Business Process Management

Five Compliance Challenges Facing Your Organization in 2017

compliance challenges

2017 is turning out to be a tumultuous year for compliance. A combination of Brexit, a Trump presidency and the reform of EU privacy rules has put regulatory change and uncertainty back into the spotlight. Mega-size fines have returned too and compliance officers worry about personal liability more than ever. 1. The GDPR – the countdown is on If your company hasn’t familiarized itself with the General Data Protection Regulation (GDPR) yet you may already be behind. The GDPR was ratified in May 2016 and designed to bring personal data protection into the digital age. It imposes stringent requirements about how companies store and handle the personal data of EU citizens. The regulation will have far-reaching impacts – from how organizations obtain consent, use cookies on their website, to giving teeth to the right to be forgotten. Don’t think that, as this is EU legislation, that GDPR won’t affect you. It affects any organization that collects and stores personal data of EU citizens. With the GDPR becoming enforceable in May 2018, the countdown is on for organizations to prepare. The GDPR will impact more than just the Compliance team but indeed many other parts of the business. Key Steps An important first step is to have clarity of the personal data processing practices and content within your organization, including: • What personal data you process? • Where it is stored across the organization? • Who has access to it? • What consent has been provided and where it is documented? • Where it is transferred from and to (including to third parties and cross-border)? • How it is secured throughout its lifecycle? • Are there policies and processes in place to dispose of personal data? Visit OpenText GDPR to learn more about the regulation and how OpenText can help. 2. Pressure on the Compliance function not letting up Compliance officers have never had a higher profile than they do now but with great power comes great responsibility. Pressure on the compliance function has been steadily increasing and 2017 is no exception. For example, sixty-nine percent of firms surveyed in 2016 expected regulators to publish even more regulations in the coming year, with 26 percent expecting significantly more. In addition, personal liability appears to be a persistent worry. Sixty percent of survey respondents expect the personal liability of compliance officers to increase in the next 12 months, with 16 percent expecting a significant increase. In addition, with the GDPR comes the rare explicit requirement to appoint a qualified compliance role, the Data Protection Officer (DPO). Though the GDPR does not establish the precise credentials DPOs must have, it does require that they have “expert knowledge of data protection law and practices.” Key steps Compliance officers don’t need to be technology experts but need to know how to leverage governance, risk and compliance solutions to make their jobs easier. Other key steps include ensuring your policy framework is up-to-date and that staff understand and are trained their compliance responsibilities. Read the AIIM white paper and infographic: Managing Governance, Risk and Compliance with ECM and BPM. 3. A new administration means changes in regulatory priorities President Trump has been clear and consistent on his desire to reduce the amount of regulations in place. From financial services to the environment, compliance officers are bracing for the changes and what it will mean for them. Most industry experts agree that even where regulations are streamlined or reformed, there will be plenty of work for your team to do to address the vacuum left by previous regulations or to interpret the way the new regulations need to be applied. The picture may be uncertain at the moment but you can be certain that regardless, any changes means there’ll be work to do for your Compliance team. Key steps How do you prepare for the unknown? Many pundits advise wisely that it’s business as usual and not to re-draft policies and procedures just yet. Now’s a good time to evaluate your overall compliance program however. For example, if your organization does not have its regulatory information management house in order now is the time to clean up. Whether your firm is based in or works with the United States, the result of the potential changes to the regulatory landscape means that businesses will need to be adaptable in order to quickly take advantage of opportunities, mitigate risks, and stay in compliance. Learn about OpenText compliance solutions. Continue to read compliance challenges 4 and 5 on page 2.

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2017. The Year Distributed Becomes Mainstream for Utilities?

Utilties

There’s been a great deal written about the regulatory uncertainty surrounding the new President but one thing is certain: the influence of renewables and Distributed Energy Resources (DERs) will continue to grow. So, will 2017 be the year that Utility companies fully embrace DERs and what will this new business model look like? The growth of DERs The challenges of loss of revenue due to DERs and the justifiable concern of the utilities that the DER users are not paying their fair share of Grid maintenance costs will need to be taken into account by regulators when they are making the Rate Design policies. At the same time, the Utilities are also beginning to see the opportunities that DERs bring to an aging infrastructure, badly in need of modernization allied with increasingly stagnant demand. Regardless of the new administration’s attitude to the EPA, the Clean Air Act or the Clean Power Plan, it is clear that the US government is keen to legislate in a way that Utilities companies are rapidly adapting to DERs ties grid modernization to the integration of DERs. Indeed, we are beginning to see more and more evidence of Utility companies investing in DERs as a means to abandon or defer upgrades to existing bulk generation and transmission/distribution assets. There are at least two reasons for this: renewable energy – especially solar – is rapidly reaching price parity with traditional energy sources, even natural gas. In some cases, solar and wind are proving, on average, most cost-effective than natural gas. The second reason is that Utility companies understand they need to change from a ‘cost centric’ to a ‘customer centric’ model to survive. Utilities companies are rapidly adapting to DERs While Utility companies struggle with stagnant or declining demand which has meant them seeing any impingement from DERs as a serious competitive threat, customers have been faced with rising costs and declines in the quality of service including unexpected power outages and planned rolling black-outs. So, the growing customer demand for DERs is completely understandable. It is not seen by most as a money-making scheme but more as a way of improving energy provision services in a way that may lower the cost to them. It is that context that has seen Utility company executives quickly turn their attention to the opportunities – not the threats – of DERs. It is instructive that in the State of the Electric Utility Survey 2015, 56% of the utility sector respondents said they understood the opportunities of DERs but were unsure how to build a viable business model. A year later, they had begun work on those models – with the majority favoring partnership with third party providers as the best route. Seizing the DER opportunity Whether acting as an aggregator for DER providers and microgrids or developing completely new supply chains, the Utility companies can lower the cost of DER market entry while protecting existing revenue generation and beginning to explore entirely new service opportunities away from bulk generation into niche and targeted supply. For this to succeed, two things must happen. First, Utility companies that have traditionally provided an end-to-end service must learn how to work in what ABB has neatly termed the energy neighbourhood.  ABB states: “Adopting the energy neighborhood perspective can help bridge historic silos in the energy market, which have been hindering the evolution of more flexible, efficient, sustainable, and environmentally friendly energy systems. By working together more, or at least consulting each other more regularly and proactively, utilities, DER operators and customers can make mutually beneficial decisions about assets, business operations and resources.” Secondly, The ability to communicate and share data and information across this neighborhood becomes essential and proactively adopting digital is going to be a key requirement in Utilities. The DER market already requires sensors and meters to regulate quality and output, the type of ecosystems being built for Utilities to integrate DERs into the grid require complete transparency and visibility. The Utilities, DER companies and customers working together have to be able to make complete sense of the structured and unstructured data involved in service delivery. Coping with this level of digital disruption was recently covered in an interesting blog from OpenText CMO, Adam Howatson which you can read here. In practice, terms of service, SLAs and production and maintenance schedules will need to be combined with generation data and ratings engines to ensure that every party is sure that they and others are fully meeting their obligations. This is especially true with the trend towards Time of Use (ToU) and other demand-side rating design as a means to more effectively compensate DER providers. The challenge will be to implement new types of software – such as EIM – that can act as a central, integrated platform of communications, content sharing and data analytics both within the Utility company and beyond to connect and engage with customers, DER providers and, of course, the regulators. Successful integration of DERs with the existing grid is going to be critically important, as DERs are forecasted to have a big impact on the “Duck Curve” – Net Load forecast curve for the 24 hours of the day. California System operator, CAISO, has performed detailed analysis of net load forecasts till the year 2020 and has shown the need for steep ramping of resources and possibility of over-generation risks. CAISO is also working with the industry and policymakers on rules and new market mechanisms that support and encourage the development of flexible resources to ensure a reliable future grid. American Council for Energy Efficient Economy (ACEEE) has recently reported that Utilities can drive a 10% reduction in peak demand by using demand response capabilities and reduce the impact of the steepening Duck Curve.  New EIM software as an integrated platform for communications will be crucial for the Utilities. It is essential for the successful sharing of content and structured and unstructured data with all the stakeholders including DER providers, Customers and System Operators and for introducing new Demand Response technology initiatives. Read more on page 2 to find out about regulation, and regulators taking center stage.

