Digital Transformation

Life Sciences: Information is the Next Big Thing

Life sciences digital disruption

Before the digital era, the Life Sciences industry was all about the “next big thing” – the next drug, the best medical device, the new technology for procedures. While this is still the case, organizations are now also looking for the “next big thing” inside their existing information – to discover new strategic indications and uses, see patterns via analytics, and much more. But this means they must have control of, and visibility and access into, their content. By putting content into the right context, organizations can unify end-to-end processes and tap into the value of content throughout the process, resulting in better business decisions, faster time-to-market, and higher-quality products and customer service. This is the essence of digital transformation. Mike Shanler, Research VP from Gartner, says that at its most basic level, digital transformation is about getting away from “paper-based decisions”.  I believe digital transformation is also about letting technology do the heavy lifting to make digital decisions faster, easier and more impactful. Life Science organizations may need to embrace digital transformation more than any other industry, due to the complexity of their end-to-end processes, the rigorous regulatory requirements imposed on them, and frankly, because often lives are at stake. The Life Sciences industry has probably the greatest motivation – and perhaps the biggest responsibility – to ensure that they’re digitally transforming today to improve patient outcomes, while improving the bottom line. Digital transformation has a multi-faceted impact on Life Science organizations, such as: For Clinical, it helps companies bring information together to help make quicker go/no go decisions and apply analytics to clinical data to help discover new indications for existing drugs For Regulatory, it enables businesses to more quickly create, review and approve regulatory content and submit to agencies to speed up approvals, as well as provide a single view of all regulatory interactions associated with a submission For Quality, it gives organizations visibility into understanding whether a change to manufacturing (specs, methods, vendors etc.) creates a need to re-submit to agencies Ultimately, if Life Sciences organizations do not remedy these issues through digital transformation, they will be disrupted by organizations that have transformed and will beat them to market. We provide value by helping customers all along the digital transformation continuum. Whether the focus is on clinical, regulatory or quality, we can address today’s challenges with a suite of offerings that meet today’s demands and allow for expansion and scalability. This also enables organizations to realize the value achieved on a smaller scale, while laying the ground for the future. As with any major change in an industry, digital transformation will have winners and losers. Those who are willing to tackle information as “the next big thing” and address it head-on will reap the benefits. Even in highly regulated industries like Life Sciences, digital will be the path forward. So it’s critical to ask your organization, “Are we ready to transform?”.

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It Takes a Team to Win it all

OpenText Support

Last week, the Chicago Cubs ended a 108-year MLB championship drought by winning one of the most exciting games in the long history of baseball. Both teams put on an inspiring display of perseverance, skill and clutch opportunism. I—along with many of you, I’m sure—was happy to stay up late to catch the whole thing. After the game, Cubs catcher David Ross—who had just played his final professional baseball game—described his teammates as “a group of resilient winners” who “never quit”, and expressed sincere pride in the fact that his team had utilized every member of their team to win it all. We have the same drive for greatness at OpenText. Over the past 25 years, we have grown our business through the acquisition of winning ideas, talent and solutions, and through the development of innovative technologies. Born as a university start-up, we are now a world-leader in Enterprise Information Management (EIM) solutions with no intention of slowing down. As Mr. Ross explained, it takes a team to succeed. That’s why earlier this week we invited many of you—our customers—to complete a short survey and let us know how we can better help you meet and exceed your business goals. In my last blog I wrote about the importance of knowing customers on an individual level in order to serve them better. Our annual survey helps us better understand you and your needs. It gives you the opportunity to tell us what we’re doing well—and what we can do better—as your EIM solution provider, technical leader and trusted partner. Roughly half of you received the survey this week; the other half were given the opportunity to provide feedback in the spring. From the feedback, we have already identified five primary objectives that we will obsess over in the coming months: Improve product quality by better understanding customer expectations, beta-testing products and focusing development resources on high-impact features and functionality Shorten Customer Support ticket resolution times and improve technician communication while continuing to value complete, successful outcomes over quick, short-term fixes Build a stronger partnership with customers by allowing you greater visibility into product development, helping the business better understand your needs Make the Sales process easier and more efficient by improving customer communication and ensuring large or complex accounts have the resources and visibility they need to be successful Deliver Professional Services engagements on time and on budget by setting firm expectations upfront, holding regular update meetings, and collecting/evaluating feedback following each engagement to determine what went well and what needs to be improved Additionally, we have begun to make significant improvements to OpenText My Support thanks to our recent upgrade of the Knowledge Center (KC) to OpenText™ Content Server 16. This upgrade allows us to utilize API widgets and HTML5 wizardry to present a far more personalized online support experience to you. You will already see some of this functionality reflected on the KC homepage, in product search menus and in the redesigned Knowledge Base. You can also learn more about Release 16 here. At OpenText, we’re never satisfied. We’re constantly looking for new ways to help you succeed—it’s up to you to decide the direction we take our EIM solutions, and to help us develop a phenomenal customer experience. Check your inbox to see if you’ve received our survey. If you have, we would greatly appreciate you taking 3-5 minutes to provide your feedback. If you didn’t get the survey but have feedback you want to share, our Customer Experience team is always listening. Email them at cx@opentext.com.

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OpenText Experience Suite Adds Functionality to Support the Customer Lifecycle

Experience Suite

The latest release of OpenText™ Experience Suite tackles the challenges of digital transformation to deliver a continuous real and effective digital customer lifecycle. OpenText is helping organizations to orchestrate data, media, interactions and transactions across a digital enterprise. The complexity of managing a consistent brand presence across media, languages, cultural expectations and governmental regulations requires a platform built for pervasive connectivity and new ways of interacting that go beyond a simple point and click. Experience Suite helps business leaders harmonize customer-centric technology applications across every department in the organization, whether the organization’s first priority is to get a handle on all of the rich media (video, audio, print, imagery, etc.) or to streamline its communications, invoices, or web presence. Experience Suite serves as a single platform of choice for delivering Continuous Customer Engagement. This market-leading set of capabilities addresses critical digital transformation initiatives within the realm of the customer experience and is comprised of leading applications from market categories in Customer Communications Management, Digital Asset Management, Marketing Optimization, Voice of the Customer, Web Content Management, and Workforce Optimization along with architecture to deeply integrate into the larger OpenText Enterprise Information Management (EIM) platform. Consider the need for a company to launch and manage a campaign across multiple markets and different customer personas. With Experience Suite you can connect our industry leading Digital Asset Management platform to the Web Content Management and Optimization capabilities to design, test, optimize, and deliver the right content with the right message – all with brand approved imagery that ensures that the right message is being delivered to the right customers in a way that resonates with their needs and results in higher rates of engagement. Once a customer has executed the call to action from a campaign (such as clicking a link to request more information) their data can be passed to the Customer Communications Management system where responses and on-going communications can be delivered in a way that suits the customers’ needs from print, to text, email, etc. The communications can be designed to add value to the ongoing exchange, or even be interactive to promote further engagement through to purchase and beyond. As customers continue their ownership, use of product call center optimization and voice of the customer tools within the Experience Suite portfolio can track customer sentiment, and feedback to various parts of the company any need for changes in the overall customer experience. OpenText Experience Suite includes: Digital Asset Management with OpenText™ Media Management Web Content Management with OpenText™ TeamSite Customer Communications Management with OpenText™ Exstream + Communications Center Enterprise Call Center Workforce Optimization with OpenText™ Qfiniti Voice of the Customer analysis with OpenText™ Explore With the Experience Suite portfolio of tools it is possible to deliver a fully connected continuous customer experience that drives increased engagement and additional revenue.

