Information Management

Back to School Season – Continuing Education

continuing education

The back-to-school season impacts all of us. Perhaps you’re preparing your children for a new school year. Perhaps it means increased traffic in your neighborhood. Perhaps this is a time when you grab a discount on clothing or electronics. Regardless of what back-to-school means to you, this time of year should remind us all to check our skills and look at opportunities for continuing education. Pay attention adults! Before you stop reading and tune me out, let me give you three good reasons why continuing education is important for you and your teams. Shiny New Toys When you purchase enterprise software from solution providers like OpenText, there is often a “shiny new toy” period that represents the exciting moment right after implementation. You have taken it out of the box, and now is the time to play! With products such as OpenText™ Qfiniti, you’re building evaluation forms, designing recording plans and training your staff. Don’t let this moment fade too quickly. Take the time to build acceptance among your user community, and use job aids and videos to drive interest. OpenText Learning Services has several innovative training packages to help keep it fresh and make the roll out of your new solution successful. Products to the Max A few months after the “new toy” excitement comes a period where users and administrators become accustomed to the features currently in use. Over time, your organization changes and some of the unused features and services of a solution are forgotten. If you are new to a specific product or perhaps even a seasoned veteran familiar with its use, take the time to review adjacent features. On a personal note, I try to learn one new feature or app on my iPhone per week, and this keeps me up to date after each upgrade. The same is true for enterprise software. Keep in mind once again, if you need help with this our team is here for you. OpenText Qfiniti has exciting new features such as evaluation plans, reports, agent guidance and desktop analytics that should be on your planning and training radar this year. The Revolving Door One final reason to “enroll” in continuing education this year is the byproduct of employee turnover in the contact center. As roles change and people leave, new people need to be equipped with the skills needed to effectively coach employees and administer enterprise software. Perhaps you have 5 or 500 people who need to be trained; we offer flexible, customizable learning solutions to accommodate a wide range of learning styles and customer needs. OpenText Learning Services customers benefit from expert support, decades of experience, and tried-and-tested approaches. Napoleon Hill, the American author and leadership guru once said, “If you are not learning while you’re earning, you are cheating yourself out of the better portion of your compensation.”  The skills you use today are important, but the learning you undertake will live on throughout your career. I encourage you to work with us and ensure business success by developing your learning services roadmap, influencing your training content, and aligning the delivery of learning with the needs of your organization. You can read more about our education services and view details on dates, locations and pricing in our public training schedule.

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Take the LEAP: be a Digital Trendsetter

trendsetter

Every year KMWorld, one of the world’s leading knowledge management, content management, and document management publications, evaluates in the industry  to identify companies and products that anticipate the needs of organizations to provide the most useful and innovative solutions for the marketplace. I’m pleased to share that this year LEAP has been recognized as a KMWorld Trend-Setting Product for 2016. The publication awarded us on foresight in developing the LEAP platform, the best source for content apps designed to drive user productivity and solve digital business challenges for the enterprise. This honor is further proof of leadership in creating next-generation applications for the ECM market, highlighted by our groundbreaking cloud-native content platform which empowers customers to get transformational value without the need for migration of content to yet another repository. As KMWorld indicates, they include among their list organizations whose solutions hold promise for the marketplace. As the transition to cloud and Software-as-a-Service (SaaS) evolves, many businesses leaders may not yet be fully aware of the need, or may be hesitant to move away from an on-premises system and adopt a new cloud model. However, LEAP applications, in conjunction with existing ECD systems, enable customers to achieve the flexibility of a cloud-first rather than cloud-only solution. In other words, LEAP applications combined with the solid foundation of Documentum and InfoArchive create a better together hybrid solution that can adjust to any organization’s needs. And we are hardly resting on our laurels. Are you ready to be a digital trendsetter?

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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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Winning Without Migration in a Digitized World