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Information-Centric Design Broadens Variety of Use Cases for Low Code Application Platforms

low code

In this post we welcome guest blogger Maureen Fleming, Vice President at IDC and lead analyst of IDC’s IoT analytics and information management practice, and IDC’s research covering process automation, API management and continuous analytics. The use of low code application platforms to build and deploy custom applications is one of the fastest-growing large technology markets. In fact, spending on low code is so fast that, by 2018, we expect enterprises to spend more on low code platforms than they spend for traditional application platforms running developer-written custom code. This is true whether enterprises are running custom applications in their datacenters or on a public cloud. The goal of low code platforms is to speed up development and minimize re-work by making it easy for business teams to work with developers to design and build applications. For smaller, tactical applications, developers may not be involved at all. Low code development evolved from either workflow-oriented tools or from data-centric offerings. Teams had to choose which approach made the most sense for their application. As customers began demanding more capabilities to support a broader and more flexible spectrum of applications, some vendors began to offer both workflow and information-centric capabilities within the same platform. They saw value in not forcing the customer to choose, and also saw value in greater flexibility by separating information-based functionality from workflow. Low Code’s Shift to Information-Centric Design Products embracing information-centric design shift teams from building automation by linking functionality to specific nodes of a workflow to using the information structure as the driver of automation and the basis for functionality development. The foundation of this structure are data entities, which abstract data into subjects and their properties. These properties are then used in the development of rules, in interaction and UI design, forms, in navigation or as parameters that can determine which workflow is called or the flow of a process or the page flow of an application. By contrast, classic workflow automation uses business objects as a building block. Similar to data entities, forms are created from the business object properties and rules can use the same properties. Unlike data entities, the properties of business objects are always associated with the workflow. Information-centric design does not require associated workflow, and in fact, workflow becomes a subordinate function to the information structure. As a result of the shift to information-centric design, there has been a significant expansion in the capabilities and use of low code development with corresponding improvements in ease of use for non-developers. Today, the same platform can automate a process and provide case management as well as deploy browser and mobile apps disassociated from any type of automated workflow. The use of workflow automation tools continues to be important, and with the shift to cloud architecture and the use of APIs, there are ways to access workflow as needed either broadly or discretely in support of a specific purpose. In fact, workflow has become more important in our increasingly distributed way of doing business. But for organizations investing in low code to help forge autonomy for business teams requiring automation or to use a platform to build strategic applications, identifying software that is centered around information design while also supporting workflow provides an optimal choice for use across a broad spectrum of automation use cases. More About Maureen Fleming  With more than 20 years of industry and analyst experience Maureen Fleming is Program Vice President for IDC’s Business Process Management and Middleware research area. In this role, Ms. Fleming examines the products and processes used for building, integrating, and deploying applications within an extended enterprise system.

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Excellence in Sales Order Entry – From Document to Digital

digital sales orders

Sales orders, the documents with the odor of company success attached to them! Physical (or electronic) proof that your company sells products that your customers like. Proof that you make money and create and retain jobs. So what could there be that is not to like about sales orders? Well, the question here is: Are your sales orders solely creating value and financial success for your company? Or are they also costing you money? Are they slowing down your business? Maybe even creating conflicts with your customers? Fully digital sales order process – why? In a digital world, you should consider automating your sales order entry process from beginning to end. The digital sales order process should start the minute a sales order enters your company, from document to digital. This should be independent from your input channel – whether your sales orders reach you via EDI, email, fax or paper document, make sure to digitize your sales orders when they first touch your company. Many of our customers have EDI in place for 60 – 80% of their sales orders. However, the remaining 20-40% slows down their business, preventing them from having full insight and transparency of the status of ALL sales orders. The impact When our customers started to capture the data also from PDFs, emails and paper documents, they realized how valuable a fully automated a digital process is. With their model from document to digital they turned the sales order process into a fast, customer-friendly and fully transparent process. They now have full insight into the status of any sales order. If a customer has a request referring to a sales order, they can answer it within seconds, independent from its input channel or process status. Reporting and transparency have exponentially improved. Management is now able to track the performance of the sales order process across countries, from month to month or year over year. Now, even the performance tracking task is a simple activity, too. It is fast and it is accurate. Not only for the electronic input channel, but for all sales orders. The information extracted is also proof that with the new integrated sales order automation, customers have been able to cut sales order cycle time in half by also automating the remaining 20-40% of sales orders. Customer relationships have also improved because disputes over orders and invoices or wrong deliveries have reached an all-time low. The analysis of sales orders allows making purchasing recommendations to customers from evaluating other customer orders – those who regularly order specific products in combination with other products. These cross-sell opportunities are well-received by customers as they create value and often help to meet their core business needs. Have you identified a need to further digitize your sales order entry process? Take a look at how OpenText™ Business Center for SAP Solutions helps to improve the sales order process and much more.

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Banking Trends from SIBOS: Technology Solutions to Tame Rampaging Workflows

banking trends from SIBOS

Editor’s Note: Gerry Gibney, Senior Industry Strategist at OpenText and resident expert on the financial services industry, was recently interviewed on the banking trends and technical needs he discovered at SIBOS (the annual trade show hosted by SWIFT, provider of global secure financial messaging services).  I always come back from SIBOS having learned new things, it’s one of the largest banking events in the world and this year, one of the big topics was domestic payments. Many people aren’t aware that for large banks, corporate internet banking payments represent around 24% of their revenue. They benefit from payment money while it is in their hands and they can charge fees for the payment services. It’s a big market because payments have to be made, whether regular payments such as rent and utilities on buildings or one-time money transfers. And they add up. For bigger banks, we’re talking several hundred million dollars each. Of course, they would prefer to keep that balance in their bank or extract it over time. I see a big role for OpenText here. Our BPM solution can be deployed to help with business networks, so banks can manage the workflow, the processes, and the controls. Managing the controls is important because with the SWIFT processes (payments and messaging), issues include: Who is authorized to send the money? Who else can do it? Who else can approve it? What if that person leaves? How do we add them into the system or remove them? Automating Banking Workflow Our own experience at OpenText is typical. Every year, our company  goes through the payment permissions updating process. What do we need to know? What do we need to get? How do we get it? Where do we apply it? How many accounts are responsive? Doing business in, say, Hong Kong, Shanghai, or Japan, we may have 10 or 20 people with different signatory levels, each needing to sign an eight page statement. Eight pages times 10 people, every year, for every account – that’s 80 pages per account every year, and that’s typical of many companies. A company might well have several hundred accounts with just one bank, and this has to be managed every year, with ever changing rules, like regulators now requiring the CFO’s home address for example. Another workflow example is client onboarding, which has to be done every time. Even if the customer has 200 accounts and they want to add number 201, you still have to go through the onboarding process. So all the information is out there in different places, who knows how well protected it all is? OpenText’s security capabilities, our ability to add workflow, control workflow, minimize, and automate it, adds a lot of value. OpenText is also a SWIFT service bureau. We help with payments reporting, via EDI and our Business Network, to enhance what banks do. We help banking in many areas, across all our solutions – for example, with analytics, on the content side for unstructured data, or helping with records management, which is strong on compliance. With embeddable analytics we can gather all sorts of information, whether it’s for bank employees internally or their clients and customers. This information can be transformed into reports, perform sophisticated analysis, and help companies find new ways to get revenue from it. It can also help to track things more efficiently, comply with government regulations more easily, and improve bottom line without increasing operating costs. In summary, it can be a tremendously powerful component of a bank’s overall offering. The second half of this interview will be published next week.

