.” It struck me as funny at thetime, and I tore it out of the magazine andstuck it up on my bulletin board.

Since then I’ve thought about it a littlemore. I think the point the ad is trying tomake is that Your Technology Vendor (in thiscase IBM, but it could be anybody) shouldbe entrusted to handle all the icky technicalstuff, so that you, Mr. Businessman, canstick to your knitting, run your business,serve your customers and work without dis-traction to better manage your supplierrelationships.

OK. This is good. One can easily see theintrinsic value in engaging third-partyexpertise to address the many systems andprocesses that support your primary busi-ness functions. And thus leave the businessof doing business to those who know itbest. That’s the classic argument in favor ofoutsourcing, and is undeniably compelling.

Impediments to Success

It’s also, of course, the classic conditionthat has created the widening disconnect inmany organizations between your businessprocesses and the tools you acquire to runthem. Because as layers of complexity areintroduced between you and the thingyou’re trying to accomplish, your ability toconnect directly with all your touch-points—to know “Bob”—is severelydiminished.

January 2002S2

Andy Moore is aneditor by professionand temperament,having held senioreditorial andpublishing positionsfor more than twodecades. As apublication editor,Moore most recentlywas editor-in-chief and co-publisher ofKMWorld (formerly

ImagingWorld) Magazine. Moore now acts as acontract editorial consultant and conference designer.As KMWorld’s Specialty Publishing Editorial Director,Moore acts as chair for the current series of “BestPractices White Papers,” overseeing editorialcontent, conducting market research and writingthe opening essays for each of the white papers in the series.

Andy Moore

By Andy Moore, Editorial Director, KMWorld Specialty Publishing Group

"Our monuments to progress—purchased with the best of

intentions—often result in themost difficult of environments for

information workers to thrive"

Special Supplement to January 2002 S3

music. Just as humans have learned to“unlearn” superfluous sounds, they createdsoftware that “unlearns” what’s just notimportant.

The Many vs. The One“(Content Management) is a new fron-

tier, one that is owned by the entire organiza-tion, not just the IT group,” says MartynChristian, Senior Vice President, CorporateMarketing, FileNET Corp. “Line of businessmanagers are more intimately involved inidentifying and justifying solutions to theirbusiness issues. Hence, the purchasing deci-sion requires thoughtful input from a cross-functional group of individuals.”

The challenge really is one of the blurringdefinitions and roles of those “individuals”Martyn mentions. We are just growing out ofa “post-industrial, pre-information age,”where the assembly-mentality toward infor-mation capture and dissemination wasingrained during years of filing-clerks andin-boxes. The job of the individual in anorganization was pretty insignificant in thosedays; it was the accumulation of efforts, likein a beehive, that drove the enterprise.

Now, it’s the reverse. It is often theopportunity for the One, not the Many, tomake a difference. The call center agentwho satisfies the disgruntled customer. Thetele-sales agent who gets the order andpushes it through shipping, same day. Theservice engineer who talks a customerthrough a software problem. How do youdevelop an information system that can beready for any contingency, and immediate-ly useful to the many individuals who makeup your enterprise?

“The accurate ‘indexing’ and catego-rization of this content across multipleproduct lines, geographies and operationsis exactly what Content Management sys-tems are designed to do,” says FileNET’sMartyn Christian. “This organization ofmarket and competitive research in a CMsystem can lead to quicker and easier

access to information from anywhere in theworld via the web. If a company can reactmore quickly to competitive pressuresbecause of this access, they will win mar-ket share.”

In a way, all these solutions are movingfrom different directions to the same inter-section: choosing what’s useful from whatcan safely be ignored.

An Evolving Company

Intelliseek began its life (way back in1997) trying to solve just that problem, cre-ating “a platform of technologies that gath-ers information from disparate sources andpresents it in one homogeneous view”remembers Sundar Kadayam, Co-founderand CTO, Intelliseek, Inc. A tall order then,as now, but they did good work and createda base-technology that serves them andtheir customers today.

When the economy got tougher andgeneral IT spending slowed, Intelliseekmorphed its technology into a new para-digm that says a lot about the conditionsunder which we do business today. "B-to-Ccrumbled, then B-to-B crumbled . . . theremaining market for us was the enter-prise," says Sundar.

Evaluating Content

Intelliseek noticed that its customersand prospects were learning to play withnew rules. Two related realities emerged:1. the simple overabundance of informationof all kinds; and 2. the questionable worthof that information—its reliability, relativeimportance and its potential impact on theircustomers’ businesses.

“Enterprises needed a corporate intelli-gence service,” remembers Sundar. “Theyneeded a text mining layer with analyticsfor analyzing everything from rumors togossip, to rich product ideas and innovativecontent. Because companies didn’t know

about rumors, they lost millions of dollars.At the same time there are many usefulthings that people are saying...”

So Intelliseek now focuses not just onabsorbing information from multiple sources,within and from without an enterprise. Itactually "evaluates" the quality, validity andtrustworthiness of the information. Intelliseekrecently merged with PlanetFeedback, a firmthat provides feedback delivery and analytics(traditionally the sort of thing you get fromfocus groups; now increasingly the domain ofchat rooms, user groups and self-organized"watch-dog" sites). Now Intelliseek canquickly distinguish what you need toknow from what would be merely nice toknow from what you can safely ignore.

Toward Business "Imagination"There are a lot of sounds out there

that can be ignored, and some that maybe telling you something other than whatyou expect.

“Consumers may compare your car tothe one competitor’s car when they arethinking about interiors, but compare yourcar with an entirely different one whenthey are talking about price points,”explains Intelliseek’s Sundar Kadayam. Anegative discussion thread in a user groupmay hint at an emerging dissatisfactionwith your company. But it may just as eas-ily suggest a design change that will revo-lutionize your product, and your positionin the marketplace.

“It’s one thing to collect informationabout customers,” says Sundar. “It’s quiteanother to interpret it.”