Content migration

An executive is scheduled to travel to a customer meeting at the last minute. He quickly makes flight arrangements, books a place to stay with Airbnb and makes sure the Uber app is on his mobile phone. Then he does one last thing. He finds a big box and stuffs it full with his all the information he’ll need for his meeting. He tapes it closed and lugs it to UPS shipment across country. The story is a little preposterous, isn’t it? With all the technology available, the idea of users hauling physical data around is from a previous age. We leverage all the advances that digital-focused companies offer, yet, while various access tools are available in this new era, many organizations still accept limitations in managing their own content. Uber doesn’t require you to bring your car with you to use its service. Airbnb doesn’t need your furniture. Why should a business need to shuttle around its content in order to use it? Despite the claims of some industry vendors, the hybrid world of content will thrive for many years. Organizations continue to store and access content of all types, including files, media and more, using both on-premises and cloud repositories. However, to create real business value, this content has to be brought to life and used in a way that solves key business challenges like invoice processing, loan processing, claims processing, employee onboarding etc. Two fundamentally different approaches can address this goal: The first option is to shuttle all content into a single repository, hand over the keys to the content kingdom and then pray that it’s secure and meets all compliance and regulatory requirements. There can be advantages to migration, including in the ease of managing, indexing and sorting content. However, in order to achieve this result, an often time-consuming and costly migration process is required (migrating meta data, roles, schemas for billions of objects is not an automated task – it does require PS and a few aspirins on hand). In addition, a single repository solution can both create a choke point that may lead to security and compliance issues and effectively render data that has not been stored or updated into that sole location as virtually useless to a business. Companies who offer this sort of solution have, to their credit, realized these limitations and attempted to develop supporting products to ease the forklifting of data to their specific repository. But this really serves as not much more than a Band-Aid option, eventually requiring the additional steps of classifying incoming documents, indexing them, maintaining the meta data models and relationships and toiling through the arduous job of getting security and compliance certifications on an ever changing content set – not just at the infrastructure, but also at an application level. The second option is to manage the content in place without migration and develop context of the content via a smart access service built on top of all repositories.  Today’s users don’t care so much about where the content they need comes from. A field worker in an energy company doesn’t care as much as where the SOP (standard operating procedures doc) comes from – but rather that he can access it on his mobile device, review and approve it and let his manager know that he has done the job. Content for this simple, but very frequent use case can reside in many different repositories. Why move the content from all those repositories when you can manage it in place?  With our open approach of repository flexibility, whether using Documentum, SharePoint, SAP, Google or even call center operations or email marketing software content can remain in place and be located and leveraged without the complex, time consuming step of migration. We understand that as the world changes around us, repositories will become table-stakes. They can be anywhere. They are simply a means to an end. The key for success will be rather to provide value on top, with solutions such as collaboration across content, easy review and approval of tasks requiring documents from across locations. The heavy lifting of connecting with these repositories is done behind the scenes, enabling customers get an out of the box way to connect all repositories to purpose-driven apps that solve specific business problems. This is what we have accomplished with LEAP.

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Adapt to Ever-Changing Markets With Dynamic Predictive CRO

dynamic predictive CRO

So far in this series, I’ve covered having a flexible toolbox and flexible technical expertise, while in the last two posts we talked about the importance of planning ahead with respect to traffic patterns and your resources. However there will always be things that come up that require you to drop what you are doing and turn around something as fast as possible. Not getting phased by this is the true secret to a Dynamic Predictive CRO program. An example of dynamic predictive CRO in action Disaster! Sales of one of your key product categories have suddenly tanked. The category team don’t know why. You review analytics and find that most people aren’t even moving past the category listing. This started a couple of days ago. You check out a competitor website. Sure enough they have revamped product pages for this category and are offering a discount. Now, you are in the middle of creating a major funnel redesign test. The CMO is expecting results next month, but the category marketing team need your help right away. You need to be able to quickly switch around your roadmap and resources quickly so both tasks can be done in parallel. This brings into play every type of flexibility we’ve talked about so far: Type of test You want to test both discounts and product benefits right away, so you need a multivariate test. Technical flexibility You need to apply a discount only for customers who have been assigned the ‘discount’ creative, plus you need to show the discount on category and product pages and then apply it in the checkout process to ensure customers are charged the discounted price. This is beyond the capabilities of WYSIWYG testing tools, so you need your JavaScript guru here. Timing flexibility You need to get this in quickly, and run it at the same time as your big funnel project. You have high enough traffic to split the affected category traffic out of your funnel test without sacrificing speed. Resource flexibility As mentioned before, you need that JavaScript guru now. You also need help right away from your colleagues in discounts and pricing, and designers to get you some discount banners. This actually sounds deceptively simple, but if you have an organization that relies on rigid process most of the time it will be hard! Once you can do all this without breaking a sweat, then you can have confidence that your program is dynamic, predictive, resilient and ready to cope with any conversion-related challenges your customers can throw at you. If you missed any of the previous posts in this series, don’t forget to check them out: Does Your Testing Program Have the Flexibility to Meet Your Goals? Build Technical Flexibility for a Dynamic CRO Program Test at the Right Time – Flexible CRO Seasonality Want to Build a Dynamic CRO Team? Flexibility is key

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The Year’s Best Conversation is Coming: OpenText Dialogue 2016, Sept. 26-28