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EP1: Enhancing OpenText Release 16—from Engagement to Insight

Today, we announced the availability of Release 16 Enhancement Pack 1 (EP1)—the first in a series of enhancements to the most comprehensive digital Enterprise Information Management (EIM) platform on the market today, OpenText Release 16. As the enterprise shifts from investments in systems of record and engagement systems of insight, OpenText will continue to develop solutions that fully automate the complete EIM flow from customer engagement to business insight. This latest enhancement package does just that, with additional capabilities in our Experience, Content, and Discovery suites to complete the flow of information across the enterprise. The Complete EIM Flow – From Engagement to Insight Engagement: Digital is introducing new formats and channels of communication with customers. Organizations must be able to meet customer expectations, creating communications that are personalized, timely, and accessible using preferred channels. EP1 delivers highly personalized content orchestration across different processes for a connected customer experience. The enhancements we’ve made to our Experience Suite offer a breadth and depth of capabilities never before available from a single Customer Experience Management (CEM) platform. Offered via flexible on-premises, cloud, or hybrid deployments, Experience Suite addresses key capabilities required for true digital transformation. From marketing optimization to customer contact programs, OpenText is connecting the customer journey for better customer engagement and insight. Existing OpenText CEM solutions have raised the bar for dynamic and personal customer engagement with industry-led Customer Communications Management (CCM), Digital Asset Management (DAM), Web Content Management (WCM), and Customer Care and Support solutions designed to make it easier to engage with customers using multiple channels and devices. This next generation of CEM will present new opportunities in content targeting and conversion rate optimization for our customers. With EP1 we are executing on our vision of interdependent applications working together in the OpenText Experience Suite to create the best possible user experiences. “The investment and focus OpenText is putting on its Customer Experience Management solutions is very exciting,” said Mark Fassbender, global head of Web Optimization at Lexis Nexis. “Marketers today invest a lot of time and effort in trying to understand the customer journey from first contact through to renewal and retention. By connecting reporting and insights from each key stage of the customer journey together in an integrated solution, OpenText allows for a better understanding of what content works best for each channel and customer group across the whole customer lifecycle, which is pretty awesome.” Content: To help organizations manage the flow of information across the enterprise, OpenText Extended ECM (xECM) Platform improves process productivity, integrating Enterprise Content Management (ECM) functionality with lead applications to bridge silos and enhance information flows. EP1 strengthens these capabilities with targeted solutions, such as xECM for Salesforce® and xECM for SuccessFactors®, as well as xECM integration for Process Suite to further connect the processes that generate enterprise information and ensure compliance and control across all systems. Extended ECM for Salesforce improves customer insight and streamlines sales by connecting Salesforce cloud services to the OpenText xECM Platform for easy access to ECM capabilities and content inside the Salesforce user interface. Extended ECM for SuccessFactors manages all aspects of the digital employee file within SAP SuccessFactors. With centralized digitized document storage and collaboration, this solution accelerates the efficiencies of operations and minimizes compliance risk for the hire-to-retire HR process. Process Suite for xECM extends the reach of ECM to all parts of the enterprise, providing processes with the context that improves insight, efficiency, and throughput. Discover: As digital consumers drive—or overhaul—supply chains across borders, the enterprise will be increasingly required to comply with external regulations and internal governance policies. In order to make enterprise information ‘discoverable’ and ‘actionable,’ EP1 introduces Discovery Suite to complement Content Suite. Discovery Suite brings analytics to enterprise content, providing a single, integrated platform for self-service business intelligence, data preparation, and advanced analytics on both structured and unstructured information. Customers can now leverage data analytics, machine learning, and interactive visualizations for litigation, investigations, due diligence, compliance, and better decision making.   Functional Enhancements and Integration across the Suites Across all of our suites, we remain committed to giving our customers the most scalable, secure, flexible, and well-architected products. We will consistently leverage the Cloud for our suites to make OpenText the number one EIM cloud. With increased availability in the Cloud, EP1 helps to automate the complete the EIM flow, from Engagement to Insight, with deep functional enhancements and a focus on integration. OpenText Release 16 is the EIM platform of the future and key to our customers’ success, which is why we will continue to release enhancements as part of the EP series. EP1 is the first of many exciting innovations in a series planned for Release 16 over the coming months. Stay tuned for more information. Read the press release.

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Three Pillars of Digital Transformation – Efficiency, Usability and Insight