“Organizations as a whole need to beeducated on the value of electronic contentmanagement, and the benefits to each mem-ber of the team as well as to the organization.How is it going to make their job easier?How will it help the organization produce abetter widget? How does it help them gainmarket share?” adds FileNET’s Christian.

These two companies have clearly dif-ferent approaches, and yet arrive at strik-ingly similar conclusions. It’s all a matterof perception, and your ability to imaginethe possibilities.

In fact, I hereby change the title of thisWhite Paper. From now on, “B.I.” shouldstand not for “Business Intelligence,” but“Business Imagination.” I think we’ll all bea little better off. ❚

Andy Moore has often been a well-known presence in the emer-gence of new technologies, from independent telecommunicationsthrough networking and information management. Most recently,Moore has been pleased to witness first-hand the decade’s most sig-nificant business and organizational revolution: the drive to leverageorganizational knowledge assets (documents, records, informationand object repositories) and the expertise and skill of the organiza-tions’ knowledge workers in order to create true learning organiza-tions.He can be reached at andym@mint.net and welcomes feedbackand conversation.

"There are a lot of sounds out therethat can be ignored, and some that

may be telling you somethingother than what you expect"

S4 Special Supplement to January 2002

Most enterprises reap substantial benefitswhen they incorporate the Web into theirbusiness by exposing parts of their businessprocesses and relevant information to par-ticipants in their business operations. For in-stance, when an insurance policyholder par-ticipates in the claims process by providinginformation necessary to move the claim to-ward resolution, the organization benefitsfrom a lower transaction cost and increasedcustomer satisfaction. It also makes sense foran insurance company to allow others, suchas agents or business partners, to participatein the claims process. Exposing business

processes to both the policyholder as well asother parties, and incorporating unstructuredcontent, such as scanned police reports, pho-tographs from claims adjustors or e-mail cor-respondence with agents and policyholders,dramatically improves the efficiency of theclaims process.

ECM tools ensure that business-criticalinformation is delivered to the right peopleat the right time. Business processes withinan enterprise are not hindered, and unstruc-tured content and sources of information areintegrated in a holistic, single view, provid-ing the opportunity to make valuable busi-ness decisions.

Role of Process ManagementAs Web-enabled business practices and

processes, plus unstructured content becomemore complex, key demands such as the needfor centrally managed, enterprise-wide con-

tent management will continue to sustain theECM market. Additionally, today’s enter-prises are recognizing the need for more elab-orate workflow or eProcess and BusinessProcess Management features found in ECMsolutions. Enterprises that once concentratedon building a Web site quickly realized theinadequacy of Web Content Managementsystems, and that having a Web front alonewas not enough. To compensate, significantresources were spent to develop customworkflow and Business Process Managementsolutions to support growing business re-quirements. This need for a less costly, morecomplete package solution is driving demandfor ECM offerings.

In today’s environment, competitivecompanies must remain agile—quick toadapt. Flexibility for changing businessneeds and evolving business practices willcontinue to be a market driver. Market lead-ers in the ECM arena include traditionaldocument and content management ven-dors, as well as a number of new players.According to IDC’s ranking of worldwidecontent and document application softwarevendors, FileNET is recognized as the mar-ket leader, eclipsing the next largest ven-dor in revenue by more than 50%.2 Theranking reviews revenue and market sharefor 1998 to 2000.

When ECM Makes Sense for Your Business

Requirements for an ECM solution de-pend on the specific business challengesof an enterprise. A thorough assessmentof an enterprise’s specific business processesor application is necessary before undertak-ing an ECM initiative. Ask yourself thefollowing questions to determine if your

Delivering a CompetitiveAdvantage Through ECM

In today’s information economy, content ismore dynamic, more complex, and sharedby more people throughout the enterprisethan ever before. A desire to leverage thiscontent across the enterprise and with cus-tomers is no longer a nicety for competitivedifferentiation—it is now a requirement ofdoing business. The challenge of managingcontent across the enterprise has becomeincreasingly clear—as well as the necessityand benefit of integrating that content withbusiness processes.

Most recently, Enterprise Content Man-agement (ECM) emerged as the definitiveterm to describe the next evolution in thedocument and content technologies market.Within ECM, the business requirements ofthe entire enterprise are considered, includ-ing business processes and the key role ofunstructured content in business. ECM so-lutions promise to deliver what other previ-ous technologies could not—substantialbusiness value.

ECM Delivers Business Value

As more enterprises look to the Web toconduct their business, ECM solutions be-come even more critical. In order to staycompetitive, enterprises must improvetheir business processes on the Web bymaking what happens behind the clickmore effective and efficient. ECM tech-nologies offer enterprises the ability tostreamline business processes, link peoplewho participate in those processes via theWeb, and leverage unstructured content asa strategic asset.

“Organizations that can best leveragetheir intellectual assets (i.e., content) will bebest positioned to run efficiently (e.g., avoidduplicated efforts, exploiting best practices,identifying/leveraging subject matter ex-perts, exposing the information employees,partners, and consumers need to make de-cisions); those not moving into this modelwill increasingly be at a competitive disad-vantage,” claims Andy Warzecha, senior an-alyst at the META Group.1

Since joining FileNET in1997, Lee Roberts, CEOand Chairman, has ledthe company'stransformation from aleading documentmanagement supplierto one of the industry'stop Business ProcessManagement andEnterprise ContentManagement providercompanies. He hasmade his mark with a

number of initiatives aimed at leveraging FileNET'sextensive customer base, global marketing presenceand vast research and development resources. Underhis leadership, the company has launched two newcore product families-Panagon and Brightspire, andadded Acenza, a family of industry-focusedapplications to its offerings. Roberts joined FileNETafter 20 years at IBM in a variety of sales, marketing,product management and general management roles.

Lee Roberts

CEO and Chairman

By Martyn Christian, Senior Vice President, Corporate Marketing, FileNET Corp.