Dialogue 2016

At this year’s OpenText Dialogue 2016 conference, you couldn’t be in a better seat to get insight and guidance on how to develop and execute successful digital-first customer experience strategies. We’re bringing together OpenText leadership, technical specialists, and customer engagement product experts. And to start us off, OpenText CEO and CTO Mark J. Barrenechea, and the Forrester Research Principal Consultant Serving Customer Experience Professionals will share their thoughts on where the Customer Experience Management (CEM) market is headed. Why is CEM such a hot topic? It’s inescapable, really. The digital disruption is upon us, and you can’t miss the flow of companies shifting to find their place in the digital world. Every business, large and small, is looking to add digital capabilities, be fully engaged with mobile millennials, and get their digital plans going quickly. We all want to stay competitive, and claiming your space in the digital transformation is the way to do it. So, if you’ve thought about the hurdles involved in integrating digital and traditional channels into an omnichannel strategy, you’ll want to attend OpenText Dialogue 2016 to learn how OpenText’s Customer Experience Management (CEM) portfolio makes it all possible. There’s a lot to know, and at Dialogue 2016 there are a whole host of ways you can learn more. You can register here. More reasons to attend OpenText Dialogue 2016 There aren’t many business today that aren’t evaluating their digital initiatives. And one of the most important ones involves customer conversations: how do you hold them? How do customers want to communicate with you? How do you integrate all the different channels and devices that make the CEM landscape so colorful and complex? Both of the keynote speakers at Dialogue 2016 will answer these questions, not only with a visionary look at what is happening today, but how you can execute personalized, omnichannel customer engagement programs and successfully plot your digital transformation. If you are ready to get digital, pack your bags for this conference! What to expect at OpenText Dialogue 2016 Thought leadership: We’re bringing together OpenText leadership, technical specialists, and customer engagement experts to share their insights on the digital transformation, and what technology can help you solve these challenges. Approximately 40 technical and business breakouts: Experts in the field of CEM and customer communications management will share strategies, tips, and best practices on how to take your customer engagement strategies to the next level with OpenText solutions. View the agenda. Product innovation plans, new product announcements, and strategy: Don’t miss the General Sessions; it’s where you can hear details on the new additions to OpenText’s Customer Experience Management portfolio, acquired from HP. Solution Showcase: Explore the Solution Showcase to connect with OpenText partners, CEM experts, and customers, and see the technology in action. Get sponsorship info. Numerous networking opportunities: Take advantage of two days to network with peers, OpenText leadership, industry analysts, and product experts.  Conference details Who: Industry thought leaders, technical professionals, customers, prospects, analysts, and partners What: OpenText Dialogue 2016 User Conference Where: Ponte Vedra Beach, Florida – Sawgrass Marriott Golf Resort & Spa When: September 26-28 Cost: Attendance fee is $699 – Register here For more information about OpenText Dialogue 2016, visit the conference website. Interested in sponsoring Dialogue 2016? Help shape the experience at Dialogue 2016. Find out about Sponsorship Opportunities. Get conference updates. Check back for weekly updates on new agenda items, keynote speakers, and more right here on the OpenText Blog. Read more from OpenText CEM experts!

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The Importance of Data Democratization for the Digital Enterprise

Data Democratization

Democratization in business means more transparency and fluidity in the workplace. Formerly defined roles of the subordinate and the executive are becoming more fuzzy and malleable especially in the age of millennials. And in no area of business are these changes more apparent than in the area of data and content – our Digital Information and Assets. Data democratization in the digital age is an interesting and important anomaly that should be embraced rather than combated against. In the new digital age of business, everything that was traditionally known and done in the business world has been called into question. Back in the days before the digital age, the hierarchy within a business was very pronounced with clear levels and discernment regarding what each participant in a business could do and have access to. The digital age has turned this former monarchical hierarchy on its head leading to an age of data democratization in the business world. More Data and Content Than We Could Have Imagined Once upon a time, the data that a business collected was limited and had to be carefully mined, sought out, and processed and managed. Only a select few people had access to that data including the uppermost executives and the analysts who processed and gathered the data. The rest of the employees in a company were kept largely out of the loop. However, with the rise of computers and the digital age, businesses are faced with an entirely new working environments. Today, businesses have access to more data than they could have even imagined in the past. The vast amount of information available at any given time is quite simply mind-boggling and demands data democratization. Because so much information is so readily available, there is also more of a need to include staff members outside of the select few elite that would have previously been allowed to access the information before. Transparency and democratization has become more important in the business world than ever before, and many “old-school” executives may have a hard time with this concept.   However, it is vital to understand the importance of data democratization for the digital enterprise so that you can learn to embrace this change rather than fight against it. There is a notion that if more of your staff and employees have access to the vast amount of data available, that they will not know how to properly interpret or use the data in the context of their job function within the company. Greater Access to Digital Information is an Advantage Fears that your employees may misinterpret the data or apply it incorrectly can lead you to try to limit or control access to a select few. This decision, while understandable, will only lead to frustrations within your organization as people who need access to information may not be able to get it and is against the principles of data democratization. What you can do is provide employees with gradually building levels of access to the data based on their needs and levels of training and competencies in the interpretation of data. Implementing brief training programs and providing easy-use analytics tools to sift through and filter the digital data available will help your staff to be able to do their jobs more effectively and feel as if they have fair access to business information within the firm. The democratization of data in the digital age is something that should not be feared and should not be cause for counter-measures. Instead, it should be embraced as a part of the inevitable changes that the digital age has brought about in the business world. The key is to ensure that you have eliminated your legacy data silos, provide user focused and flexible access to your data and content and a well-trained staff that is capable of using the available data to your business’s advantage.