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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 RFP Process and You – A Relationship Guide (Webinar)

RFP process

Do you have a love-hate relationship with the RFP (Request for Proposal) process? Does it elicit warm feelings that the acronym could also stand for “Reliable, Fair, Pleasant” process? Or is it more like “Really Freaking Painful?” The RFP process began in the Government sector as a way of ensuring fairness to suppliers – all competing vendors get the same information and deadline requirements, evaluate proposals against stated criteria, and select the “winner” in a transparent, defensible way.  Today the RFP process is used in most industry sectors, where organizations see it as a useful method to collect competing bids. However, for many procurement professionals, bid management can be time consuming and labor-intensive. Processes are often manual, paper-based and inconsistent. Large volumes of information with multiple versions must be collected, coordinated and distributed. Vendors, both known and new, need to be evaluated and multiple stakeholders must work together. Smart organizations know that the relationship with the RFP process can be fulfilling, productive and yes, even, satisfying. Below is our Relationship Guide which contains best practice advice on how to improve your bond with this sometimes misunderstood process. Enough with the spreadsheets If you are wondering why your procurement processes are slow, error-prone, and costly, it is probably because of the M-word – most RFP processes are manual. This results in inconsistent execution and vendor engagement, and potentially compliance risk. Moving your bid process online facilitates the efficient flow of work, while enabling the capture of KPIs and process metrics. Automating workflows provides decision makers and management with real-time visibility into procurement operations and enables sound strategic decisions. Difficult-to-manage emails become a thing of the past by moving all vendor and buyer interactions and communications to a single, central portal. According to global management consulting firm A.T. Kearney, the most successful procurement leaders “are fully automated – with real-time access to data.” It’s the 21st century. It is time to automate and join the digital world. Know your suppliers Large organizations often interact with hundreds or thousands of vendors and partners. Sifting through corporate memory to identify the best vendor(s) to fulfill a particular requirement can be time and effort-consuming — if not impossible. Intelligent tools are needed to keep track of suppliers’ capabilities, as well as how well they have performed in the past. Choosing the wrong vendor can have a host of impacts ranging from delayed projects and bleeding budgets, to business disruptions and public relations nightmares. A bid management solution with strong vendor management capabilities can ensure that all relevant vendors are included in the evaluation and that past vendor performance is taken into account when executing new procurements. Follow the rules Like in any relationship, there are rules. And if rules are broken sometimes someone gets hurt, usually in the form of a fine or reputational loss. In one extreme case a few years back, the Government of Canada was ordered to pay almost $30 million in lost profits to a losing bidder for intentionally favoring the incumbent. There are numerous policies that govern sourcing activities. Organizations must ensure they spend money judiciously and eliminate waste; and in the case of government, protect against abuse of public dollars. According to the US Office of Management and Budget, more than one out of every six dollars of federal government spending goes to contractors, making it essential that all sourcing result in the best value for the taxpayer. Legislation such as the US Federal Acquisition Regulation, Federal Accountability Act in Canada, and the Public Contracts Directive in Europe, mandate that business is conducted with integrity, fairness, and openness. Protect the information The RFP lifecycle generates many business records that must be managed. When processes are manual, there is no central repository for communication and collaboration between the numerous stakeholders, jeopardizing information integrity and efficiency. Choose a solution with a secure back-end system of record, enabling the indexing of documents for easy search, full audit trail of actions that have been taken, sophisticated access controls, and automated records retention and disposition. These features play a key role in demonstrating the trustworthiness of the bid process and protecting important records per regulatory requirements. Rekindle the passion In large organizations, an RFP can be worth millions of dollars to a supplier and represent a strategic effort for business, procurement and IT organizations. Business leaders want to know they are getting the best solution for their dollar, and suppliers want to compete fairly for the business. You don’t need to have a strained relationship with the RFP process. A strong bid management solution will make you look at the sourcing in a whole new way. Introducing OpenText™ RFx Center OpenText RFx Center is an application targeted at automating and improving the efficiency of bid management. Built on OpenText™ Process Suite with integrations into OpenText™ Content Server and OpenText™ Contract Center, RFx Center combines industry-leading process automation, content management, and contract functionality in a single solution. Automate RFP, RFQ, RFI, Framework, and sole source processes Enforce regulatory compliance and increase transparency though audit history and tracking of all procurement actions, documents, and artifacts Manage procurement documents in secure centralized content repository Empower business users to rapidly configure workflows and business rules with intuitive, easy to use interface – no coding required Improve efficiencies and integrity for all vendor and buyer interactions using a single, central portal – no more emailing documents Take advantage of powerful Analytics capabilities that provide deep insight into procurement performance Ensure fairness to vendors with increased internal auditability, visibility, and accountability OpenText Live Webinar featuring OpenText RFx Center – Streamling Bid Management Find out more, join us for the OpenText Live Webinar featuring OpenText RFx Center on Tuesday, May 31, 2016 at 11:00 a.m. EDT. Streamlining Bid Management with OpenText RFx Center

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Is Your Application Development Getting Lost in Translation?

application development

More and more companies are changing their approach to application development, focusing instead on the information they need to create and manage instead of on the business process itself. Which makes sense, as people typically ask themselves what needs to happen, before they determine how it should happen. (You wouldn’t decide how you were going to get to a particular store, if you didn’t yet know what you wanted to buy..…….would you?) The biggest challenge with this situation is that the business experts who determine what is needed, rarely speak the same ‘language’ as the IT specialists, who figure out how to make it happen. Unfortunately, this ‘lost in translation’ scenario typically leads to significant delays during the development and deployment of new process or case applications. Bringing these key stakeholders together and providing them with a common language has long been a goal for BPM solutions, and now it is a reality, with an application development environment that meets both of their needs. Process Suite 16 removes this ‘language’ barrier, providing an intuitive application development approach that enables business experts to directly engage in development effort via a drag and drop user interface. And when IT support is required, developers work in the same environment as the business experts, streamlining communication and speeding the time and success of application delivery. OpenText has enabled this business process collaboration with an innovative, low-code application development approach that delivers case management capabilities. It supports ‘information-driven’ design, enabling the person building the application to start with the information or asset that needs to be managed, instead of how the process needs to flow. By enabling business experts, who prefer this approach, to be directly involved in the development of the application, there are fewer communication errors throughout the development process – which means less time and fewer resources are wasted. And by keeping the amount of complex (and expensive) code to a minimum, overall application costs are reduced. The result is an application development platform that speeds the time-to-market for new applications, simplifies the efforts required to modify and update processes, allows for experimentation and creates a common language that can be ‘spoken’ by both business and IT. Interested in learning more about how Process Suite 16 can help keep your application development from getting lost in translation? Read more about entity modeling in this whitepaper from Digital Clarity Group.