"Most enterprises reap

substantial benefits by expos-

ing parts of their business

processes and relevant

information to participants in

their business operations"

Special Supplement to January 2002 S5

organization could benefit from an ECMsolution:◆ Does your enterprise execute business

processes, and more importantly excep-tions, in a well-organized, efficient manner?

◆ Does your organization effectively use theinformation it collects via the Web or inpaper form by delivering it to the appro-priate people in a format they can easilyand quickly use?

◆ Is your enterprise able to bring togetherinformation from various sources such ascorrespondences sent in by the customer,

statements, and information exchangedbetween businesses, and make it availablein a timely manner to the appropriate peo-ple within your organization?

◆ If the Web plays a role in your business,do you allow external participants to in-teract in your business processes?If the above questions are issues that

you struggle with today, a well-imple-mented ECM software offering can deliverreal answers to your business requirements.ECM enables enterprises to adapt faster tothe growing business need for dealing with

valuable content. As the speed of businesstransactions and volume of content con-tinue to accelerate, enterprises must actquickly, and explore ECM initiatives tostay competitive. ❚

FileNET delivers the Substance Behind eBusiness™ by optimiz-ing an organization’s business processes and associated content todeliver a competitive advantage, maximum efficiency and increasedprofitability. For more information on FileNET's business process management solutions, visit www.FileNET.com1 META Group Electronic Business Strategies, Enterprise Content

Management, March 5, 20012 IDC Document and Content Technologies Market Forecast and Analyst

Summary, 2001-2005, August 2001

Leading ECM ProviderFileNET, with its Panagon™ product line, leads the En-

terprise Content Management market. With Web-based pro-cessing and content management capabilities, Panagon of-fers today’s enterprises an ECM solution with the ability toreach customers or business partners globally by expandingtheir content and processes beyond the corporate wall, andto evolve to meet changing business needs at the same time.

“Collaborative commerce, greater volatility and volumein eBusiness over globally distributed value Webs, and animperative to manage not just content but its associatedprocesses and metadata, presents a daunting challenge,” com-mented Thomas Koulopoulos, president and founder, DelphiGroup, an industry analyst and consulting firm. “FileNET’sstrong legacy in content management and eProcess, alongwith the substantial technology of the Panagon platform, pro-vide the right mix for FileNET to be a leading player in theECM market over the long-term.”

ECM Solution in ActionAs one of the world’s three largest lighting companies,

OSRAM SYLVANIA implemented FileNET’s PanagonECM solutions to manage its customer self-service portal.The challenge was to build mySYLVANIA.com, a Web sitethat would let its industrial distributors find product infor-mation easily and order lighting equipment directly. The project was not as easy as first thought—some SYLVANIAproducts have as many as 35 documents associated withthem, including specification sheets, schematic drawings,photographs, material safety data sheets, mortality specifi-cations, and other critical information.

OSRAM SYLVANIA’s mySYLVANIA.com Web site, amulti-featured, interactive, online lighting workplace for itscommercial partners and end users, is built on FileNET’sPanagon Web Publisher, Panagon Content Services withRendition Server, and Panagon Web Services. The site is apersonalized workplace where SYLVANIA partners andcustomers can quickly and easily purchase products, browsea catalog, check product availability, and obtain instanta-neous order status online. In addition, SYLVANIA cus-tomers are able to check the status of their accounts and ven-dors are able to verify payment for their services.

By giving distributors access to this information, calls tothe company’s service staff are minimized. When engaged,representatives can immediately access relevant informationfrom the Panagon solution.

“The Web has revolutionized the way we interact withour partners and customers,” said Armand Gendreau,director of IT projects and core applications support of OSRAM SYLVANIA. “Now we can provide them with up-to-the-minute information instantly by using electroniccontent. Using Panagon to manage this content, we can as-sure our customers that they receive the latest product information. We can also give them better service by bring-ing together a complete information package. The result isbetter information, delivered faster, with less corporateoverhead—clearly a winning scenario for both OSRAMSYLVANIA and its partners.”

Managing A Customer Self-Service Portal

S6 Special Supplement to January 2002

technologies are, we should first look atwhat are now known as “Business Intelli-gence” solutions.

Traditional Business IntelligenceSolutions

When vendors, analysts and the mediatalk about Business Intelligence today, theyare most likely talking about one of the fol-lowing types of software:◆ End User Query/Reporting Tools◆ On-line Analytic Processing (OLAP) Tools◆ Data Mining Software◆ Packaged Data Mart/Warehouse Products◆ Executive Information Systems◆ Business Intelligence Portals

These software tools typically supportdecision making for executives and knowl-edge workers (not too long ago, their pred-ecessors were called “Decision Support”tools or systems). They can be used to ana-lyze structured data created by E-Commerceapplications, Supply Chain Management(SCM) systems, Enterprise Resource Plan-ning (ERP) systems and more.

Traditionally, applications of these Busi-ness Intelligence tools have included Finan-cial and Profitability Analysis, CustomerRelationshipsAnalysis, Supply Chain Analy-sis, Sales Force Automation, MarketingAnalysis and Product Quality Management.

This is a growing, yet maturing technol-ogy with its roots in over 15 years of com-puting history since the mid-1980s.

The Impact of the Internet

The Internet, as a burgeoning informationsource, has introduced a wide range of newfactors that affect a corporation’s performance.

On the positive side, the Internet, if wellleveraged, affords corporations the opportu-nity to be better aware of the marketplace theycompete in, track competitors, explore newmarkets, evaluate opportunities and risks moreefficiently, find new customers, recruit quali-fied candidates, create better products, testnew products faster, streamline communica-

tions with partners and suppliers, increasesales and improve customer satisfaction.

On the negative side, the Internet is a fer-tile ground for gossip, rumors, informationleaks and more. If not effectively and ac-tively managed, these aspects of the Inter-net can rapidly shake customer confidence,seriously erode brand equity, squander strate-gic and competitive advantage, and evencause company stock price and valuation totumble overnight. Bad news, even if it isn’ttrue, seems to travel at the speed of light overthe global Internet.