Digital transformation

In my previous blog, It’s Not About the Pill. It’s About the Patient, I asked if digital transformation was just a buzzword and if not, what did it mean? I talked about leveraging both existing and real-time information to gain insight, make better decisions, unify and speed key business processes and to engage with customers in a way that drives business value and customer loyalty. At our recent Customer.Next event I gave customers a quick peek at the newest release of the Documentum for Life Sciences solution suite, which is now available. In this release, the four major areas of enhancements were all focused on three things – efficiency, usability and insight. Why? Because to transform, companies need to set a solid foundation for driving process efficiency, ensure that workers can easily get their jobs done and derive actionable insight to help make informed decisions, allocate resources and continuously improve. These three things are foundational “pillars” of digital transformation. Let’s take a closer look…. Pillar #1 – Driving Process Efficiency Life Sciences organizations are tasked with maximizing efficiency across the full drug lifecycle. Bringing safe, high-quality drugs to market faster at a lower cost requires unifying processes that extend across domains, divisions and external partners. It requires the ability to link and seamlessly share documentation—the critical element inherent throughout the drug lifecycle. Unfortunately, what we often see is organizations who are managing a myriad of disjointed systems, often gained as a result of mergers and acquisitions. Many are custom applications designed for specific departmental needs. In this situation, companies can benefit from asking themselves a couple of questions: Why introduce unnecessary complexity, inaccuracies and risk to business processes by exporting and importing content from one system to another? How do you rationalize the data models of each system to help unify processes across systems, eliminate duplicate data entry and ensure overall data accuracy and completeness? In our new release, we are driving process efficiency in a new segment of life sciences. Many of our pharmaceutical customers also market medical devices as part of their portfolio. Yet, because of a lack of formal, regulatory requirements related to electronic submission requirements for medical devices, many of our customers were managing their medical device documentation outside of an electronic document management solution (EDMS.) The process was largely paper-based. Therefore, to drive process efficiency, we now provide a single, cohesive solution that manages quality and regulatory documentation for both medical devices and pharmaceuticals simultaneously. With a global, standard document inventory and processes harmonized across the regulatory and manufacturing domains, we can now support the full medical device documentation lifecycle from design to production manufacturing. And because of the ability to seamlessly link and share information across domains, it helps unify and automate the process to drive efficiency, accuracy and better visibility. Pillar #2 – Improving Usability Another foundational pillar of digital transformation is to make it simple and straightforward for workers to access the information they need and to easily get their work done. Workers expect easy-to-use, consumer-like mobile applications that they can access on their phones and tablets to ensure that work continues even when they’re on the go. But of course, all actions must still conform to compliance requirements. To summarize, in today’s world, solutions have to be designed for people, not power users. The first example of how the Documentum Life Sciences solution suite addresses this may cause a bit of a flashback. Why? Because I’m going to talk about controlled print. Yes, that’s right – controlled printing in the quality and manufacturing area. But controlled print has been around for ages, you say, right? It has. But that doesn’t mean something like this can’t “transform” as well. We’re continuing to meet compliance requirements but we’re doing it in a more flexible and user friendly way. Trust me; this was an unexpected hot button among our customers. For example, wouldn’t it be easier to be able to set up a series of print profiles so that when someone needed to print a standard type of document, it automatically knows what watermarks, overlays and metadata needs to be applied? Or perhaps, the process of having to select a printer, select each recipient and print controlled copies one by one, repeating that process over and over hasn’t been “efficient” when it comes to getting the job done quickly? I don’t want to give too much away but you need to check this out. Another improvement we’ve made to make it easier for workers is enhancing our document inventory to ensure alignment with industry/regional guidance across the globe. While we adhere to the DIA Reference Models and other industry guidance, we’ve expanded on these to ensure that our inventory supports global quality, clinical trial, and regulatory document types. Users can filter by region and select from a pre-defined list of document types to speed operations and make it simple to get the job done. Pillar #3 – Delivering Actionable Insight The final pillar that I’ll mention is the need to gain insight to help organizations focus resources and make quicker, better informed decisions. With Life Sciences’ ever-present goal of accelerating time to market, being able to quickly get a status or understand key metrics and trends is increasingly valuable. Documentum Electronic Trial Master File (eTMF) was significantly enhanced to help provide insight into the clinical trial process and collection of required documentation. Granular level milestones at the country and site level reflect what TMF documentation is required, what’s missing and what’s completed based not only on the trial status but also as countries and sites progress through their individual milestones. If a site is not yet initiated, document collection requirements would not appear. Similarly, if a country has not given approval to conduct a trial, document placeholders would not appear. However, when those milestones are met, the placeholders appear. This granularity allows managers to focus on exactly what is needed at a specific point in time. And, with quick color-coding and icons, they can quickly grasp where the trouble spots are. Similarly, new trend reporting helps identify which sites are consistently late in submitting documentation, which documents routinely fail the quality checks etc. By having tangible metrics and trend reports, companies can focus stretched resources to where the need is greatest to address the issues and boost overall efficiency and productivity. Three Pillars and Three Questions As I said in the beginning, digital transformation is about managing information as a strategic asset. It’s about leveraging both existing and real-time information to gain insight, make better decisions, unify and speed key business processes and to engage with customers in a way that drives business value and customer loyalty. Efficiency, Usability and Insight are three foundational pillars that help support and drive digital transformation. Hopefully, you also have a better understanding of how the Documentum for Life Sciences solution suite and its new enhancements can help support your transformation objectives. Now that I’ve shared some thoughts with you, I’d like you to share some thoughts with me. Is there a specific process or area that your company is targeting to improve efficiency? What do you expect in terms of “usability?” What do descriptors like simple, easy and intuitive mean to you? What do you wish you could have more insight into? Are there areas where you would like more quantifiable metrics? What role are analytics playing in your organization?

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The Grace Hopper Celebration of Women in Computing

InfoArchive

Did you know Hollywood legend Hedy Lamarr played a key role in the invention of spread-spectrum technology? Like many women before and after her, Hedy helped set the stage for today’s digital transformation. As the digital landscape has changed over the years, so has its makeup (no pun intended!) From Marissa Mayer to Sheryl Sandberg to Canada’s own Grace Hopper women have been making their mark and have become front and center in the technology field. At OpenText, we recognize the importance of women in the field of technology. It is why we designed our own Women in Technology (WIT) and continue to grow and expand the initiative year over year. This week we have sent a delegation of women to the 2016 Grace Hopper Celebration of Women in Computing. The conference brings together more than 15,000 women technologists from all over the world. Research, career interests, collaboration, and networking are at the forefront of this important event and it all happens this week in Houston, Texas. Amazing keynote speakers and sessions will inspire and educate all attendees. Last year, we sent a delegation of 10 incredible women who are born leaders that have made incredible impacts throughout their careers at OpenText. Through their experience, they determined that the delegation would benefit with two different groups: Emerging Tech Leaders and Trailblazers. Our Emerging Tech Leaders are early in their technical careers, while our Trailblazers have established themselves as leaders and people of influence in their positions. All 10 delegates were nominated by their Executive Leadership Team in their respective functions and needed to meet specific criteria. A delegate is wicked smart and has made meaningful contributions to the organization. She may not have high visibility in the organization, but has taken initiative and is driven by speed and vision, not fear. She demonstrates a passion for learning, technology excellence and the sharing of knowledge and ideas. Most importantly, she advocates for others and is an active participant in advancing WIT. These are this year’s delegates. Our Trailblazers: (Left to Right) Rackel Correa, Director, Global Support Services – São Paulo, Brazil Sandra Tiskens, Sales Director, Key Accounts – Düsseldorf, Germany Dee Gentile, VP Sales, Eastern Region – Scottsdale, USA Rana Aluraibi, Director, Customer Marketing – Richmond Hill, Canada Lynne Smith, Senior Director, Finance Strategic Initiatives – Waterloo, Canada Noelle Aubert, Systems Administrator – Bellevue, USA Our Emerging Tech Leaders: (Left to Right) Divyani Parsa Ravi, Software Engineer – Hyderabad, India Belle McGee, User Experience Visual Designer – Ottawa, Canada Valeria Kalteis, Software Engineer – Munich, Germany Lahiru Peiris, Senior QA Engineer – Waterloo, Canada Congratulations to our 2016 delegation! These women are now on their way and we’re excited to see what they’ll come back with. Their journey starts tomorrow and Houston won’t know what hit ‘em!

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The Redefined Customer Journey – Remove System Friction