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Next Generation OpenText Content Suite is Here…You Won’t Look at ECM the Same Way Again

Content Server

Re-thinking ECM Drives Personal and Process Productivity as well as Control It’s happened. Last month saw the release of major upgrades to the OpenText product line, including an incredible new version of OpenText™ Content Suite. Together they represent the most ambitious, extensive launch in OpenText history. Nothing has even come close to this in my eight years with the company and I have to say, it’s a pretty exciting milestone! Of course, I’m most excited about the powerful new edition of Content Suite. Its most important innovations — huge advances in functionality and usability — are inspired by a whole new way of thinking about ECM, its role in the enterprise, and the way knowledge workers interact with, and use information. What’s led to this step change? Take a look around your own office and the answers become clear. People Processes Governance The demographic make-up of our co-workers is tilting toward the digital-native generation, a cohort that’s come of age with simple, instant access to the information they want, whenever and wherever they want it. And they expect to work the same way; they’re mobile, agile, and instantly responsive. As you’ve probably experienced, most organizations are poorly equipped to meet this new approach to sharing, collaborating, and innovating. Used to be, phone calls, faxes, and eventually email provided 99% of the information flow you needed to do your job. Not any more. Digital information is flooding the enterprise in exploding volumes, from ever-diversifying sources. Data generated by everything from social media to the supply chain constitutes an organization’s most valuable asset, if they can use it properly. There’s a critical need to seamlessly integrate, aggregate, and correlate this information to extract full value from it, as well as the people and processes that create it. Unfortunately, working with huge pools of data has a dark side. Digital information’s key strength — mobility— has led to regular data breach headlines. Countless employees put employers at risk every day by transferring intellectual property to unsanctioned, ungoverned apps for easy access. In a world of increasingly complex and far-reaching security, privacy, and compliance requirements, organizations struggle to maintain control over their information with outdated tools, inadequate oversight, and labor-intensive practices.   Content Suite 16 is purpose-built to help organizations solve all these problems. It’s not just a re-launch of our ECM platform, it’s a complete re-think of the purpose and function of ECM within enterprises as they transform to become fully digital. By building on its traditional strengths as guardian, bond, and organizer of information with new usability and integration functionality, Content Suite shifts the focus of ECM toward creating an enterprise-wide information backbone that places people before technology. It can now bridge previously isolated silos and distribute information effortlessly to drive productivity and oversight in three inter-connected areas: Personal Productivity Users want to access, share, and collaborate on business content in the same seamless, simple ways they connect with each other in their private lives. Content Suite 16 creates this environment. With OpenText™ Tempo Box and OpenText™ Core, organizations can finally foster frictionless synch-and-share collaboration on both sides of the firewall in a fully governed ECM environment. Users work the way they want, on their own terms, anytime, anywhere, underpinned by an ECM safety net that manages everything from version control to auditing to application of meta-tags. Content Suite 16 also introduces a new user interface, one that provides a cohesive personal experience tailored to each individual user. Everything related to a subject can be personalized and presented in a simple format based on the user’s role and device. As an example, here’s an insurance industry use case: Through one easy-to-master interface, users can see everything they need to in relation to a claim — account information, completed claim form, feeds from the adjustor in the field, in-line communication from across the company, task lists, and more. All compiled, connected, and shared through Content Suite. Process Productivity In the digital era, we’ve digitized enterprise processes but not done a very good job of connecting them to each other. The information they produce is usually stored in a siloed repository aligned to the process. It’s usually hard to access, difficult to govern, and almost impossible for the business to use effectively. The Extended ECM capabilities of Content Suite eliminate this. They integrate ECM into the lead applications that produce this data (SAP®, Oracle®, Microsoft® and others), connecting silos to aggregate related information and present the full picture of any instance. With ECM fully embedded in the process, governance policies and classification tags can now be automatically applied right at the source. Users are spared from doing the dirty work, yet benefit from the results. Imagine a use case where a user with a decision to make doesn’t even leave the application they’re working in to access the contract, inventory reports, sales figures, and email communication related to a supplier. Think of the increased efficiency, insight, and throughput. It’s all possible now. Control Having all this newly accessible information available to be usedin innovative, far-reaching ways actually creates more risk and inefficiency if proper governance and control isn’t consistently applied at all points. Analysts have always considered information governance to be one of Content Suite’s competitive strengths and Content Suite 16 improves on that. The key is in the ability to integrate governance best practices into both personal and process information flows without impeding productivity. Personal Productivity content — the high-volume, wildly unpredictable result of day-to-day collaboration and creation — is notorious for being high-risk while resisting oversight. Content Suite 16 introduces new capabilities to transparently capture content as it’s created in applications like file synch and share, email, and SharePoint® and automatically apply retention and security policies based on machine learning. Process Productivity data — critical to continuity and records management — can now be automatically classified, tagged, and aggregated behind the scenes as soon as it’s generated. It’s inducted into the enterprise information lifecycle for effortless discovery and use by records managers, legal teams, and LOB leaders. OpenText Content Suite is the Future of ECM Content Suite redefines the role of ECM in the digital enterprise. It creates a seamless cross-enterprise information grid that provides the Personal and Process Productivity gains enterprises need within a framework of Control. Available on premise, as a subscription in the OpenText™ Cloud, or as a managed service, today it stands as the only comprehensive, fully integrated ECM suite in the industry. Take a few minutes to find out more about what we have in store for you in Content Suite 16. Start by erasing your preconceived notions and perceptions of ECM. Then, visualize what transforming to become “digital inside” means to your organization. Chances are, OpenText Content Suite’s innovative new approach to implementing, extending, and using ECM can get you where you want to be.

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Transforming Your Business Processes

business processes

Many people think of digital transformation as nothing more than the act of going paperless. However, at OpenText, we believe it is much more than this. In fact, we consider digital transformation to be ongoing business processes – a journey instead of a destination. Going digital radically redefines how we innovate, regardless of industry. It accelerates the pace and scale of a business, and creates opportunities for new ecosystems to thrive. With this in mind, business processes need to do more, use more and change more. They need to better adapt to manage routine and non-routine work, and support structured and unstructured processes. And all these processes require content, from forms and documents to images and many other types of media. As this content moves through the business via various processes, the two – content and processes – need to be tightly connected. This is where OpenText™ Process Suite 16 together with enterprise content management (ECM) and customer experience management (CEM) delivers the solutions that support digital transformation. With Release 16, Process Suite supports tight integration between content and processes to connect the right person, system or thing with the content it needs – at the right time. We call this ‘information-driven’ design: it focuses on how your information assets need to be managed and then allows you to build the right processes to manage them. By connecting your business processes with your content, you’re able to create context: your users can stay in the flow of work, uploading and sharing content as needed while the content management transparently happens behind the scenes, applying metadata to content, enriching its contextual value. This enhances your business processes and gives you the opportunity to ensure the right information is acted on at the right step in the process, providing the context so that action can be taken to move forward. To learn more about how OpenText Process Suite 16 and how it can help you create context for your business process, check out the Process Suite Executive Overview.