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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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Surprise! No More Solution Customizations

customizations

Things are not always what they seem, as the earliest of Roman writers pointed out, and the same is true today in our content management-driven world. As every enterprise seeks its own digital transformation strategy, ironically, there is a tendency to revert back to accepted truths or how things have always been done. One of the first comments I hear from customers in solution discussions goes something along the lines of this: “Our company works in unique ways and we have an accumulation of different technologies, so we will have to heavily customize any content management solution.” What I notice, however, is what else the ancients knew: “The first appearance deceives many; the intelligence of a few perceives what has been carefully hidden.” (Source: Phaedrus, c. 15 BC – c. 50 AD). While customers start out thinking they want to customize a solution, they sometimes take a surprisingly different approach in the end. Here are three considerations for anyone assuming content management solution customization is the only way to succeed. 1 – Technology has caught up More rapid software development approaches have shortened product update cycles throughout the technology industry. More capabilities are delivered more often through existing solutions. It used to be acceptable to evaluate content management solutions once every 18 months. Today, a solution you reviewed just 6 months ago may have already packed in far more capabilities. In Documentum Capital Projects Express, for example, common user requirements (like the ability to provide graphical annotations during a review task, or to automate workflow recipients from a pre-defined distribution matrix) are already built in. It’s highly possible these types of ongoing updates can save you custom development work, while still meeting your business or technical requirements — and overcoming user concerns. 2 – Work is Work, and Humans are Humans Certainly every company culture is different. But there is simply no getting away from project milestones, deadlines, and approvals. If anything, project collaboration has become more rapid and commonplace amidst mobile and social technology uptake. As vendors like OpenText accumulate decades of refinements into their solutions, it becomes far more unusual to uncover process phases that the world has never seen before. This is evident in a very common reaction I hear from customers: “I thought we were the only ones who did that.” They are often quite relieved to know an existing solution can, for example, readily handle five different plant design reviewers working on a document globally – including employees and three different contractors with varied security requirements. Another common myth is that their organization is the most unorthodox because different teams don’t talk to each other. For better or worse, humans are humans, and this is why automation and standardized tools are so valuable. Transparency and accountability through a content management system helps documents moving forward, despite potentially segregated roles like Field Inspection Engineer and Project Manager. Similarly for companies amidst M&A or reorganizing, requirements gathering across the newly added teams can uncover “hidden” project commonalities that can be addressed without heavy customization. In Toshiba’s case, for example, embracing standardization across newly organized divisions helped them meet requirements for faster project roll-outs. 3 – Disruption is the perfect time to let go of bad habits If you are still facing monumental customization requirements and complex integrations, consider if you want that to be the case for the foreseeable future. Most executive leadership teams now understand the urgency around digital transformation. The ability to automate, standardize, and digitize workflows might be more important than the reasons your company is holding on to so many customizations. Most importantly, the strategic agility and speed you gain while meeting the bulk of your technical requirements could outweigh the expense and time involved in custom development work. A recent case in point: A Fortune 500 power generator and distributor in the US implemented a Documentum Asset Operations solution, primarily to manage their controlled documents in the Nuclear Power division. They now have a series of new capital projects to start this year. As their experience is typically to build custom solutions, they originally overlooked the cloud-based Documentum Capital Projects Express solution as an option for their project document control system. However, while they were evaluating Supplier Exchange, based on another customer’s recommendation, they also reviewed the Documentum Capital Projects Express (SaaS) solution and realized it was the perfect force factor to break their company’s excessive customization habit. Long custom development times had slowed their application roll-outs and impacted projects repeatedly. Rather than allowing inefficiencies to flourish, this customer is instead looking at the latest, cloud based content management solutions for a sound reason to simplify requirements. This is a significant culture change for the company, and I think it represents a challenge most larger organizations have when looking at SaaS based solutions rather than traditional enterprise software. The balance of lower cost and more price flexibility (due to subscription pricing) from cloud is only possible if companies accept that they cannot customize solutions. They can still gain additional functionality, but will need to wait for it from the cloud solution ‘roadmap’ rather than trying to build it at their own pace and schedule. Are these considerations for your organization?