redefined customer journey

The customer journey is being redefined in the digital age from a linear process to an ongoing loop of BUY then OWN with the companies you choose to deal with becoming more and more engaged in every part of the cycle. So far in previous posts I’ve discussed what that on-going loop looks like from a customer perspective and how the loop model aligns the customer’s activities to those of the organization, and which departments need to work together to deliver the continuous connected experience. As we continue to dig deeper into the journey map the fourth layer (above) connects the departmental level activity to the typical enterprise systems that record, drive, and promote the various aspects of the customer’s journey. These processes and systems have to interact. Technology bridges need to be established to allow data to flow between them to ensure a consistent experience and to maintain a relevant, valued engagement. The platforms in use must promote a sufficient degree of interoperability that allows the multiple interactions to work together. But unfortunately the truth is that they rarely do. How many times have you transitioned from trying to do something on a website, had to call a help desk to get your goal completed and they already know your account details and what you want to accomplish? Rarely, if ever. It shouldn’t be that way. I recently moved house and needed to change my address on various accounts. Simple I thought; just go on the various companies’ websites, open my profile, and edit the details. In most cases that worked, but in a few cases I had additional questions and needed to make a call. With one credit card company I had a question about why my statements had stopped being delivered. The call went something like this: Automated System: Please state your name. Automated System: Say or input your account number. Automated system: What’s your account safeword?  (Note not the account password, but a separate “safeword” I set up when I opened the account years ago and have never needed to use since – of course I had no idea what it was). Me: I have no idea. The Automated System passed me on to a Call Center employee. Call center: How can I help you? Me: I need to change my address and I have a question about my statements. Call center: What’s your account safeword? Me: I have no idea. Call center: I have to pass you on to our security team. Wait while call is transferred. Security team: How can I help you? Me: I need to change my address and I have a question about my statements. Security team: What’s your account safeword? Me: I have no idea, that’s why I was passed to you. Security: OK I can help you with that. What’s your name and account number? (Information I had keyed in the automated system at the start of the call and which the first call center person had). After some back and forth we eventually got the “safeword” thing sorted out. Security: I’ll hand you back to the customer service so they can set up your payment plan? Me: Sorry? What payment plan? I just need to change my address and I have a question about my statements. Security: Oh. Hang on. Wait while call is transferred. – Get a different customer service rep. Customer service: How can I help you? Me: I need to change my address and I have a question about my statements. Call center: What’s your account safeword? Me: You have got to be kidding me! To cut a very long story short I eventually got my address changed and asked about my statements not getting delivered. You guessed it, I got transferred yet again to a different department and went through the same run around. It turned out that when the account hit zero balance they stop sending statements. When I pointed out that it might be nice if they sent the account holder an email to let them know about that policy, or put something on the statements themselves, or even their website; I received a “oh that’s a good idea” response. An idea I doubt will get passed on as I’m sure billing and the website content are yet two more siloed operations. Ideally silos between systems such as the ones I encountered need to be broken down, but as a minimum they should be bridged by data sets that can be easily transferred. Such data sets should reflect the information to support the customer at any given point in their journey and grow incrementally in detail as the customer progresses through their series of interactions with the company. Ideally at no point should a customer have to provide information that they have already supplied earlier in the process. It’s all about removing the friction from the process. The processes and systems you employ shouldn’t define the customer experience, they should support it.

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Do You Know What You Don’t Know About Your Content?

content management

How can you read 174 Newspapers a day? Seems like an impossible task, yet according to one study that is the print equivalent of how much information we are exposed to each day across all media, both traditional and digital. So how can the actual news and information publishers compete and make their content stand out among such a data overload?  In previous posts I discussed the driving forces behind the changes in the publishing industry and how taking a content first hub based approach is the best strategy for underpinning the digital transformation needed to address the changing market. But what about the content itself? Placing content at the center of the new business model, it becomes possible to move towards an iterative workflow across the organization, providing a way to address the challenges of digital transformation by controlling, enhancing, tracking, and leveraging assets that can be delivered across multiple channels and platforms. However any content-centric architecture also raises several issues that must be addressed when considering what approach to take and what technology solutions to adopt. You need to know what you don’t know about your content so you can produce, manage, and distribute the most informative content via the right channels where it can deliver the most value. The following represents the most common content-related issue statements: Don’t know where all the content has come from: With today’s proliferation of information sources that lead to assets being copied and used without attached attribution, it is often difficult to track where an asset originated. Don’t know what content we have: It is not unusual for organizations to have digital asset management systems with as many as one million assets stored. In the news and information industry, this may be tens of millions, with daily uploads in the hundreds of thousands. Don’t know where all the content has gone: With a large number of assets, it is difficult to track what content has been used where, and what content assets are related to each other. When an asset is updated, it can also be costly and time consuming to ensure that out of date assets are replaced if needed. Don’t know what we have the rights to use or the cost of using it: With licensed imagery, and image and news wire subscription services, an organization needs to keep track of what it has already purchased the rights for, where they can be used, and how that relates to the costs of those subscriptions. Don’t know how to best leverage our content assets across platforms: In today’s multi-channel model, assets can be used multiple times across different delivery platforms. Often, they can be reused as-is, but sometimes they need editing, resizing, or combining to meet the needs of particular audiences and devices. It is essential to be able to track such reuse and the relationship between original and edited assets. The use of assets in external platforms could also be considered a potential additional revenue stream and as such, need to be tracked. Don’t know if we are allowed to use it or who we owe money to: Where assets are obtained from external services not covered by existing licensing or subscription services, it is essential that news and information services ensure that they have the rights to use those assets, and if a usage payment is due, be able to identify who owns that asset and the costs of using it. All of these “don’t knows” can be addressed with the OpenText™ Content Hub for Publishers platform. OpenText™ Content Hub for Publishers Content Hub for Publishers (CHP) is the platform for the receipt, enrichment, creation, packaging, delivery, archiving and syndication of all forms of publishable content. The platform is designed to handle the large volumes of content that newsrooms across the world are exposed to on a daily basis, and efficiently manages the repackaging and distribution of that content to multiple publishing channels, such as web, print, mobile and tablet.

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Follow That Car!

digital disruption

Has anyone noticed that things are speeding up? A week or so back, I visited London for a conference. I’d not been there for a few years, and noticed a new system of bicycle lanes throughout the city. Great for the cyclists, but a real congestion headache for car traffic and cab drivers. Norman, my driver from the airport, knew the streets like the back of his hand. He’d been driving cabs for the last 3 decades and bicycles were featured prominently in his list of complaints. I was amazed at his knowledge of the London labyrinth and the way he was able to intuitively duck and weave in all directions as soon he spotted traffic or other obstructions while keeping the conversation going the whole time. Back in 1979, a year many of my colleagues now refer to as “the olden days”, I remember watching a TV movie called “The Knowledge” with Nigel Hawthorne, a personal favorite. “The Knowledge” told the story of a fledgling cab driver who had to prepare for the notoriously difficult exam to get his cab license. This test required instant recall on addresses, streets, points of interest and directions between all. Every cab driver had to meet that standard and invest as much as two years of study to qualify, with the aid of several volumes of (paper) reading materials.  “If you’re a genius it might take you a year. On the other hand it might take you two, or even or ten. And if it looks like it’s going to take you longer than that I should chuck it in and take up ballet dancing instead.”                                                                                                                               -Mr. Burgess, The Knowledge In the mid ‘80’s I worked in Australia for a large public utility.  One of the teams I collaborated closely with was the Geographical Information Systems (GIS) group. Over several years they developed a platform and digital map of Sydney. This was used to plot the addresses for the 1.3 million customers they had at the time, as well as define the location of the city water supply system and waste-water systems. The GIS data was populated through a number of proprietary sources and their engineers and was used by us to calculate the shortest possible distances one would have to walk to read all the meters in a neighborhood. Many other uses of this system were possible, including impact analysis for construction of new water mains, maintenance, emergency services and more. It was a great example of digital transformation in the ‘80s.  However, this was a significant investment, one that few organizations could afford at the time. Looking Forward My long trip back from the UK to the US (picture a T-Rex typing on an iPad) gave me a chance to reflect on where we’ve been, and maybe what’s coming just around the corner. Norman, with his “Knowledge”, is something of an oddity these days.  Most cab drivers (apart from London black cab drivers) seem able to navigate only with the aid of Apple or Google Maps, which, incidentally, also powers Uber. “The Knowledge” seems inconceivable to most of us now, as much as floppy disks or stage coaches seem to my kids. We have democratized maps to a large degree (digital divide notwithstanding), and made location services free, though with catches. We’ve taken “The Knowledge” from our own data centers (heads) and moved it to a cloud provider. New developments across all sectors of technology can now be woven together in a fabric of services that can then be combined to enable new business models and new consumer experiences.  These advances provide us with a radical set of possibilities that Norman (or we ourselves)  could never have imagined back in the “olden” days. What if : I had a self-driving car, that dropped us off to dinner I didn’t have to worry about parking. The car could drive itself to the nearest charging station and come back to collect us when we’re ready I could order that extra bottle of wine, and the ride would be safer than if I’d not had any in the first place! While I was involved with something completely engrossing, I could send the car to pick up crackers and cheese from the store, another lightning headphone adapter for my iPhone 7, and then pick up my son from his swim practice without leaving the comfort of my La-Z-Boy recliner. Who needs errands? I didn’t have to buy a whole car. Perhaps I could share ownership with a group of friends or even a pool of strangers for under $40 a week When we weren’t using the car, it could generate revenue by being deployed as part of a fleet of self-driving cars, delivering other people, packages or fast food to different locations. I could even sell the data generated by my vehicle Or, instead of buying the car at all, I could just be a customer of a roving fleet of vehicles. My son loves this idea! These are no longer far-fetched ideas and they all seem possible, if not today, then just around the corner. It’s great news for us as consumers, but maybe problematic at a societal level. But what about businesses that have not considered potential downstream implications these trends have among industries? For example: Current competition threatened across travel and logistics/delivery services, including Norman and his colleagues As driving becomes safer, auto insurance (a $200B industry) and auto-repair providers Assuming the number of purchased vehicles decline, auto manufacturers and auto financing services That’s the tip of the proverbial iceberg. Digital disruption is real, and in case you haven’t noticed, it’s accelerating and getting cheaper to accomplish. Whether change is prompted by your customers, competitors, employees, or by regulations – innovation doesn’t just happen by accident. Survival and sustained market dominance will depend on deliberate actions – your organization’s ability to recognize and react to potential disruptions and how you seize on the opportunities to create them! Have you assessed your company’s digital maturity recently? Come to Momentum Barcelona 2016 and find out more.