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Introducing Process Suite 16

Process Suite 16

Real-world business processes can be messy, inefficient and downright painful – we know! We have listened to your feedback, identified your key pain points, and now, are pleased to announce the solution to your business process problems: OpenText™ Process Suite 16. Our new OpenText Process Suite 16 Platform (Process Platform) delivers the power and flexibility you need to digitize, automate and integrate your business processes across functions, systems, machines, and clouds. Process Platform facilitates the process-flow of information throughout your business in human-to-human, human-to-machine and machine-to-machine interactions. And most importantly, these processes can be either structured or unstructured – providing you with the ultimate control to optimize and expand your business performance. The Process Suite 16 Platform was built to simplify the effort it takes to get to a business solution. At a high level, here are some of the new features that will help businesses achieve their desired business outcomes more quickly and easily: One Platform, Two Approaches: Most processes that span a business are at times structured (process), and at other times ad hoc (case). Process Suite 16 enables you to use a single system to easily manage these processes as they transition from structured to case and back again, which better supports the reality of your day-to-day business. Simplified Application Development: Process Suite 16 introduces a new low-code application development approach that provides an alternative to process-centric design. Instead of following a process-driven design, you can build a process application based on how the information needs to be processed. This is more intuitive for business experts and enables them to be directly involved in development. When IT support is required, developers work within the same environment to streamline communication and speed the time and success of delivery. Content Rich Processes: Content is managed with processes, and processes need content – whether it’s a form, document, media or voice file. Process Suite 16 allows you to bring everything together (including both structured and unstructured processes) easily, effectively and at the right time, which increases productivity within and across your teams and processes. Greater Integration Capabilities: Integrations that deepen the information exchange between Process Suite and OpenText Content, Analytics and Experience Suites as well as with external systems and applications. OpenText Process Suite 16 also includes many other new features including improved user experience, new pre-built applications and new mobile app development support. Visit Process Intelligence or read the Process Suite 16 Executive Brief to find out more.

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Creating Interactive Dialog With Your Customers

interactive dialog

What if each customer felt that every communication with you was not only well managed, but a meaningful, interactive dialog? What if every employee engaging with your customers could generate communications that not only inform but engage? Imagine using your customer communications to turn documents into dialog, communications into conversations. Every touchpoint with your customer is an opportunity to engage in a meaningful and relevant exchange. In today’s digital market place, the customer is empowered like never before. As a result businesses need to exploit every opportunity to communicate as clearly and consistently as possible across every channel and medium; whether online or offline, on paper or electronically. Most companies have yet to exploit the potential for driving additional business through customer-facing communications. These communications, the data that feeds them, and the exchanges between a customer and a company are critical assets for strengthening relationships and fueling sales. Tailoring each customer’s correspondence with personally relevant information, informing and engaging customers with every communication, deepens the relationship. The ability to work more personally with customers, even in regular mass-distributed communications such as bills, invoices, statements, notifications etc., is a strong competitive edge. Acquiring new customers can cost five times more than satisfying and retaining current customers, and a two percent increase in customer retention has the same effect on profits as cutting costs by ten percent. Yet research has shown that 68 percent of customers who break away from a relationship with a company and go elsewhere do so because they feel unknown and unwanted. This alone justifies efforts to connect more personally at every touchpoint of the customer’s journey and to create easy, frictionless, ways for customers to initiate and manage their own contact. Smarter Communications Improve Revenue and Streamline Costs: Enable business managers to drive business: Direct, hands-on connections to customer communications remove the lag time between seeing a business opportunity or necessity and acting on it. Business managers create and manage marketing messages and campaigns and the rules that deliver them to the right customer at the right time. Match the message to the customer: Whether it’s welcome packs, order confirmations, delivery notices, invoices, or statements, personalized documents build customer loyalty. Even at high volumes and processing speeds, personalizing every document, including cross/up-sell offers or other notices can be tuned to each customer. Let the customer control the conversation: Through simple self-service, customers can specify their preferred channels; print, fax, email, mobile, web, and other electronic channels. This variety of choice empowers customers and also gives you multiple channels for new services or business development initiatives. Interactive content presentment: Rich media, dynamic charts and graphs on communications not only provide better information, they create dialogues between supplier and client. Each touchpoint brings you closer to your customer, providing valuable insight and a better customer experience. Find out more about how you can use OpenText™ Communications Center to establish a modern communication processing environment in your enterprise. Using data from your existing business systems (without requiring any changes to those systems) to dynamically generate the communications you use to run your business and correspond with your customers, partners, suppliers, and employees.

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Transcending Application Creation