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It’s Not About the Pill. It’s About the Patient

digital transformation

“Digital transformation”is one of today’s common buzzwords. What does that really mean? After all, in the content management world, we’ve been digitizing paper and automating business processes for years. So, what’s new? We know that digital transformation is about business strategy , not just technology. We’ve all seen the examples of “disruptive business models” like Uber, Amazon and Airbnb. Great, but they all used digital mediums to engage with the customers and provide a better customer experience. So, if technology does matter, where does it fit in? Today’s digital transformation is about connecting the dots and it’s based on content that is available throughout the organization and beyond. It’s about moving away from paper-based decision making to real-time decision making. It’s about leveraging both existing and real-time information to gain insight, make better decisions and to engage with customers in a way that drives business value and customer loyalty. So I was curious—what does digital transformation mean in Life Sciences today? Patents are expiring, competition is intense, and organizations are compelled to continually speed time-to-market for new medicines. Organizational responses vary, but most are adopting new business models, expanding globally, entering into alliances and partnerships, outsourcing, pursuing acquisitions—or all of these. Companies are executing on these initiatives against a backdrop of regulations and government reforms that are not only in a state of constant flux, but shift from one market to the next. How do organizations that are dealing with all these challenges, transform? It comes down to a single focus, the patient. The business strategy needs to shift to put the patient at the center of everything an organization does. It’s no longer about the pill, device, or medicine. It’s about Life Sciences organizations orienting themselves to bring safe, high-quality drugs to market faster at a lower cost. But that’s not all. It’s also about engaging with and educating doctors, patients, their families and caregivers to improve health and well-being in material ways. It’s not about the pill. It’s about the patient. Let’s look at three ways companies are shifting their focus and embracing technology to help drive transformation. 1. Patient Outcomes: According to McKinsey, “Payors and governments have an ever sharper focus on managing costs while delivering improved patient outcomes, putting an even greater onus on pharmaceutical companies to demonstrate the value of their drugs in the real world – not just in randomized controlled trials – if they are to retain market access and premium pricing.” The CEO of Novartis, sums it up well in this article where he says that companies must shift from a transactional approach to an outcomes-based approach. “Transactional means, for example, just selling a pill. An outcome approach focuses on delivering a positive patient outcome, of which that pill is one piece.” 2. Patient Monitoring: For Life Sciences companies to prove real-world health improvements, technology can be leveraged to gain insight. “…digitally enabled, ‘beyond the pill’ solutions, which include not only drugs but also sensors to collect and analyze data to monitor a patient’s condition between visits to healthcare providers. These are becoming critical to serving both parties’ needs. Such solutions drive the adherence to treatment and outcomes that payors and governments seek, and they generate the data that pharma companies need to demonstrate their drugs’ superior efficacy.” 3. Patient Engagement: Today, access to information is easily available. We can search out information at home and from our laptops, tablets and phones. Who among us hasn’t searched for health information on sites like WebMD at one time or another? In one survey, more than 85 percent of patient said they were confident in their ability to take responsibility for their health and knew how to access online resources to help them do so. Because of this, Life Sciences companies are expanding their use of websites to communicate information and engage with patients via chat and callback features. They are also embracing social media to engage and drive both peer-to-peer communication and communication between doctors and patients. These three things are just the start of what digital transformation means in Life Sciences. Today, Life Sciences organizations must find new ways to identify, prioritize and develop promising therapies more quickly; to leverage their existing (and rapidly growing) data to derive meaningful insight; and to maximize efficiency across the full drug lifecycle. They must also engage and communicate with patients, doctors and others to enable them to treat the whole patient and drive better outcomes. In short, it requires a business transformation that parallels the radical changes in the industry.

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Taking WFM out of the Phone age

WFM

Understanding the modern-day contact center requires new thinking, and as Workforce Management (WFM) professionals, we cannot stay stuck in the tar pit of our outdated mindsets. Plus, as new channels like social, chat, and the back-office become more critical in terms of agent forecasting, don’t count on your antiquated WFM software to get it right. If you want to evolve your contact center beyond the quickly receding “phone age,” it is important to understand agent skill groupings and how they must figure into effective planning and staff efficiency. Most staff planning (forecasting) tools provide “what-if analysis” capabilities that include three variables: Demand, as in how much work are we going to receive, and how is it going to arrive? What service level do we want to offer that demand? How much overhead (shrinkage = meetings, training, absenteeism, adherence violations) do we want to anticipate to make sure we get enough people in the queues to process the transactions within their targeted grade of service? But did you know that modern workforce management tools offer a fourth and measurable variable? The Impact of Skill Mix on Staffing Efficiency In the example below, two algorithms are used to calculate headcount requirements: standard and skill-based. The standard algorithm uses a straight Erlang-C calculation that indicates the required hours and FTE’s based on a single skilled agent population. Mathematically, Erlang-C terminates in a single queue and will overstate how many agents are required in a multi-skilled agent environment. Cross training the agents to be logged into multiple skills simultaneously creates larger group sizes, and these larger agent groups are able to process transactions much more efficiently than smaller groups. This is one of the significant advantages of deploying multi-skilled agent populations in your contact center. In comparison, the skill-based algorithm calculates the efficiency gain (reduced hours and FTE’s) based upon the mix of skills present within the WFM agent population when this staff plan is created. Analysts are now empowered to add/modify and change skills for multiple agents simultaneously and quickly evaluate if whether adding a particular skill to a group of agents would increase staffing efficiency. In Qfiniti Workforce, this concept is driven by something called Clusters or common sets of skills. Using this concept, a quick skills-based “cluster analysis” reveals that there are only five common sets of skills, or skill clusters among the twelve scheduled activities on the site, as illustrated below: Here’s my advice for all the WFM “Fred Flintstones” out there who are still stuck in the “phone age”: Recruiting: Clustering and using skill mix is important because of the imperative for a multi-skilled center to understand what skills agents should have and what skills should be considered when recruiting. Balance: There is often a tendency to create too many unique skill groups, resulting in smaller and smaller agent populations which can undermine the efficiency of larger group sizes and then create challenges relative to forecasting demand into smaller groups. This condition, in turn, places an unnecessary administrative burden on the center analysts. The right solution for your center is a likely balanced approach. New Thinking: Your WFM application should allow you to add skill mix into your forecasting model while providing the ability to quickly add/change agent’s skills and measure the potential efficiency gains. This balanced, ever-green approach will bring your contact center into the modern age of workforce management.