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Customer Success, One Job at a Time

CX

Happy Customer Experience Day! Did you get an Outlook reminder? Maybe a Facebook notification? Probably not. But it’s an important day all the same. Today, organizations around the world are investing time to recognize quality work that has been accomplished in the name of their customers. At OpenText, we treat every day like Customer Experience (CX) Day. That’s because everything we work towards is built on our foundational drive to make our customers successful. Whether it’s with our products, Customer Support, Professional Services or Sales teams, we are committed to helping our customers achieve their goals. This means developing robust, innovative solutions that not only check off the boxes on RFPs, but perfectly fit each individual customer’s business from a personnel, technological—even cultural and philosophical perspective. How is this possible? By getting to know our customers on an individual level. In the September 2016 issue of the Harvard Business Review, there is an article that explores strategies used by businesses to better understand customers and help drive innovation. According to the authors of this article, businesses around the world are enjoying the benefits of Big Data and the information that can be gathered from analyzing customer demographics, spending habits and high-level trends. No one can doubt that this information is incredible. But it’s just a piece of the puzzle. To get a complete picture of what we need to work towards, we need to understand the jobs our customers are trying to get done. “’Job’ is shorthand for what an individual really seeks to accomplish in a given circumstance,” say the HBR contributors. “A deep understanding of a job allows you to innovate without guessing what trade-offs your customers are willing to make. It’s a kind of job spec.” For B2B companies like OpenText, the jobs that customers toil away on are often complex and nuanced. In the article, it’s explained that through focus groups, Hershey’s discovered that customers were put off by the guilt-inducing trail of paper left after a session of snacking on peanut butter cups. That’s pretty fascinating. But the challenges faced by our customers require more investigation. Along each step of our customers’ journey with OpenText—from their experience browsing our website, to customizing and upgrading products—we are listening to our customers. Our dedicated Customer Experience team gathers feedback collected from regular surveys, customer advisory boards, events and individual interactions shared by employees. Every single piece of feedback is read by a member of our team. The information gathered from that feedback is then categorized accordingly, and shared within the organization. Listening to—and working with—our customers is just part of who we are. In this recent podcast, you can hear how we helped AmerisourceBergen better serve their customers by working directly with their IT department to understand their unique needs and challenges. It’s just one of many successful customer relationships we’ve been able to grow over the years, and just one of the examples in which knowing our customer’s “jobs to be done” resulted in success for everyone involved. Take some time today to think about what your organization has been doing well and what you could do better to help your customers succeed. Recognize achievements and work to understand what your customers are really trying to accomplish. If you can help get them there, they’ll keep coming back to you. Learn more about CX Day.

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Hidden in the Information: Success with Advanced Analytics

In today’s world, information is all around us. And, hidden in that Information is the key to both understanding your customers and predicting their behavior. Pretty nice, huh? Well, here comes the tricky part. With so much information how do you find the useful insights? A new OpenTextVoice article on Forbes.com explores how to uncover the information and apply it to your business. How can companies use that data to advance its business process or turn an industry on its head? As the article points out “Data is the foundation that allows transformative, digital change to happen.” Analytics are the key to unlocking the potential of data and turning it into something greater. Check out the full article on Forbes to find out to use advanced analytics to take charge of an industry and launch the next Netflix, AirBnB or Uber.  

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With Cognitive Computing, Johnny Five is Alive… or at Least he Will be!

Have you ever wanted your own robot advisor? Well according to a new OpenTextVoice article on Forbes.com, your very own Lieutenant Commander Data, KITT or C3PO may be closer than you think. The article explains how unstructured data is filling the void in traditional computer systems to create cognitive computing systems which can mimic human thinking. Cognitive computing combines structured and unstructured data to enable organizations to make better decisions with intelligent systems that go beyond numbers and rows. The systems can “make predictions and recommendations that offer profound, actionable insights into a host of common business challenges.” Adding Natural Language Processing to the mix, you get a system that can think, “feel” and interact like any other human. Check out the full article on Forbes to find out how cognitive computing is bringing the automated trusted advisor to life.

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OpenText and AmerisourceBergen Develop Superior B2B Customer Experience