BPM capabilities have gone through a radical transformation as a result of Case and Dynamic Case Management (DCM) concepts. The Case type concepts were intended to help people wrap their heads around the business applicability of BPM which was desperately needed since “core BPM” is often considered to be nothing more than another development type language. The natural outcome has been millions of transient (short, specific, temporary) BPM transactions; such as order processing, back ground checks, cases and escalations. The key question is how does one get past each of these BPM records from being simple transactions? If you are familiar with the intersect of BPM, Case, DCM, Content, Agile, system and data federation– skip down. If you’re not, here’s a little background. Case and Dynamic Case Management placed BPM in language of the common user – made it tangible, understandable and configurable. They include pre-built capabilities such as escalations, dynamic assignments, deadline calculations, etc., essentially creating functional “building blocks” that simplify application construction. Core BPM stitches these functional blocks together. You can rapidly change or restructure them – facilitating agile thinking, enablement and managing them through completion. The functional blocks are typically accessible to both core BPM and Case. This capability library is used to build horizontal utilities and vertical specific applications – delivering on the intended business enablement mission. Process Orchestration is a key mandate of BPM; pulling together multiple human steps, departments, systems and data into an end-to-end, orchestrated and managed set of activities. The real core BPM value is the in place utilization of ERP type data – i.e. read, written, reported on from the system that owns the data – this includes systems like SAP, store management, inventory, asset management, contract systems, content management, etc. Now add digital transformation as it has significantly increased the demand for “content” (files, documents, media files, blogs, etc) to become a pivotal and contextually relevant part of the process. This must happen without replicating the content, instead maximizing the media, files and content in place with capabilities such as media editing, document creation, etc. If you skipped down, here’s where you can rejoin… All of these concepts – BPM, Case, DCM, etc. – have been driven by traditional process and procedural type thinking (step 1, step 2, step 3) – call this waterfall, agile, sprints, process definition, or application design. It is the power of these concepts that made it phenomenally simple for the lay-business user to construct personalized use cases, apps, processes and systems with no concern about BPM, Case or DCM. The glitch is that it also has resulted in isolated transient [BPM] transactions that cannot be tied to other business directives, objectives, or outcomes without a significant amount of “Master Data Management” type effort to glue information together that should not ever have been created in isolation. This transaction isolation is the result of limited inter-project collaboration despite everyone having great intentions. There is not much BPM can do to drive human dynamics here – people will build within their domain, confines and areas of control. People will follow natural behavior and protect themselves, teams and budgets – no type of BPM technology introduced will change this. What we can do is benefit from this behavior, give people the tools to do what they want to do within the individual projects. This challenge will continue to get more significant as BPM becomes more and more simple and closer to the hands of the “Citizen User”. The next major hurdle for BPM is to facilitate the “Citizen User” while ensuring that silo construction efforts become enterprise, business relevant capabilities – and allow companies to look at transactions within context of the revenue and operational demands and expectations. The most logical path to facilitate relevancy is to allow the business to understand the assets, documents, buildings, constructions sites, etc – the “stuff” that drive processes and revenue. This “stuff” can be anything – from a contract to a building to a truck fleet to computer hardware. These items typically exist in a company for long periods of time, up to decades and end up being persistent records (records that hang around and are usable and relevant for extended periods of time). Take an oil rig for example, it is persistent within BPM and there are several processes that it drives. From drilling to ordering to construction to auditing to oil pumping to helicopter flights to staffing, etc. Plus, an oil rig has a lot related “stuff” such as pumping stations, contracts, helicopters etc. Each of these have their own individual lifecycle with processes attached to those elements BPM must bring those transient and persistent transactions together with content – in the manner and pace at which a business thinks and executes. This means configuring and building an enterprise application, asset and organizational change framework without any formal project around it. This means that all of the “stuff” and the related processes can be glued together and can systematically and progressively become an orchestrated BPM solution without breaking agility – by multiple, isolated, non-collaborative projects. The ability to create persistent BPM records surrounded by transient records that drive revenue and operations transcends BPM today. Instead of trying to construct all permutations of step 1, step 2, step 3 so that the process is managed, the persistent record (aka the oil rig) can be the center of the multiple processes. This allows for an oil rig to be defined as it is used. Once the oil rig record (or the idea of the oil rig) has been initiated (to any initial level of initial maturity) one can start mapping processes and procedures around it using BPM, Case or DCM concepts. Now, you are able to construct the progressive and relevant activities around “stuff” that drives the business. You can create linkages with contextually relevant content while evolving the maturity and sourcing of information. This allows for clear business definition of the “stuff” that impacts the business – including information hosted in external systems. OpenText call this approach Information-Driven Design. The “stuff” or persistent records are called entities. Entities have lifecycles and associated tasks. It is the objective to place the power of agile, rapid, isolated capabilities, corporately leveraged, contextually relevant configurability in the hands of the “Citizen User”. We are excited about this approach and how it can deliver greater BPM success for our customers. Come to the Process Suite booth at Enterprise World for a peek at current abilities – and make sure you schedule time to get to the Innovation booth to have a look at what’s coming.

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Enabling the ‘Citizen Developer’ with BPM at Enterprise World

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You’ve heard it before—employees must do more with less, productivity is critical to results, multitasking now pays dividends later. But in reality, it’s difficult to juggle existing tasks much less a modern workload without the use of eight arms or a time machine. Luckily, your organization’s bottom line does not have to suffer. Business Process Management (BPM) is an incredibly effective way to help improve business results. Putting systems in place to streamline and optimize business operations is always a good idea. When you manage and control those business processes, you reduce costs while gaining opportunities (more customers, more revenue, more partners, etc.). So what’s new? Businesses are going digital. This means processes need to do more, use more and change more. Now, business processes need to adapt to manage routine and non-routine work. Simply put, they need a better way to work – better innovation, better insight and better productivity. But this can overwhelm IT so everyday workers need to transform into a so-called Citizen Developers. How much productivity? Citizen Developers may be the key for business looking to speed the time to market. Gartner’s “Citizen Development is Fundamental to the Digital Workplace” August 2015 report found nearly two-thirds of those surveyed took less than two weeks to develop an app; most of those surveyed had little or no developer software training. So what does this mean? Process management needs to include both structured and un-structured ad hoc processes. Typical processes still need to be managed (claims, service requests, etc.) and ad-hoc process (those processes that are more collaborative and less structured) must be supported via process applications (case management, for example). This requires the ability to build and modify process applications much more easily. And the best way to do that is to get the user involved—it’s faster and results are quickly evaluated and adjustments can be made. It all comes down to speed and simplicity—speed to deploy, evaluate and optimize. Know if your process will deliver or it needs to be adjusted is key to your success. You simply can’t wait months to find out. When the market changes or customer needs change, you need to adapt quickly so nothing is missed. Achieving this new standard for business process management is what we will be talking about at this year’s Enterprise World. We can’t wait. New Innovations in Process Suite We are excited to reveal the latest from the OpenText Process Suite in Las Vegas in a few weeks. Building applications quickly to manage processes is at the core our innovation strategy. We are working to empower the Citizen Developer to ease the burden on IT and give the business the control and access to solve issues directly and effectively. These new capabilities will come to market along with key improvements in the Process Intelligence component along with several new and updated pre-built applications. We hear from many of our customers that the priority is to gain the flexibility and ability to customize and evolve their process application quickly. This includes greater flexibility in what you can do on mobile devices and how you can leverage the cloud. We are excited to share all the new news with you at Enterprise World. Join us in Vegas We will be showcasing new capabilities with Process Platform, new process applications and more in Las Vegas. You will have the opportunity to meet with the experts behind the innovation and talk to customers who are benefitting from the platform today. Check out information on this and all the breakout sessions at Enterprise World 2015 online at http://www.opentext.com/campaigns/enterprise-world-2015/program/sessions.

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How many Clouds are enough to Archive Effectively? At Enterprise World, you’ll see the Answer is…One

Imagine if your IT department announced that it had launched an automatic new cloud archiving system to house all your business emails in the cloud and let you to access them from your email program of choice. No more “mailbox is full” messages. No need to delete large attachments to stay within memory limits. Less drama when you lose your laptop or your laptop needs upgrading. All your emails will be instantly available on your new hardware. Then picture the following month your IT admin announces that they’ve created a second cloud archive system. This time for the files and documents you use to conduct day-to-day business. You’ll have access to all your files and documents across multiple devices–complete with version control so that you can recover an old version, if needed. Pretty sweet! But hold on…the next month, those industrious IT folks delight you further with a third archive repository. This one dedicated to your SAP related data and documents. It introduces new and useful features such as displaying thumbnail views of documents right in your SAP application, and all relevant documents are dynamically presented exactly where and when you need them in your business process. In the fourth month (why is this starting sound like a Christmas carol?), your prolific IT admin team announce an archive cloud which operates behind the scenes to tighten security and governance for your BPM data and documents. Each cloud archive system on its own is fantastic in its own right, but when you put them together, you’ve got four separate systems in the cloud; four logins, four places to search to find what you want, four siloes of information not integrated with each other. You can search them from their native apps, but wouldn’t it be great to have a central place to archive? That’s the thinking behind OpenText Archive Center, Cloud Edition. It’s an enterprise archiving service running in the OpenText Cloud as a public cloud service. Best of all, it draws on our extensive experience in archiving methodologies and technologies to be fully enterprise-class and scalable to meet your needs. You can start archiving SAP content today; expand to email and files tomorrow; and, when you’re ready, expand your enterprise archiving further by connecting to other file types in other systems using open standards. All your enterprise content–in one archive system in the cloud. I’m hoping you’ll be able to join me at Enterprise World 2015 as I present a breakout session ECM-405 Product Update: OpenText Archive Center Has Launched! – specifically about the archiving challenges that businesses face, and how the introduction of Archive Center Cloud Edition helps alleviate these issues.