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Glimpse #1: A Sneak Peek at the New ECD Education Services

Education Services

In a relatively short period, based on human standards of time, we have dramatically changed the way we acquire information and the methods by which we learn. There are resources like Wikipedia and the Khan Academy that have fundamentally changed the way that learners, of all ages, can find, acquire, and interact along their path to learning. So, it should come as no surprise that ECD Education Services is not insulated from the need to adapt to these changing requirements. You are already familiar with the changes in the delivery availability of courses from classroom-based instructor-led courses to now include live on-line courses and pre-recorded virtual instructor-led courses. But, these are just the tip of the iceberg. We are beginning the changes to more fully adapt and respond to the needs of our customers, partners, and internal team members. The team is actively working to redefine itself in the face of these new needs. Our solution is to give you more. You will continue to be able to get all the training content, in the training formats, that you have always received PLUS we will be announcing new offerings, new bundles, and new services that will add to what we already provide. To start your sneak peek, take a look at the Training Insights playlist. There will be more announcements coming over the next several months. Be sure to follow us to stay up-to-date on all the changes. You can also leave a comment on this post.

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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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Want to Build a Dynamic CRO Team? Flexibility is key

conversion rate optimization

In this post I’ll discuss what you need in order to have a virtual conversion rate optimization (CRO) team with the skills – and availability – to solve any problem. If you build this team, alongside the toolbox, technical and planning flexibility I covered in previous posts, then you are well on your way to a dynamic program and CRO stardom! It takes a whole CRO team to raise a good test Conversion rate optimizers work with more different roles and departments in the average day than most people could cope with in a month. These people often get tied up with other stuff, and that blocks your program from succeeding. Your designers can’t put together your wireframes because they have a deadline for new campaign landing pages. The analytics team can’t get you insights on site search because they’re monitoring the new mobile site. No one is free to do quality assurance on a test that’s ready to go live. Even you can be your own blocker, if you are on holiday or snowed under at key decision points. Talk, plan and never panic The solution to this issue has 3 parts: Keep lines of communication open Talk to everyone you rely on – designers, developers, analysts – regularly. Share your Outlook or Google calendars. Set up a central project workspace where updates, discussions and plans are visible to everyone. Then the whole team knows when to expect work coming their way. We’ve had a lot of success using Trello boards for this but the best tool is whatever fits the team. Some of our customers use Jira and build “CRO sprints” into their development sprints. Plan ahead where possible As soon as you know you are going to need some help, plan out a block of time with the relevant person and avoid the busiest times for their other major projects. Plan tests for sale periods and campaigns well in advance. Have as many backup options as you can Aim not to be reliant on just one person for each function – get to know as many of your colleagues as possible. If you struggle for resource to do analysis or wireframing ask your testing provider if they can provide or recommend any options for this. Here at OpenText™ Optimost we act as an extension of our customers’ UX, development, or analytics teams. We can either fill the function long term, or just help out when resources are stretched. You will run into periods where everyone else is focused on something else and can’t help you. Have plenty of very low effort tests in your back pocket (e.g. headline tests) ready to go when this happens. I hope these tips help you plan your team so you can adapt to anything. In the next post I’ll finish up this series by showing how all of the types of flexibility I’ve described (tools, technology, planning, as well as resources) allow you to be dynamic and adapt to a real world scenario when outside factors threaten your conversion program.