B2B customer experience

For your convenience, you can either listen to the Podcast below, or read the transcription in this blog. Complex Processes Simplified Every now and then, I find myself drawn to the Discovery Channel’s “How It’s Made” program. You probably know the one—it’s a TV show that gives a behind-the-scenes look at how some of our most well-known consumer items are put together, packaged and sold. There’s something strangely hypnotic and satisfying about watching thousands of bottles roll through a giant machine to be filled with soda, or a seasoned professional hand-weave a basket. Apart from providing therapeutic stress relief, the program has given me a deeper appreciation for the effort and detail that goes into a product long before it finds its way to a store shelf. The role of behind-the-scenes business-to-business (B2B) vendors in providing an excellent experience for the end customer is huge. The challenge for B2B organizations is to discover who the end customers are and what they need, without having direct contact with those customers. To overcome this challenge, B2B organizations need to develop effective communication and collaboration practices with their business customers and partners. OpenText has had a strong business relationship with leading healthcare solution provider AmerisourceBergen for a number of years.  Among the many things AmerisourceBergen does well is provide B2B distribution of pharmaceuticals to healthcare institutions around the world—and they do that very well. In fact, they handle approximately 20 percent of all the United States’ pharmaceutical distribution. While the process of labeling bottles as seen on How It’s Made is impressive enough, each of those labels is the same—it’s just a matter of sticking them on each bottle. AmerisourceBergen’s customers have more… challenging requirements. Here’s what Scott Marshall, Director of Application Development at AmerisourceBergen said about those requirements: “One of the core components of our business is a complete drug distribution system… When customers receive their product, they also need to have documentation included with the products they receive. We call these packages ‘Driver Ready Packs.’ They’re packs of information that are kind of contained together by delivery location and customer. And they have invoices, price stickers and other documents that customers need.” Thanks to a deal struck with major US retailer Walgreens a few years back, AmerisourceBergen had to triple their production and delivery of those Driver Ready Packs. In fact, AmerisourceBergen now processes 275,000 documents and prints 20,000 bundles of Driver Ready Packs every day. And remember, they distribute products of the most vital nature to be delivered to waiting patients, doctors and families. The room for error in these thousands of custom-packaged and addressed bundles is virtually nil, and time is always a factor. “Back in 2007,” Scott says, “AmerisourceBergen realized that they had been spending a lot of time and effort, and they were not putting that documentation together very efficiently. So they partnered with OpenText and took a look at [OpenText™ Customer Communications Management (CCM)], which back then was referred to as StreamServe, to help automate the collection of this documentation, centralize it, and help make our printing more efficient.” “It automated the assembly of the documentation and sorting,” Scott continues, “and kind of gave an easy way to format content for the delivery person. It improved integrations with more modern technology. We actually had a much faster throughput and printing process, and a lot more accuracy. Overall it reduced our processing steps by about 80 percent and reduced the time it takes to generate our documentation by two thirds.” Catering to Customer Needs AmerisourceBergen generates documentation with CCM in a variety of ways, depending on how their customers prefer to receive it. By working closely with customers, OpenText continuously adjusts and enhances the capabilities of their solutions to meet the changing and evolving needs of their customers. Scott says that “One of the things [they] really liked about CCM is that you can take the same information and make it available in multiple channels such as faxing, emailing.” “What we see a lot now,” says Scott, “is that customers tell us how they want to be communicated with, and you have a mix where you might have someone who is a little more traditional, who likes having paper in their hand that they can feel, where others want to receive things electronically. So we have been trying to keep up or ahead of what our customers’ wants are, and use tools such as CCM that really provide cutting-edge technologies that are able to meet customer needs and communicate in different digital manners.” Certainly, the flexibility, convenience and environmental consciousness of digital documentation is a great benefit for customers, and AmerisourceBergen is poised to help their customers make that transition with support from OpenText and CCM. They are also prepared to make other agile adjustments. I’ll let Hiren Patel, Director of Application Delivery explain: “The business has ever-changing needs in terms of legal disclosures on documents that have been printed, on any text, updates, or in any new document. Now things of that nature, any changes for the application or a solution per se, are very easy to make. They are less stressful in terms of impact to our production.” “There was an incident where a year ago,” Hiren goes on to say, “when we had come across a business requirement to comply with the new DQSA Act passed by the government. It was critical to meet the timeline. To comply, we had to create advanced ship notice documents on very short notice. But we were able to make the required changes and deliver that on time. I think that was one of the key pieces where we identified how easily we can build documents and deliver them with the CCM solution that we have in place.” Stronger Together AmerisourceBergen has done a great job at keeping up with changing customer requirements and industry regulations, but they’re not left alone to manage their IT implementations. Thanks to their strong relationship with OpenText, they always have the support and technical expertise they need to provide an excellent experience for their customers. “We keep OpenText support on hand for whenever we might need them and reach out to them to understand how, or if, there is a better way to resolve something,” says Hiren. “Because for any successful project, you want to create a proper foundation so you have a stable and scalable solution. We highly value [OpenText Support] because they are experts, properly trained. They know the ability of the platform and features that it can provide. They can guide you in terms of how to architect it and properly manage your business and how you can solve their issues. So, again, we definitely value them.” For B2B organizations, an excellent customer experience is often built upon the service that customers are able to provide their customers. AmerisourceBergen has found a reliable, scalable solution in OpenText Customer Communications Management that gives Amerisource customers like Walgreens the information they need to deliver important pharmaceutical products in a timely and responsible manner. Together, B2B alliances like the one developed between OpenText and AmerisourceBergen can accomplish much more, and provide customers with a far superior experience than they’d be able to achieve alone. Learn more about OpenText™ Customer Communications Management, and the AmerisourceBergen success story.

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Light The Night: My Story – Shama Jawaid

While OpenText spends a lot of time focused on the digital transformation happening, we sometimes need to address the transformations taking place within people. Hardship strike us all and we all have our journeys. In this series, I focus on telling these stories. This is mine. *** It’s the one phone call I will never forget. After my brother told me that his son was heading to McMaster University Hospital to undergo tests for mysterious leg pains, he called me a few hours later. I was at work, busy on a campaign, when my phone rang and a voice inside of me instructed me to take the call in a secluded hallway. “After chest X-rays and a bone marrow test, they have confirmed that he has cancer. He is going into induction now for six weeks. You will not be able to visit him because the chemo will weaken his immunity and increase risk of infection. Keep my son in your prayers.” This was my nephew. Four years old. In junior kindergarten. Carried to the washroom at school because his teacher said his leg pain was too much for him to bear. Unable to walk up the stairs to his bedroom at home. Complaining that the pain was not going away. My sister-in-law threw away theories of it being ‘growing pains’. She took him to their pediatrician (an oncologist by profession) who, from the blood tests, deduced his low white blood cell count was something more serious. “Go right away to the hospital for tests.” No one saw it coming. No one wanted to accept it. No one was prepared. I stood in the hallway sobbing as I remembered my nephew’s kind eyes and hearty laughter. Soon after, my nephew was diagnosed with ALL – Acute Lymphoblastic Leukemia, a type of blood cancer common in children. Every week I called him at the hospital, with my stomach in knots, hoping to hear his sweet voice. I cannot remember the names of all the tests, the drugs or therapies this poor kid went through. And boy, was he agitated. Couldn’t keep him on the phone for longer than a minute. I could hear the suffering in his voice even though he would say, “Aunty Shama, I am ok.” Tears would well up each time my brother told me about the seven needles inserted in his legs, bone marrow extractions, and the dexamethasone steroids (we coined as “Dexter” after the famous series) that changed him into a completely different boy. We were all a mess. Today, my nephew is eleven years old. He is in remission. He is brave. He is strong. He says he wants to be an oncologist to stop this from happening to others his age. He made friends in the cancer ward. He lost friends too. And although he is cancer-free, what happened to him was not fair. But cancer is not fair. It does not care. Cancer doesn’t discriminate against gender, race, religion or age. A diabolical disease. On October 19th, I am walking with my brave CEO, Mark Barrenechea, for my nephew and in memory of every single person affected by cancer to raise awareness and funds for leukemia research. And without a doubt, when my nephew becomes an oncologist, together our efforts now, will help create a brighter future – a cure to end this disease once and for all. Amen. Visit my page to donate! -Shama Jawaid