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Enterprise World 2015: Your Best Bet for Enabling the Digital World

Both business models and entire markets are being disrupted by digital technologies, a changing workforce, a global marketplace, and digital consumers. Organizations need to evolve and operate at the speed of digital or face the risk of losing market share and becoming obsolete. As well as being at risk however, these disruptions are presenting the enterprise with enormous opportunity. Enterprise Information Management (EIM) empowers businesses to capitalize on digital disruption to become business leaders and outperform their peers. That’s why we’re focusing on “Enabling the Digital World” at our upcoming annual user conference, Enterprise World 2015. This year’s event runs from November 8 to 13 at the legendary MGM Grand in Las Vegas. I can’t think of a more fitting place to exchange best practices and stories of success, release new products and services, and discuss the pace of digital innovation and transformation. When most people hear “Las Vegas” they think immediately of casinos and gambling. When I hear Las Vegas, I think about how this world-class city has transformed itself from a gambling mecca to not only a family vacation destination but also the convention capital of the world. For most of our customers, they are still making that transformation to a digital enterprise and our job at Enterprise World will be to enable them to succeed in a Digital World. The conference kicks off with training and a Partner Summit, where we’ll host more than 500 OpenText partners. The conference officially opens on Tuesday afternoon in the Enterprise Expo. By the end of the week, more than 2,000 customers, partners, and staff will have attended hundreds of training sessions, keynotes, breakouts, customer reference roundtables, and meetings. Our customer call for speakers has just closed and we had more than 70 of our customers submit proposals to speak about their OpenText implementation. Why is it important to have our customers present at Enterprise World? Because we understand how valuable it is for our customers and partners to hear from their peers about the same or similar types of business challenges they face—and how they are using our EIM portfolio of technologies to overcome these challenges. Enterprise World will give you a one-of-a-kind opportunity to gain valuable insight into succeeding in a Digital World. At the conference, you’ll have a chance to: Listen to visionary keynotes and product roadmaps. Attend training, breakout sessions, and workshops to ensure that you’re getting the most from your OpenText investment. Shape the future by collaborating with OpenText executives, engineers, user experience designers, and researchers. Join the conversation and meet the wider OpenText community to trade tips and share best practices. Perhaps most importantly, you’ll get the chance to connect directly with the team of OpenText experts to ask questions, make suggestions, and tell us how we can help you. Join us at Enterprise World 2015 and discover your organization’s greater potential. Register today and save.

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Digital-First Fridays: Operating at the Speed of Digital

It is not the strongest or the most intelligent who will survive but those who can best manage change. – Charles Darwin We live in a time of unprecedented change. In every sector, digital technologies are changing the rules of business by enabling new business models. Startups are reshaping entire industries, combining technologies like cloud, social, mobile, and analytics to deliver more targeted customer products and services. These technologies are empowering organizations to bypass the traditional costs associated with barriers to entry and connect directly with consumers to meet their needs. Startups are disintermediating the market leaders. Over the next five years, executives expect digital disruption to displace four out of ten incumbents—or 40 percent of established market leaders.[1] This is a startling prediction. Part of the reason why this will happen is because startups are able to operate and scale at a very fast pace, innovating very quickly—a pace that larger incumbent organizations (with their legacy systems) can’t match. This is the speed of digital and its potential is uncharted. With more people connecting and sharing ideas in a global, digitized marketplace, the pace of innovation will only increase exponentially. The formula is ten times the innovators at one-tenth of the cost and 100 times the power. Digital Disruption is Stronger and Faster[2] In a Digital World, the development of new products will evolve from sprints to hyper-connected dashes. Product features will be crowdsourced and collective. Feedback about consumer experience will be collected to upgrade features, improve delivery, and serve niche markets—in real time—removing the developer “safety net”. Every single disgruntled consumer will tell 1,000 potential customers about a bad customer experience. Brands will be built up and destroyed on social networks. Product ideas will be shared across yottabytes (one trillion terabytes) of data and millions of people, as innovation cycles are faster, compressed, and even approach the spontaneous. Business Models are Advancing Disruptive technologies are fueling a subscription-based economy. As business moves to the Cloud and mobile access becomes pervasive, the requirements for on-demand services are deposing the mainframe in enterprise infrastructure. Digital innovators are focused on creating exceptional experiences for the digital consumer and benefiting from a lifetime of customer value. As product experiences move to new platforms, companies are measuring their value based on recurring metrics over one-time metrics. In a Digital World, organizations will have to embrace digital disruption or they face the risk of losing market share or becoming obsolete. They will have to disrupt or die. To keep pace, organizations will have to reinvent themselves. They’ll have to digitize their information and operations. They’ll have to innovate at the front end to capture the mindshare of digital consumers and modernize their back offices to integrate their operations more efficiently across the supply chain. And they’ll have to restructure their IT departments to support a digital workforce. They’ll have to operate at the speed of digital. All of our customers have embarked on this journey of digital transformation. Here are a few examples of how they are disrupting their business using the Cloud, analytics, process automation, and mobile computing to simplify their volumes of information, digitize their operations, and accelerate opportunities for success: Mitsubishi Motors is outsourcing its B2B e-commerce capabilities to the Cloud and achieves stronger integration with its suppliers in Europe, without making additional investments in headcount or software. Dell Services is setting new standards of excellence within the IT services industry. Using analytics has helped them drive positive change, increase value, and improve engagement with organizations worldwide. First United Bank is using a BPM solution to help it achieve its goal of going paperless. To date, the Company has digitized over 200 processes and converted over 2.5 million documents and images into digital format for considerable business improvements, including overall growth and customer satisfaction. The City of Barcelona has a comprehensive digital strategy that embraces delivering more targeted and mobile services to its constituents, based on the innovative mobile identification system called “mobileID”. Find out how you can capitalize on digital disruption. In my next post in this series, I’ll explore what it means to function as a digital business. Read my book, Digital: Disrupt or Die. [1] “Executives Expect Digital Disruption to Displace 4 in 10 Incumbents by Industry within Next Five Years,” Webwire, June 24, 2015, http://www.webwire.com/ViewPressRel.asp?aId=198501 (accessed July 2015). [2] James McQuivey, “Digital Disruption: Unleashing the Next Wave of Innovation,” Forrester Research, Inc., 2013.