Traditional Business Intelligence has togrow up to deal with the irrevocable changesand new challenges of the post-Internetworld we live in.

The New Business Intelligence

We are at the dawn of a new era whereInternet-based data and Intelligence needsto be combined with internal data so that itis effectively applied to the traditional en-terprise life-cycle.

Imagine a company where:◆ The Consumer Affairs department knows of

brewing product safety rumors, and effec-tively combats the situation before the ru-mors hit mainstream media and go global.

Impact: Timely action saves the companymillions of dollars in damage to companyreputation.

◆ The PR department is aware of changingsentiments in the press about companypolicies, products and key executives aswell as those of the competition.

The New BusinessIntelligence

Modern corporations operate in an incred-ibly complex and extremely dynamic envi-ronment characterized by rapidly changingcorporate dynamics, incessant changes intechnology and market forces, continuousshareholder scrutiny, and ongoing pressuresfrom competitors and government regulators.

Only proactive, adaptable, knowledge-able and well resourced organizations willsurvive and potentially dominate the mar-kets of the future. These attributes are thehallmark of an “intelligent enterprise”.

An “intelligent enterprise” has a fingeron the pulse of all influencers of its corpo-rate strategy including customers, partners,suppliers, investors, employees, competi-tors, media and the government.

It uses this real-time knowledge in mak-ing better business decisions and to createand protect better products. It actively pro-motes a knowledge creation and sharingculture as well as innovation within the or-ganization. It applies this knowledge to re-duce operational costs as well as to get andretain satisfied customers.

The “intelligent enterprise” is becominga reality—the enabling technologies areemerging today while the challenging busi-ness climate and market conditions are al-ready here. To understand what the enabling

Sundar Kadayam is a proven technologyspecialist and software innovator,with 16 years experi-ence. Before co-found-ing Intelliseek, hefocused on buildingdistributed enterprisesoftware while head-ing Attachmate’sAdvanced TechnologyGroup.

Kadayam’s technologyaccomplishments are many. He led the developmentof the first Windows-based communications productfor Unisys and DEC enterprise systems. He createdthe first Universal Communications Architecture formachine-to-machine communications. He helpeddesign the first commercial hypertext systems and developed middleware for PC-to-enterprise system integration.

During the past five years, he has focused hisresearch and development efforts on Internet information retrieval and a new emerging breed of applications to power the intelligent enterprise.

Sundar Kadayam

Co-founder and CTO

By Sundar Kadayam, Co-founder and CTO, Intelliseek, Inc.By Sundar Kadayam, Co-founder and CTO, Intelliseek, Inc.

Special Supplement to January 2002 S7

Impact: An aggressive proactive PR cam-paign boosts sagging image surroundingnew company policies.

◆ Brand Managers and Product Researchershave real-time access to consumer feed-back on their products and they proac-tively respond to consumer needs.

Impact: With real-time feedback, ProductResearchers skip an entire product improve-ment cycle, enabling the company to delivernew and improved product to market 12 to 24months sooner. With aggregated consumersentiments and brand comparisons, a BrandManager formulates a new marketing strat-egy that combines the appeal and polish ofhigher-price brands while retaining the bot-tom-line of lower cost—this results in 25%increased sales the following quarter.

◆ Investor Relations has up-to-the-minuteknowledge of rumors and events thatcould cause substantive impact to thecompany’s stock and value.

Impact: Timely dissemination of informa-tion to counter a vicious rumor about thefinancial stability of the company saves thecompany millions of dollars in potentialloss of shareholder value.

◆ The Legal Counsel is able to actively pro-tect company assets like trademarks andservice marks by being aware of their useworldwide.

Impact: With up-to-date proof of trademarkusage and infringement detection world-wide on the Internet, the company is able toaggressively protect valuable trademarksand logos.

◆ The Intellectual Property division can as-sess the worth of the company’s patentportfolio, actively monitor competitivepatents, infringements, and new licensingopportunities.

Impact: Company licenses what was origi-nally thought as a sleeper patent and createsa new multi-million dollar revenue stream.

◆ The Human Resources department has ahandle on brewing dissent among presentemployees, can gauge the company’s im-age among prospective employees, and ac-tively recruits qualified passive candidates.

Impact: New passive candidates are identi-fied, screened and hired in one-tenth of thetime, making hiring a competitive advantagefor the company.

◆ The Sales organization derives new qual-ified customer leads that need the com-pany’s products or services based onevents happening in real-time.

Impact: One new customer lead discovered,results in paying for the IT investment inlead-generation ten-times over.

◆ Employees have instant access to relevantinformation as well as expertise from theextended enterprise, and this enables themto make better business decisions every day.

Impact: With 2000 knowledge workers“searching for information” 30% of their workday, the company sees a positive payback of$13 million on an IT investment of approxi-mately $1 million in “True Enterprise Search”.

Leading-edge companies are alreadydeploying a new breed of applications toprovide this New Business Intelligence.These applications are in stark contrast tothe glitz and hype of the Web of yesteryear.These applications are grounded in soundvalue propositions and bottom-line ROI.They leverage existing enterprise invest-ments by integrating with existing systems,

and allow for a measurable payback fornew IT investments made in them. One in-dustry consultant calls this “leveragedhigh-impact intelligence.” ❚

A small, but growing number of cutting-edge technology com-panies,old and new,are delivering these “high impact”applications forNew Business Intelligence. Intelliseek is an early leader in this excitingnew era of enabling the “Intelligent Enterprise”.Our solutions solve thefundamental problem of “information overload”by searching relevant,targeted and personalized content from the Internet, intranet andextranets to empower companies with comprehensive, up-to-the-minute consumer, competitive intelligence and industry information.The knowledge necessary to create, protect and build business intoday’s marketplace. www.intelliseek.com

New Business Intelligence SolutionsIntelliseek offers a suite of applications and services that enable corporations and

other organizations to leverage the New Business Intelligence today.