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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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Happy Birthday to WFO Screen Capture

screen capture

A core component of every WFO platform is the ability to record an agent’s desktop and deliver a movie-like experience to help evaluate employee performance. Believe it or not, desktop screen capture functionality in OpenText™ Qfiniti Observe is about to turn 21 years old!  Our “baby” has grown up so quickly and now we get to have a party. Also, desktop screen capture gets a big birthday gift – desktop analytics with OpenText™ Qfiniti Optimize. Yes, a very “adult” function, but today’s screen capture is not yesterday’s voice and screen capture. In fact, screen analytics (often called desktop analytics) is for screen recording what speech analytics was to voice recording. This new development in desktop analytics is changing contact centers everywhere, so let me tell you why we’re celebrating here at OpenText. Expanded Search Remember the first time you used speech analytics and searched for a call by word or phrase?  Yes, Qfiniti Optimize is the same, but now imagine searching for calls by click or task: Show me all the calls where the agent used this feature of the knowledge base Show me all the calls that the agent bypassed the CRM privacy screen and didn’t read the disclosure Show me agents that are NOT doing a specific step to close a sale These are just a few of the ways that desktop monitoring is changing the face of quality monitoring and coaching. Expanded Measurement Today, screen capture functionality, just like a voice recording, only tells us the length of the interaction. Desktop analytics can tell you exactly how long a specific step within an interaction takes. How long is the greeting and authentication? How long does it take to setup a new customer? How long does it take the agent to research the problem? These tasks in the interaction can be analyzed with expanded measurement of specific steps made on the agent desktop. Never Seen Before Insights                                                                                                                             One of our customers told me that he once observed a new employee that never typed while on the phone. The coach played back a few calls and saw that this was consistent on all calls. In fact, he also noticed that this agent had lengthy after-call (wrap up) time. As he approached the employee during a coaching session, he saw that the agent manually wrote everything on a notepad and then used his wrap-up time to enter the notes and complete the transaction. He asked why he did it that way and the employee said, “Someone in training told me it was rude to type while the customer talked and I should write it all down and do it after the call.”  The leader was able to find the root cause of the issue and in just a few coaching sessions taught this employee (and the trainer) how multi-tasking can be done without being intrusive. Now imagine that same scenario for ALL agents. Desktop analytics is more than just understanding what can be seen during playback, but expands screen capture to identify the applications, steps and methods that your high- and low-performing agents take on each and every call. So happy birthday screen capture and welcome to adulthood. Qfiniti Observe, combined with the insights of the new version of Qfiniti Optimize are taking you into the next phase of your life.  Now let’s blow out the candles and have some cake!

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Optimize Your Online Presence With the Latest in Self-Service Testing

optimize online presence

Introducing Mobile Emulator, Click Counters, and more, in OpenText™ Optimost VisualTest 1.6. We’re excited to announce that the latest self-service features in OpenText Optimost VisualTest – Mobile Emulator and Click Counters – are now available to all Optimost customers. If you’re not familiar with VisualTest, here’s a quick rundown of what it does: VisualTest is a SaaS platform that helps you to deliver more engaging and profitable websites, mobile experiences and digital campaigns. It gives business users the ability to deliver quick wins that lift conversion rates, revenue, and other key metrics. With Optimost, you can: Build and launch tests at speed and scale across static and dynamic pages, single page apps, and mobile sites through our intuitive interface Discover and deliver the content that works best for every visitor with the analytics and audience builder Track visits, unique visitors, views, bounce rates, and time spent, sliced by more than 30 dimensions, and customize dashboards and reports to precise requirements These latest enhancements are in direct response to customer requests and are in keeping with our strategy to put the incredible power of Optimost at your fingertips. Here is a quick summary of the new features: Mobile Emulator We know your business needs a simple, visual way to test creatives for mobile – and we’ve delivered it. If you’re testing a responsive page that renders content differently based on device, we’ve got it covered with Mobile Emulator. Now, you can see and edit pages exactly as they render on a wide range of mobile devices, quickly and intuitively, directly in VisualTest. Access the Mobile Emulator from the Experiment menu:   Self-service Click Counters Now, in addition to downstream page counters, you can also easily set up and track clicks on the page directly through VisualTest. This makes it easy to test and track clicks that take users off your site, distinguish performance between multiple links that lead to the same downstream page, and understand how site visitors are interacting with the page. Access Click Counters from the Experiment menu:   Enhanced OpenText™ TeamSite Integration Optimost experiments can be created directly in TeamSite, our digital experience management software. Optimost buttons within Experience Studio provide design and viewing features so you do not need to go to Optimost to find the pages you want to test. Other enhancements As part of this release, we’ve also: Streamlined user experience Improved support and documentation for single page apps and AngularJS Increased reliability and performance Can you walk me through what’s new? Yes, we’d be happy to! Just let us know. We’d love to hear your questions and feedback. Email cemsolutions@opentext.com with Optimost in the subject line, and we’ll get in touch with you. For more information on Optimost, visit engage.opentext.com/products/optimost.