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New Forrester Report Cites OpenText as having “the broadest ECM backbone for enterprise applications”

The latest ECM analysis from highly respected Forrester Research has been released, and OpenText has been recognized as a leader in their evaluation of the most significant ECM software providers. Now, that’s always great news; our ECM solutions are consistently ranked at, or near, the top in every analyst’s reports, and we work very hard to ensure our offerings deserve that designation. But this one’s different. What’s special about this Forrester ranking for me and the rest of the ECM team here is the area of focus for this report. Entitled The Forrester Wave™: ECM Transactional Content Services, Q3 2015, this new analysis concentrates specifically on the field of transactional content management, in our view, the ability of ECM platforms to integrate with the lead applications that drive back-office business processes and help organize, extract value, and apply governance to the huge pool of information and data they generate. It’s an emerging priority for many organizations, and Forrester has deemed it worthy of its very own report this year. It’s also been a long-standing focus for OpenText, and that’s why we’re so thrilled to be recognized as a leader by Forrester. We’ve believed for some time now that organizations won’t be able to make the full transition to becoming successful, streamlined digital enterprises if they’re still trapped in a world of silos and isolated information. A wide variety of our customers (a couple of case studies are here and here) are now realizing the benefits of embedding ECM into their business processes and fully utilizing their transactional content to drive value and productivity. So, what is this “transactional content?” It’s the seemingly endless river of information that fuels enterprises; the invoices, statements, applications, communication, onboarding, and more that mostly emanates from sources outside the enterprise and has been traditionally ingested through a variety of isolated systems‑BPM, HCM, ERP, CRM, and others. There’s a lot of it within most enterprises, it’s highly structured, and it contains a significant percentage of their knowledge capital. For years, this information has generally been acquired, used to trigger an immediate process or task, and then been relegated to its respective repository. If it’s needed again, one-off access usually involves time-wasters like screen flips, log-ins, convoluted queries, emails, or even phone calls and walks down the hall‑not exactly productivity central and nowhere near good enough to efficiently paint the whole picture of a case or transaction. What’s more, there’s often been very little in the way of standard governance practices applied to the information housed within these processes. The answer lies not in extracting that information and transferring it to another repository, but in bringing organization, intelligence, and agility to it right where it’s sitting. By embedding the inherent organizational and governance strengths of ECM solutions into operational standbys such as SAP®, Oracle®, Microsoft®, and Salesforce®, organizations can tie them together and create a holistic, cross-enterprise information flow. After all, these lead applications are where all the action takes place, where the knowledge workers do their jobs, and where the value created by this information can be best used. Why not keep it all there? The newest generation of ECM offerings has the analytical, auto-classification, and integration capabilities to bridge the silos isolating each of these applications, facilitate a seamless information flow, and build a single, unified view of a transaction. Users effortlessly see everything they need, when they need it, efficiency and insight skyrockets, and all involved are way more responsive and productive. We believe that Forrester has acknowledged the growing importance of this strategy. We also feel that the fact that they’ve recognized OpenText as a leader is validation we’re on the right path.

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Expanding the Banking Universe with a Mobile-Only Play

Mobile phones continue to help break new ground in the world of Banking. A very interesting example is called Atom Bank, which is in the United Kingdom today, or is it everywhere? Atom Bank was recently awarded a banking license and plans to commence their operations later this year. They have already raised around 25 million pounds (about $39 million). So why is this so interesting and different? Atom Bank will operate only through a mobile app. That is right, they just have an app. Of course there will be no branches, and they will not have a website initially. This is a strange strategy as how will customers be able to find them unless they read my blogs? They claim that customers will be able to open accounts and carry out all their banking activity using only a smartphone. The also said they want to “set new standards for the banking sector” when it comes to technology. Well this matches quite well to what Millennials are thinking about innovation in banking coming from technology companies, not from banks. Viacom Media Networks did research and came up with the Millennial Disruption Index, which is copied below. Notice that 33 percent of Millennials do not think they will ever need a bank, and nearly half are counting on technology start-ups to overhaul the way banks work. Talk about supply meeting demand, and here comes Atom Bank. Or maybe they should be called Atom Software, the smartphone technology company with an app. Banking on Mobile Source: Viacom Media Research Atom is the latest in a string of technology companies shaking up the banking industry. Who would have thought that Apple would create a payment service a la PayPal? It has certainly done well so far. Anybody know a user or two of Venmo, the under 30 set’s current favorite to make small payments to each other? This is not futuristic; they already exist and work well today. So, will Atom Bank be what Millennials are longing for? Well there are a few challenges, or what we might call complexities. They will need to work with a regular retail bank for mundane things like checking and cash deposits. I don’t know if they will be responsible for Know your Customer (KYC) or will have deposit limits or concern themselves about anti-money laundering and SARS (Suspicious Activity Reports). Perhaps the brick-and-mortar bank they plan to partner with will do the heavy compliance lifting for them. Since Atom Bank is all about a high quality customer experience with a smartphone, they are certainly addressing what Millennials are looking for. They are not yet sharing all aspects of what they plan to do, as they said they do not want to assist potential competitors. They did announce that they will have biometric security, 3D visualizations and gaming technology. Sounds like fun! An app on your smart phone will do all of that? Mobile phones, now smartphones, have come a long way. Even if all of this works as planned and Atom Bank is very successful, they will have fierce competitors from startups as well as established organizations. But if they capture the hearts, minds and bank accounts of the Millennials before others do, they will be very successful and the reality of the Millennial Disruption Index will become even more obvious.

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Enterprise Mobility: Are you an Enabler?

Seventy three percent of the world’s population uses mobile phones, more than 5.2 billion people around the globe. The majority of millennials say that their smartphone never leaves their side, 24×7. This is just the tip of a mobility movement that promises to intensify in the future. How is this consumer behavior impacting enterprise mobility? Range of Mobility Responses For some enterprises, mobility means issuing cell phones to employees and ensuring the devices are managed and secured. Other enterprises load iPads and iPhones for their sales force with productivity solutions like travel planning and expense reporting. Enterprises like car rental companies and 3rd party logistics companies, have been giving their field operations specialized mobile capabilities for decades. Mobility has been embraced by the public sector as well, from social case workers to first responders to law enforcement officers, mobile solutions are decreasing response time and even saving lives. “With only a few taps on a smartphone screen magical things happen – laws, services, records and processes turn into something very simple and user friendly.” – City of Barcelona Entire business models are being disrupted by mobile. When mobile devices are integrated with critical business processes, and especially with information flows focused on the customer, mobility raises to whole new level of importance for the enterprise. Think of Uber the taxi alternative that couldn’t have existed without the upsurge in mobile. The Insurance industry will never be the same, with turnarounds for P&E claim settlement dropping dramatically with the integration of mobile. New payment approaches like Square have been spawned by mobile. And there are a whole new set of retail buying behaviors because of mobile. Superior Customer Experience The mobile experience has of course much to do with responsive web design and omni-channel enterprise enablers, but it is also being driven by the proliferation of awesome mobile apps. These apps serve up both consumer and enterprise mobility solutions. A study published by Compuware found that the majority of mobile users prefer apps over web sites; however, only 28 percent said apps offer a better user experience than sites. De veloping an effective enterprise app strategy is no longer a luxury for the mobile enterprise. I had an interesting first hand experience just this week. I am an OpenText Core user and had originally signed up and begun using it through my desktop. Perhaps I’m not totally objective, but it has a great customer experience, easy to use and great collaboration features in the cloud. Earlier this week I received a Core email notification about a document I had been collaborating on and I was mobile at the time. I clicked through the link on my iPhone and was asked if I wanted to download the Core app. I did and it was quick and easy – I was viewing the document almost instantly on my mobile and able to respond to keep the flow going. All About that App? The inflection point for becoming a mobile enterprise, as with any technology disruption, is different for different industries. What is clear at this point is that enterprises need to be mobility enablers. For now, a mix of responsive design solutions and apps seems like a good balanced approach. There will be more on the latest mobility trends and solutions at Enterprise World 2015. Hope to see you there! Author’s Note: Lest we forget… the world of mobile is not just phones and tablets, specialty devices especially wearables are also becoming an integral part of our enterprise ecosystems. Check out this post on the possible future for the iWatch and the supply chain. Image Source: Shutterstock_173233781

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