• Enterprise Search Server (ESS)—This is Intelliseek’s core product. As an out-of-the-box solution, ESS enables “true enterprise search” and intelligent knowl-edge discovery across the extended enterprise. Large corporations are also deploying ESS today to promote current awareness of their marketplace, as wellas to enable proactive gathering of intelligence on competitors.

At the heart of Intelliseek’s ESS is an intelligent agent platform that enables thecreation of a wide range of specialized applications for New Business Intelligence.

• BrandPulse™—Enhanced from an initial Corporate Intelligence Service (CIS)that gathered unsolicited consumer feedback, BrandPulse offers a 360-degree viewof intelligence on consumers. Built on top of the ESS platform, BrandPulse aggregates multiple channels of consumer feedback (explicit direct feedback to theenterprise and implicit feedback from Internet communities) and offers much-needed analytics and metrics on loyalty, customer service, unmet needs, competi-tive factors, and brand mavens. Using BrandPulse, many enterprises today get earlywarning on rumors, as well as the timely marketplace intelligence to create,nurture, and protect brand equity.

• ExpressFeedback™—This new offering from Intelliseek permits companies to establish a 24x7 direct feedback channel with their customers. Created using valuable insights obtained from operating the world’s largest feedback infomedi-ary (PlanetFeedback.com, an Intelliseek division), ExpressFeedback offers a world-class, ready-to-deploy feedback engine that provides valuable analytics on customer sentiments and issues via the BrandPulse system.

Intelliseek is actively pursuing key industry partnerships that will soon unveil applications to power the Intelligent Enterprise for:

• Active Recruiting

• Real-Time Lead Generation

• Trademark Protection and Management

• Patent/Intellectual Property Management

Toward the Intelligent EnterpriseGiven the increasing complexities faced by the modern corporation, marketplaces of

the future will be dominated by intelligent enterprises. These organizations sense andrespond to all factors that influence its corporate strategy including customers, partners,suppliers, investors, employees, competitors, media and the government.

Leading-edge companies are taking advantage of New Business Intelligencesolutions from Intelliseek to leverage knowledge equity within the enterprise, to promote current awareness and intelligence on competitors, as well as to create,nurture and protect their brands. These solutions are high-impact, easy to deploy, andhave a clear, proven ROI.

S8 Special Supplement to January 2002

system. In many cases KM systems also in-clude access to structured information foundin databases.

What is Knowledge Management?As an organizational initiative, knowl-

edge management is usually manifested inthe form of a business system that is enabledby an array of technologies. Today the con-vergence of knowledge management andbusiness intelligence is underway in manyorganizations and KM enabling technologiesare a vital part of any customer's relationshipmanagement system. From an organizationalperspective CRM, intellectual capital man-agement (ICM), communities of interest orbest practices (BPM), and competitive intel-ligence all fall under the umbrella of knowl-edge management.

One of the greatest difficulties in defin-ing KM is the level of complexity inherentin many of the definitions themselves, andin their scope. This is perhaps the most dif-ficult and confusing aspect of understand-ing what KM is and how it can be imple-mented from an organizational and/orbusiness unit perspective. Below are descrip-tions of what can be considered the five tech-nology blocks of enterprise knowledgemanagement:

1. The Enterprise Information Portal—The EIP, or corporate portal can be the fo-cal point of an organization’s KM initiativesand can facilitate a comprehensive range offunctionality, including single point of accessto relevant structured and unstructured in-formation, community of interest build-ing, and collaboration.

2. Information Management Systems—A system in place which facilitates the or-ganization, indexing, classification of docu-ments, content, and digital assets such asvideo and audio files, illustrations, records,policies and procedures etc.

3. Federated Search—The ability tosearch across all organizational structured(databases) and unstructured (documents,records, emails, video & audio files, etc.) in-

formation sources. This is a seminal enablingtechnology that facilitates discovery of in-tranet and Internet information and datasources.

4. Business Intelligence—Formerlyknown as decision support, many BI sys-tems were designed for specific business ob-jectives such as data warehousing financialinformation for routine data analysis, stan-dard report writing, adhoc querying, OLAPand data mining. Many BI systems are nowbeing deployed to deliver on the promise ofCRM initiatives, which are significantlymore complex than data warehousing of fi-nancial data.

5. Collaboration—Electronic mail is stillthe most collaborative technology in most en-terprises, however, a new class of collaborativetechnologies is emerging that can greatly fa-cilitate workplace collaboration and the cre-ation of communities of interest/best practices.These technologies enable virtual workspacesand workrooms that allow members to sharedocuments, emails, schedules and collabora-tive document creation, in effect enabling col-laborative eCommerce.

The Knowledge PortalEnterprise information portals are bring-

ing together the worlds of knowledge man-agement and business intelligence into anew desktop environment—the knowledgeportal. In the millennium the knowledgeportal will play a key role in empowering thevirtual enterprise and the virtual employeeby providing a personalized single point ofeasy access to relevant information—en-abling better, faster decision-making.Knowledge portals or EIPs are also begin-ning to help organizations capture and lever-age their intellectual assets by facilitatingassembly of communities of interest, bestpractice and expert systems within a singleintuitive user interface. The EIP should beviewed as an evolving technology platform,and in the future EIPs will incorporatestreaming video and audio to include e-learning and e-training components, therebypotentially reducing overall organizationaltraining costs.

Organizational And Cultural Aspects ofImplementing KM

Although KM has become a strategic ini-tiative in many organizations, it presentsmany significant organizational challengesto all levels of management including line ofbusiness managers and IT professionals. Theconfusing nature of the KM market is in partdue to the broadness and complexity of theenabling technologies, and how it is definedand implemented in different organizations.KM’s limited success in the past has beenprimarily the result of organizations taking a

Enabling KnowledgeManagement In Today’sKnowledge Economy

The most daunting challenge facing busi-ness management is delivering informationto the virtual organization worldwide—in-formation anytime, anywhere, and on anydevice. Technologies of the web are thefoundation of today’s intranets, and over thepast six years business, government, and ed-ucation have discovered the power of Inter-net and web technologies as a new comput-ing paradigm for information sharing andcollaborative computing. The enterprise in-formation portal represents the next signif-icant evolution in the advancement of orga-nizational Intranets and graphical userenvironments (GUEs). This excerpt from awhite paper entitled “Enterprise Informa-tion Portals: Enabling Knowledge Manage-ment in Today’s Knowledge Economy” pro-vides a concise overview of these elementsand provides a high-level discussion aroundknowledge management in the e-economy.