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Mobile is Easier Than You Think: 3 Real-Life Lessons Learned

Mobile

An overwhelming consensus of companies trying to extend their reach and increase engagement with customers, employees and staff, agree that mobile is – or will be – critical to their success as an organization. Bringing the business closer to where work is actually performed is a foundational theme within today’s digital business strategies. Exchanging information, interacting with processes, and making decisions could all be more effective through mobile. But many large enterprises face a quandary – where and how to start? I am fortunate to work every day at exactly this key intersection between the important vision of digital and the pragmatic need to deliver improvements now. Just this month, our Mobile Practice is busy delivering on a use case that helps customers deliver similar solutions for their content management pain points. Here are three high lessons learned from our efforts prototyping and delivering an app to a Documentum customer in a month. I hope this helps you think about where and how you can get started. 1 – Align with your company’s core objectives Our customer has been at the forefront of green initiatives and has a core objective to eliminate paper. As the property assessment division for a major US county, moving away from physical documents was no small task. Yet from the top down, the group stayed aligned on stopping waste, inaccuracies, and the time delays brought on by paper-based content management. When looking for a mobile solution, we first discussed what else could help drive to their environmentally-friendly objective. Our customer’s first approach to institute Documentum some years ago covered the bulk of their going green requirements. Adding D2 helped as well. But there are still opportunities to drive further efficiencies and reduce cost as they digitize their workflows and capture new information. 2 – Find the end user pain point Through conversations with key stakeholders, we began helping the customer identify end user experiences. Why are some still using paper? Where could work get done better, faster, or cheaper? Where do problems with data quality start? It quickly became clear that assessors sent out to view properties were feeling pain. We took a look at their day-to-day workload: To determine a land lot, subdivision or house value, the assessors must collect case files that include architecture diagrams, permit requests and other key documents On property sites, sometimes hours away, they need to capture notes, photographs, and observations Back at county offices, the field content must be merged with system case files, whether copy/pasting from digital device notes, uploading photos, etc. That is a lot of work! We identified this as a potential mobile use case — to make it fast, secure, and easy for these assessors to do their job more efficiently. With the app user defined, we could then optimize for this specific job role. We developed and shared an interactive prototype that the customer’s end users can touch and feel, to try out functionality and adjust as needed. Most importantly, we tied all the end user mobile app functionality right back into the customer’s business process, to avoid delays or manual work. 3 – Marry mobility with revenue streams For this customer use case, the end user base of assessors has a very real impact on the department’s business. The faster and more effectively homes can be appraised, the more quickly property improvements can be made. The end result is faster time-to-tax-income on the newly appraised properties. As you consider your company’s core objectives and content management end user pain points, look for opportunities to streamline revenue streams while improving your customer service. A faster turnaround on a loan application or a power plant transformer review may ultimately increase efficiencies that are positively felt throughout your value chain. Consider as well how to get more from your technology investments. We were able to build segregated user profiles on this customer’s iPads so the devices could be shared across many team members. As each assessor heads out for the day, a county-owned device is brought with, but only that assessor’s content and apps are portrayed once they login. This approach reuses existing hardware, and the new app taps into existing Documentum instances, to leverage the most from the customer’s investments. It also saves end users time, as work ‘appears’ when they login, and ‘disappears’ as they check back in at the office. A complete audit trail is maintained and record integrity is protected through Documentum automatically. As you can see, going mobile for content management is actually much easier than many people think. If you are looking for digital transformation, finding the right mobile app use case can be a straightforward and impactful place to start. What’s holding you back from applying mobile to solve your content management challenges? What sector are you in and what’s your use case? Are these “lessons learned” helpful? Share your feedback below.

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Not Another Cloud Buzzword for WFO?

WFO in Cloud

Do we really need more buzzwords to promote cloud? I think not! Here’s just a few I found today: Taking you up in the cloud I’m on cloud nine Reach for the clouds Join me in the cloud Working in the cloud The best part of waking up is cloud in your cup Ok, I made the last one up, so now, let’s take this more seriously. Since the release of OpenText™ Qfiniti Managed Services in late 2015, the OpenText WFO Software group has continued to research the potential and any pain associated with taking WFO to the cloud and as a service. In the end, we found that the thing decision makers are really seeking are answers, not hype. They want good answers to tough questions about adoption, about pricing, and “how the business can procure and adopt cloud safely”. So in response to this, we commissioned a technology adoption profile with Forrester and let Forrester ask the questions for us. Forrester took insights from an online survey of over 100 director-level and above decisions makers in US enterprises with at least 1,000 contact center employees, and asked questions such as: When thinking of investing in a workforce optimization solution, what benefits are most important to you? How do you expect your firm’s overall number of contact center seats to change during the next 12 months? What are your biggest obstacles to deploying WFO in the cloud? Why is your firm interested in using third-party managed or cloud services? WFO solutions have been driving customer experiences for decades, so perhaps answers to these questions will shape how WFO drives customer experience and managed growth for decades to come. If you would like more information about OpenText Qfiniti or OpenText Qfiniti Managed Services, we’d love to schedule a demo or answer YOUR questions about WFO and the cloud. Download your personal copy –  Forrester – Workforce Optimization In The Cloud

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