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Five Factors That Are Driving the Changing Publishing Landscape

changing publishing landscape

From scrolls to print, from hardback to paperbacks, from broadsheets to tabloids, and from print to digital, the world of publishing has always been one of change. What makes the current landscape different is the sheer rate of change. This time it’s not only the delivery model that’s changing, and changing fast, it’s also the combination of new technologies and the demand for information consumed across a variety of different media. While traditional print markets are at last showing slow recovery in some markets the demand for information via digital sources continue to grow (although it could be argued that this growth is slowing down), while other media, such as video and audio continue to gain in popularity. From my perspective I see five primary influences that are driving this change in the publishing landscape: Channel growth: The move from having a single delivery channel, i.e. print, to multiple digital mobile channels on the web and mobile is moving news and information delivery from a traditional, single stream publishing model towards a model closer to broadcasting, with subsequent pressures to create and deliver differentiated content for each channel while maintaining the core integrity and facts of the information being delivered. Speed of updates: It used to be sufficient to publish on a regular pre-determined cadence, be it quarterly, monthly, or weekly in the case of magazines; or weekly, daily, or in selected editions (morning, lunch, evening, and late) for newspapers. Today, a large proportion of the population gets its first notification of a newsworthy event via social media and expects updates to be in real time as events unfold. To compete with this, news organizations must deliver their own content via social media and back it up with deeper analysis via news websites and more traditional channels that take longer to deliver. Changing business model: The newspaper industry has traditionally been funded by revenue streams from print advertising, i.e. selling physical space alongside the content. In this scenario the content is secondary to the advertising, although it could be argued that good content drives up circulation, which allows the publication to charge higher rates for the associated space. In the digital world, while it is possible to sell advertising space, it is at lower price points and less effective than in print. As a result, advertising revenues have dropped significantly and news and information providers are looking at other revenue streams, such as leveraging their content through paywalls, and syndication. To date, no new single business model has emerged as the new baseline. Easy access to different media types: While print was once the predominate media for the dissemination and consumption of news and information, it is now just one of a number of choices. With the advent of digital mobile devices, most consumers now have ready and instant access to content in textual, visual (graphics and video), and audio format. While print is never likely to disappear completely, it is now supplemented by the steady growth of other media types. Impact of technology companies: The majority of digital advertising revenue is generated by five technology companies, four of which, Google, Yahoo, Facebook, and Twitter include news content. The impact of these companies goes beyond such financial considerations, as more of them onboard editorial staff and start to change the way that news is delivered and tracked through a combination of more personalized storytelling techniques and trending topics. Digital transformation is key to survival in the publishing industry. However, any digital efforts must not only address the process of delivery, they must also address the new paradigm where content becomes the hub of the business model. It is no longer sufficient just to automate the original print process model using technology, it is now essential to leverage content assets to deliver compelling and engaging stories that can be accessed from any platform, from print to digital, to mobile, to social, at any time.

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Customer Journey Redefined – The Departmental View

customer journey

The customer journey is being redefined in the digital age from a linear process to an ongoing loop of BUY then OWN, with the companies you choose to deal with becoming more and more engaged in every part of the cycle. So far in previous posts I’ve discussed what that ongoing loop looks like from a customer perspective and how the loop model aligns the customer’s activities to those of the organization. As we dig deeper into the journey map it’s time to take a look at what parts of the organization are directly involved. The third layer highlights the various departments involved in the continuous customer engagement model. It is no longer sufficient to leave customer relations to the sales or support groups. Customer experience is now a mission-critical, cross-functional activity. As Robert Rose of the Content Marketing Institute says, “It is the totality of all the individual experi­ences that make up a Customer’s experience.” It can be argued that customer experience and responsibility for the customer journey is the remit of the company as a whole, and it’s a good axiom, but in actuality it tends to primarily fall within the following areas: Marketing, Sales, Finance, Distribution, Operations, Services, Support, and Customer Care. Delivering and supporting a positive customer experience is all about removing the friction from the process. The smoother the transition from department to department, the easier something is to do, the better the experience. This means that each department should invest in the overall customer experience, not only in terms of systems, but in terms of training, education, and a commitment to customer advocacy. As outlined in a previous post, serving your customers across a continuous digital experience journey maximizes Customer Lifecycle Value and increases revenue potential. The more other departments invest and buy in to the overall concept of a frictionless process, the greater the experience and the greater the customer’s investment. The benefits from committing to a combined, systematic approach to growing Customer Lifecycle Value across the enterprise include: Increased customer retention rates Increased customer satisfaction scores Increased revenue By taking this a step further, managing and delivering outstanding customer experiences, you will drive benefit for the customer, as well as sustainable growth across the enterprise.

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The Future of Information: BPM – Creating Digital Business Processes

When information is harnessed, organizations can reach maximum levels of efficiency, impact, and value. But in order to take advantage of these new opportunities, organizations must digitize their processes. Only when processes are digitized can organizations truly realize the benefits of extreme connectivity and extreme automation. Creating Digital Business Processes with BPM OpenText™ Process Suite 16 offers a single, multi-tenant, web-based platform that supports information-rich processes, enabling organizations to rapidly analyze, build, and automate business processes that run on multiple devices. OpenText Process Suite is available as an on-premises solution or a cloud solution (deployed in either a private cloud or the OpenText Cloud). New features in this release include: Entity Modeling: A new low-code application development approach for the rapid and agile development of processes with case management capabilities. Processes can easily be tailored by “citizen developers” to suit business needs without requiring development resources. Case Management: Provides the flexibility for organizations to manage unstructured and complex processes or cases from a single platform. Organizations can relate independent business documents across the enterprise into a single virtual folder (or ‘case’), gaining control over a case whether it’s a defined or ad hoc process, or a combination of both. Contract Management: This release of Contract Center provides an integrated solution for all types of contracts. An out-of-the-box solution, it supports all aspects of contract processing, from initiation and request, to authoring, negotiation, approval, execution, management, and renewal. Organizations can accelerate cycle times, while still adhering to standards and regulations when managing contracts. Analytics Integration: Analytics integration into OpenText reporting solutions delivers dashboards that increase visibility into processes, enabling better measurement and ultimately, smarter business decisions. More than simply executing processes, organizations have complete visibility to their people and processes so they always know the status of all tasks, processes, and business objectives. OpenText Process Suite 16 is a comprehensive suite that addresses every information company’s needs, from workflow, business rules, connectivity, process orchestration, and enterprise mobility all the way through to building and deploying lightweight applications that integrate deeply into enterprise systems. Processes can be optimized with the visibility that analytics integration provides. Not only can our customers digitize their processes with OpenText Release 16, its broad functionality also includes the ability to digitize the entire customer journey. I’ll discuss this in more detail in my next post in this series. Find out more: www.opentext.com/16.

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The Future of Information: It’s Time to Rethink ECM

ECM has evolved. It’s about more than just information governance. A new way to work means that ECM should foster collaboration, increase productivity, and deliver insights based on enterprise information. With new capabilities and improved features, Content Suite 16 is ECM reimagined. Rethinking ECM We’ve added new capabilities to OpenText™ Content Suite 16, including: Connected Workspaces: Workspaces connect content management to business processes and fundamentally change the way ECM is planned, resulting in unified information silos and better collaboration for true connectivity gains. New Content Server User Interface (UI): A new intuitive UI for OpenText Content Suite and Extended ECM has responsive capabilities, role-based views, access to most recent documents, and many more new features to make users more productive and collaborative. Our new UI delivers deeper engagement with connected and consistent experiences and increased security via role-based access to information. Analytics Integration: Suite-wide integration of analytics for real-time query or batch download of data from OpenText ECM solutions results in cognitive abilities for richer layers of business insight. Integrated Social Capabilities: End-to-end lifecycle management of new disruptive content formats (like social) with added capabilities for users to interact with content improves collaboration and enriches search, deepening engagement and helping to ensure the security and protection of corporate IP/information. Enterprise Search with InfoFusion: Conduct scalable, secure, permissions-based searches for content from multiple enterprise systems by leveraging content analytics and Personally Identifiable Information (PII) identification. Additional features and capabilities in this release of OpenText Content Suite include auto classification for massive archiving projects, a built-in HTML 5 viewer, drag-and-drop email support, dashboard reporting, enhanced compliance and security, and integration with OpenText CORE, making file sharing and external collaboration in the Cloud a natural extension of the OpenText Content Suite environment. It’s time to rethink ECM. OpenText Content Suite 16 offers so much more above and beyond robust information governance. With enterprise search, deep ERP and analytics integration, and availability in the Cloud, our customers will be able to increase productivity while lowering costs. OpenText Content Suite 16 has everything an information company needs to control and protect their information. Once this is accomplished, information processes can be effectively digitized. This is the topic of my next blog in this series. Find out more: www.opentext.com/16.  