What is Organizational Knowledge?There are three types of knowledge

within any organization: individual, groupand enterprise, and that knowledge can begenerally classified along the lines of beingexplicit, embedded and tacit.◆ Explicit Knowledge—knowledge repre-

sented in documents, books, email anddatabases.

◆ Embedded Knowledge—organizationalknowledge found in business processes,products and services.

◆ Tacit Knowledge—undocumented knowl-edge that is captured during businessprocesses by knowledge workers.

The overall challenge that many organ-izations face today is identifying where thatknowledge resides and how to leverage itacross the enterprise, group and/or individ-ual. The majority of KM initiatives todayusually revolve around identifying/discov-ering, classifying and indexing explicitknowledge in information systems, such asan enterprise document management sys-tem, and/or business content management

By Peter Auditore, Vice President, U.S. Marketing, Hummingbird Ltd.

Special Supplement to January 2002 S9

technology-only approach to KM initiatives,rather than addressing the salient cultural andorganizational issues.

Leading-edge organizations have createda whole new class of business managers calledknowledge managers, knowledge environ-

ment engineers, best practices managers,and/or information architects, to name a few.KM usually starts at the top and typically itsmost difficult challenge is establishing a cul-ture of simply getting people to work togetherand share information. By facilitating infor-

mation access, as well as sharing and collab-oration, an organization, business unit and/ordepartment can create best practices that ulti-mately lead to innovation of the businessprocess. Increasing productivity and innova-tion are the seminal goals of any KM system,which can ultimately lead to increased com-petitiveness and success in your vertical mar-ket segment. If your organization has a non-information sharing culture and seniormanagement is not behind KM then it islikely to fail. Building communities of in-terest and/or promoting best practices withinan organization is more easily said thandone, and the major barriers to successfulimplementation are primarily cultural, notinformation technology driven.

Successful KM initiatives are usually fo-cused on strategic business initiatives andmany organizations implement KM systemswhen they realize that the absence and/orloss of intellectual assets could negativelyimpact business. Often organizations searchfor and realize areas where they are vulner-able and are dependent on the knowledgeand expertise of consultants and otherknowledge workers. For example a healthcare organization may have a virtual work-force of consultants in the field and head-quarters may have no idea how they do theirjobs. Or a political organization may wantto capture and archive the knowledge gainedduring the process of executing a campaign.This may include leveraging all of the in-formation, documents, ads, speeches and il-lustrations into future campaigns. However,the gold is in the “how to” part of the cam-paign process.

The table opposite identifies key KM en-abling technologies and how they can be ap-plied to address organizational and businessunit initiatives. ❚

For a complete copy of the whitepaper en-titled “Enterprise Information Portals: En-abling Knowledge Management In Today’sKnowledge Economy” go to our website athttp://www.hummingbird.com/collateral/index.php

Hummingbird develops enterprise software solutions that pro-vide access to all business-critical information and resources, aggre-gated and categorized through a single user interface. Hummingbirdoffers these global enterprise solutions through the desktop and theWeb using Hummingbird Enterprise Portal Suite,the cornerstone of thefirm’s e-Business solutions.Integrated within Hummingbird EnterprisePortal Suite are the firm’s proven technologies for host access, data in-tegration,reporting,document and knowledge management.The com-pany offers its solutions, along with related consulting, education, andsupport services,in more than 50 countries around the world.For moreinformation, please visit www.hummingbird.com

Key Knowledge Management Enabling Technologies

B2E Enterprise Information PortalProvides a single point of access to all relevant information and applications, whilealso functioning as a gateway to communities of interest, best practice etc. EIPs canalso function as a platform for knowledge networks.

Federated SearchThe ability to search across all organizational structured (databases) and unstructured(documents, records, emails, video & audio files, etc) information sources.

Taxonomy, Classification and Indexing of Information SourcesIndexing of information resources and establishment and/or automation of an infor-mation taxonomy for industry-specific or organizationally specific information.

Document/Information Management SystemsOrganization and archiving of documents, emails, files, illustrations, policies, proce-dures, records, audio files, video files etc.

Collaborative eCommerce Application Environments and/or WorkspacesEnable organizations to easily create virtual project team rooms, and/or communi-ties of best practice by allowing team members to collaboratively develop and storedocuments, tasks and schedules in a secure virtual environment.

Simultaneous CollaborationAllow workgroups and project team member to share information in real-time.

Business Process Mgt. and Community of Interest BuildingFacilitates best practices and community of interest building by leveraging an EIP frontend with threaded discussion groups and collaborative technologies through an EIP.

Intelligent Agents—web crawlers, “knowbots”Enable relevant information derived from automated searching to be pushed to thedesktop or added to a repository.

Network News & Threaded Discussion GroupsOne of the first technologies of the web to be employed as a KM system for sharinginformation on projects and topics. Can also serve as a key technology for facilitat-ing e-mentoring.

Chat/Instant MessagingA technology that evolved from Internet Relay chat, enables real-time person-to-person interaction.

Automated Community-building SoftwareA new class of software that automatically builds communities of interest by profil-ing email and documents.

Visualization Software for Information SystemsA new class of software that provides more intuitive and easier interface for navi-gating information systems including web sites. This new way of viewing informa-tion can significantly enhance information discovery and access.

Expert SystemsAnother new class of software that connects organizational experts with other membersof the community by asking questions like who knows about this?

techniques are the most powerful ways an or-ganization can process data into knowledge.What results are sophisticated ways to clas-sify customers, define and track multiplemarket segments, make predictions, optimizeprocesses and simulate market conditions forproduct concept development.

The CAMO system gets smarter as newdata is aggregated, processed and correlated.Correlating data is an important distinction.It means that the knowledge managementsystem automatically discovers the relation-ships of all the different structured data setsby creating a model for any possible variable,be it a customer’s quantified feedback, thevarious features of a product or any possiblecircumstance, state, or condition. This meansthat the analysis may have tens, hundreds oreven thousands of models that interact witheach other and make correlations that be-come the knowledge base. The knowledgebase may update itself on a continual basisas new data is aggregated and run throughthe system’s self-learning algorithms.

To be of value, the people in the organi-zation must trust and respect the knowledgebase that is generated from the structureddata. The keys to value are accessibility, us-ability, extensibility and robustness. Usersmust be able to easily gain access to variousknowledge bases, to navigate and query withapplications that intuitively direct the userto information critical for decision supportor knowledge discovery. The knowledgebase must also build over time, as new struc-tured data becomes available. This processshould extend the knowledge and help peo-ple continually learn as the knowledge basebuilds. This building process should lead torobust knowledge bases with applicationsthat provide user access to a broad range ofqueries for knowledge discovery or cover-age of situations for decision support.

The ProcessTo develop a knowledge base, CAMO

processes the organization’s structured datainto metadata, meaning the data that is cor-related to discover the relationships among

the multiple data sets. The metadata is inte-grated into applications that allow organi-zations to discover knowledge or establishdecision support systems that match thebusiness process.

Custom applications are then built to usethe metadata that generate explicit knowledge,which is displayed in a graphic format. Indi-viduals then extract the visual reports to learnand add their own intelligence to the knowl-edge base. Through collaboration, the explicitknowledge is shared by the individuals and cir-culated throughout the organization, becom-ing tacit, or deeply embedded and understood.

As the organization accepts the knowl-edge, they contribute to it, according to theirown knowledge and expertise of the businessprocess. This creates a multiple increase inintelligence as people from throughout theorganization learn and contribute to theknowledge core.

Data warehousing, great analytics or ex-tensive data collection are part of the processbut not what determines the success of a cor-poration’s business intelligence investments.For maximum results, building a knowledgebase is crucial. But without understandinghow to process organizational data into knowl-edge, organizations run the risk of developinga knowledge management system that lacksthe robustness and the attributes needed to gainconsiderable market share in the generalmarketplace. ❚

Dave Lundahl welcomes feedback andconversation. He can be reached atdavid.lundahl@camo.com

Founded in 1984, CAMO develops process optimization software,knowledge discovery and decision support solutions.The company has200 employees and more than 1,800 customers in 46 countries in thefood, chemical, pharmaceutical and manufacturing industries.Headquarters are in Woodbridge,NJ with additional offices in the UnitedStates, India, the United Kingdom and Norway.For further information,please visit our web site at www.camo.com

CAMO, helping Smart People Get Smarter!

Special Supplement to

Processing StructuredData to Help SmartPeople Get Smarter

Most organizational theory explores howorganizations function. But little is knownabout the vast amounts of data that an or-ganization generates and how it is processedinto knowledge to significantly increase in-telligence and achieve better success.

Further complicating the problem is tech-nology that has given organizations the abil-ity to collect and store vast amounts of infor-mation into data warehouses. To build a strongbusiness intelligence solution, organizationsneed to better utilize this data and integrate itinto the knowledge-building process.

To better understand the issues, it is im-portant to define what is meant by structuredand unstructured data. The unstructured dataof an organization includes e-mail corre-spondence, text documents, even voice andvideo. But in large part, most of the infor-mation in an organization is structured. Thisis the quantified information found in fi-nancial statements, statistical reports andother sources that include responses to sur-veys, point of sale information and sales re-ports. In essence, the non-text data the or-ganization generates.

Structured data is extremely difficult toorganize. It is generally fragmented, restingin different silos of the organization. Often,organizations have little ability to aggregatethe data and process it in a manner that re-veals the core information that constitutes arobust knowledge base.

New and proven approaches to process-ing structured data are quickly emerging.

Integrated Self-learningCAMO’s approach is to integrate a self-

learning system that continually aggregatesdata and correlates it into a knowledge base.When applied to an organization, intelligenceincreases exponentially as the “community”adds their own content and feeds knowledgeback into the system. The system itself is al-ways learning by continually processing struc-tured data from multiple data sources, bothinternal and external to the organization. Webelieve that hybrid methods to integrate arti-ficial intelligence and advanced modeling

January 2002S10

By Dr. David Lundahl, President, CAMO Inc.

Dr. Lundahl is a leader in the field of business intelligence,responsible for leadingthe creation of CAMO’spatent-pending artificial intelligence andadvanced modelingtechnology. He co-founded InfoSense,a company thatpioneered andcommercialized newmethods for knowledge

discovery and decision support. InfoSense merged withCAMO in 1999. While at InfoSense, Dr. Lundahl served asa full professor at Oregon State University, directing thedevelopment of the Food Innovation Center in Portland,Oregon. Prior to InfoSense, Dr. Lundahl spent much ofhis career improving the product developmentprocesses for such companies as Brown ForemanBeverage Worldwide and Frito Lay.

Dr. David Lundahl

President

but was disappointed by the results. “Weneeded to scale our reporting system to han-dle the volume and complexity of our opera-tions,” says Olivier Chaine, vice president ofoperations. “NetAcumen gave us that powerand scalability.”

According to Chaine, LowerMyBills.comevaluated products from numerous competi-tors before deciding on NetAcumen.LowerMyBills.com choose NetAcumen forits onsite hosting capabilities, easy access toreports through the NetAcumen portal, sup-port for custom business rules, and integra-tion with external data. “NetAcumen was theonly solution that gave us the level of serviceand functionality we needed. They provideda true data warehousing foundation that couldintegrate the clickstream behavior with ourenterprise systems, bridging from marketingto fulfillment.” Chaine was also impressed bythe “commitment to excellence in customerservice” provided by NetAcumen’s opera-tions department.