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Yes, We Really Mean Change – Case Study in Digital Transformation

digital transformation

When I think of digital transformation, two quotes come to mind: “the light bulb was not invented by continuously improving the candle,” and Henry Ford’s famous statement, “if I asked people what they wanted, they would have said faster horses.” While these two sayings are simple, they are profound in the sense that they show how change requires out-of-the-box thinking and strong leadership with a clear vision. Digital transformation is a business-led transformation that ultimately targets the underlying business model of an organization. True transformation, to me, is really a horizontal play that means significant change across all verticals or industries. Internally within organizations, its impact is equally broad, affecting multiple lines of business and divisions. From my perspective in the enterprise content management world, it is content that can make or break digital transformation. Poor content hygiene, the inability to share customer information amidst data isolation, and enterprise-wide data dumping are just a few content issues that can hold companies back from transformational change. I’d like to share four thoughts on approaching your digital changes, by grounding them in sound content management practices. Setting Objectives In a report published a year ago, Bain & Company stated that the insurance industry has “been slow to adopt digital tools and business models, relative to other industries.” Competition is relentless, and the industry is changing with increased activity by opportunistic start-ups. For one of our insurance customers, new competition drove the focus of their digital transformation, centered upon the experience of their customers. Leveraging advances in analytics, mobility and social media, this customer has already seen a change in how its own customers interact with their services and people. In their case, they defined several transformation objectives to guide what aspects of people, business and IT would need to be addressed. Objectives included directives like “drive growth through lifetime relationships with customers and acquisition of new customers,” and “drive efficiencies to improve customer value and margins.” Clearly defining your objectives is a solid first step. As we all know from the content management world, it’s not one sudden big bang change that is most impactful, especially for enterprises with heavy legacy investments. Digital transformation success is driven by prioritizing what matters most to the business, then setting objectives that responsibly change everything else to center upon reaching these objectives. Finding a Use Case When we look at business drivers for digital transformation, these can include improving your customer experience, refining your operational processes, and adapting new business models that meet the market requirements of your industry. For this customer focusing on improving customer experience, they started by gaining a better understanding of their customer specific wants and needs. A key step was to define a use case for customers. They identified prospects who want to educate themselves about financial plan options, and who need help choosing between different offerings their company provides. These users expect to resolve their questions by visiting the company Web site from any digital device, and interacting with company representatives and content across different channels. Starting with this use case view ensured the technological shifts required would tie back nicely to overall objectives. Defining a use case overall helps decision making to avoid what AIIM President John Mancini calls a “digital landfill.” Content starts to become prioritized based on who will use it, how, and most importantly, why. Drawing from ECM Experience The next part is exciting for me — helping customers apply our 25 years of industry leadership to bring their use cases to life. This is when our enterprise content management (ECM) frameworks provide the strategy, governance, and steps that are the “secret sauce” to making transformation successful. For this customer case, through our experience set and tools, we homed in a few pragmatic principles: Make ECM Transparent Connect Content and Process Fuel Adoption by Delighting Users Securing Sharing with Outside Users Your Own Pace of Change to Improve Operations What’s important to note is that no single recipe fits everyone. It is a known fact that the pace of digital transformation varies from company to company. This is largely attributed to the pace of change and level of maturity within an organization from a digital perspective. That said, new agile development practices and mobile app designs can help any enterprise trial prototypes faster to find the right solutions. Some companies are still doing the basics, and others have already transformed various aspects of their business. An assessment of your digital maturity is critical to clearly map out a path for your transformation. Working with experienced professionals can expedite and simplify your transformation, as well as help you leverage investments you have already made in existing infrastructure or technology. What are your digital transformation objectives? Where does content fit to enable those objectives? Share your feedback below.

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The Future of Information: OpenText Release 16 – Robust Information Security

As the economy moves online, businesses are become more vulnerable to cyberattacks. The list of casualties grows every day, with big names falling victim to cyber breaches. The attacks are becoming more sophisticated and harder to trace, and they’re becoming more frequent. Cybersecurity is a critical requirement for combatting trends such as nation-state backed espionage, more vulnerable service providers, big data, mobile apps, and encryption failures. The protection of corporate Intellectual Property (IP) is becoming an increasing concern for IT organizations as confidential information is housed in digital format. Threats from both inside and outside the company must be considered. During the Digital Revolution, organizations need to assume that they are under attack every day and that the bad guys are already on their network. Ultimately, organizations need to build a moat around their most important systems. No real risk can be mitigated to a zero percent likelihood of occurring, and some risks are 100 percent likely to happen. So how can the digital enterprise determine which risks to mitigate and what consequences to prepare for? According to research, the average organization needs to keep one percent of its information and 69 percent of enterprise information can be thrown out without suffering negative consequences. Keeping everything means higher storage and infrastructure costs. In instances of litigation, the cost of investigation increases as content is searched, examined, and reviewed across many sources. With today’s dramatic growth in content volume, this approach is not tenable. Not all information is created equally and not all information exposes an organization to the same risk. EIM permits secure access to information on a “need to know” basis, while preserving an archive of information. The more data an organization stores and manages, the greater the risks for security breaches and non-compliance. To protect enterprise information, organizations need to practice the fundamentals really well. Most companies forget that security is all about “back to basics”: Employees need education. Fifty percent of all cyber security issues are caused by a lack of education and “naive” employee actions. The next 25 percent comes from hardware or software assets that are not up to date. Are they running an outdated email client, for example, that has known vulnerabilities? Is the perimeter defined and protected, or were the gates left open? The response time on shutting the gates is critically important. These basics will make organizations 95 percent secure. Along with investment in an Enterprise Information Management (EIM) platform. OpenText Release 16 – Defense in Depth EIM is designed to protect information where it is used: at the point of interaction in the application itself, offering security mechanisms such as access and permissions, information audit capabilities, and secure information exchange built right into the system. In OpenText™ Release 16, our latest EIM platform, we’ve taken security up a notch. User- and role-based security happens at the application level. To help ensure privacy, enhanced access and identity management are available through active directory and upgrades to directory services. Both data at rest and data in transit are protected. We guarantee network security, operational security based on our state-of-the-art data centers, and many standards for compliance. Enterprise Content Management (ECM) addresses governance and compliance in OpenText Release 16—but it’s much more than this. It is ECM re-imagined. Read all about it in my next blog. Find out more: www.opentext.com/16

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