New OpportunitiesNetAcumen gave LowerMyBills.com a

flexible and extensible data warehouse ofweb log information that integrates click-stream data with transactional and authen-tication information stored in Oracle 8i.LowerMyBills.com has additional plans tointegrate with CRM and marketingautomation data in the future.

“At LowerMyBills.com, we are constantlyworking to improve our campaign effective-ness and conversion rates. NetAcumen allowsus to quickly focus on modifications that arehelping our visitors convert and identify thosethat are not,” observes Chaine. “For example,there was tremendous interest in our debtsolutions area; NetAcumen helped us dis-cover that we were losing many peoplebecause our pages were confusing. Weredesigned the page and have since doubledour conversion rate in this area.”

Demonstrable Results

LowerMyBills.com delivers web reportsfrom NetAcumen to 60% of its employees.These reports are created by the data ware-housing group, then made available to usersas part of an information portal. “NetAcumenhelped us integrate key reports into a portalfor use by everyone in the company, giving usa true, cross-organizational view of our data,”says Chaine. Users of the system includeemployees in business development, IT, mar-keting, web development, sales, and even theCEO, who uses the reports to monitor keyperformance indicators and prepare forboard meetings.

NetAcumen has helped LowerMyBills.com improve the performance of its affiliateprogram by over 20% percent, increase ban-ner advertising effectiveness by 45%, andsave $20,000 on one recent campaign. SaysChaine: “Our previous solution only pro-vided traffic information, such as page hits.This information was of little value in help-ing us improve our conversion rate. TheNetAcumen architecture allows us toquickly integrate both operational and thirdparty demographic data that is critical tounderstanding our customers and increas-ing revenue.” ❚

Founded in 1999, NetAcumen is a leading provider of Internetchannel business performance metrics to Global 2000 companies. TheNetAcumen Solution integrates information from web sites, internal cor-porate databases and third party data sources to provide each depart-ment in the enterprise with timely reports on the effectiveness of theirInternet-related business initiatives.Using this information,organizationscan transform their web sites into key drivers of revenue and profitabili-ty.The NetAcumen Solution is available as an ASP service or a softwarelicense.NetAcumen is headquartered in Silicon Valley and can be reachedat (650) 558-3800 or on the web at www.netacumen.com

Consumers BenefitFrom B.I. Solution atLowerMyBills.com

The Internet is rapidly shifting from an in-dependent business platform for entrepre-neurs to a strategic channel for communi-cations and commerce, allowing companiesto transform business operations and im-prove corporate performance. Utilizing theInternet as a business platform requires thatenterprises have a clear understanding ofcustomer impact and a demonstrable return-on-investment to validate expenditures onInternet-related initiatives. NetAcumen pro-vides software applications and services toquickly and cost-effectively enable compa-nies to measure and improve the businessperformance of their Internet-related oper-ations and better utilize the Internet channelacross their enterprise. Examples of busi-ness-critical metrics provided by the NetAcumen solution include: relative prof-itability of marketing campaigns; efficiencyand effectiveness of on-line service andsupport offerings; and web site usage by tar-get audiences. The case study below illus-trates one customer’s success with the NetAcumen Solution.

LowerMyBills.com is the first inde-pendent and unbiased online service toprovide visitors with a free, one-stop solu-tion to find the lowest rates and most com-petitive plans for all their monthly bills.Visitors can research, compare prices, andswitch plans for long distance and wirelessphone services, Internet service providers,credit cards, loans, insurance providers,and public utilities.

Scaling for GrowthLowerMyBills.com’s business depends

on rapidly delivering the right customers toits best partners. That means optimizingincoming traffic, maximizing conversionrates, and improving product selection onthe web site.

LowerMyBills.com tried using basic webreporting tools on top of its existing system,

Special Supplement to January 2002 S11

David Silver has morethan 15 years ofexperience managingbusiness intelligenceand informationtechnology companiesand products. Prior toco-foundingNetAcumen, Inc.,David was vicepresident of channeldevelopment atSagent Technologywhere he brought

analytical application solutions to the marketplace.Before joining Sagent, David was director of productmanagement at ParcPlace-Digitalk, and held productmanagement positions at Andersen Consulting andKnowledgeware. David holds a dual degree inSociology and Mathematics/Computer Science from Emory University.

David Silver

President and CEO

By David E. Silver, President and CEO, NetAcumen

www.kmworld.com www.infotoday.com

For more information on any of the companies who contributed to this white paper, visit their website or contact them directly:

Produced by:

KMWorld MagazineSpecialty Publishing Group

For information on participating in the next white paper in the “Best Practices” series. contact:kathy_rogals@kmworld.com • 207.338.9870

Kathryn Rogals Paul Rosenlund Andy Moore207-338-9870 207-338-9870 207-236-0331kathy_rogals@kmworld.com paul_rosenlund@kmworld.com andym@mint.net

Intelliseek, Inc.One Crowne Point Court, Suite 470Cincinnati, OH 45102

PH: 877.999.SEEK or 513.772.6900FAX: 513.772.6996E-mail: infoemail@intelliseek.comWeb: www.intelliseek.com

FileNET Corporation3565 Harbor BlvdCosta Mesa, CA 92626

Phone: 800.FILENETFax: 714.327.3490Web: www.filenet.com

Hummingbird Ltd.1 Sparks AvenueToronto, Ontario M2H 2W1

Phone: 877.FLY.HUMMFax: 416.496.2207E-mail: getinfo@hummingbird.comWeb: www.hummingbird.com

CAMO Inc.1600 SW Western Ave., Suite 320Corvallis, OR 97333

PH: 541.757.1404FAX: 541.757.1402E-mail: info@camo.comWeb: www.camo.com

NetAcumen228 Lorton AvenueBurlingame, CA 94010

PH: 650.558.3800FAX: 650.348.6240E-mail: sales@netacumen.comWeb: www.netacumen.com