Information Management

Discover the Latest Customer Experience Management Trends and Innovations at Enterprise World in July

Is there anything good happening in Toronto in July this year? Sure there is. How about joining us for the biggest and best OpenText Enterprise World event yet? There will be a lot of different activities and events to choose from for anyone involved in planning and delivering exceptional connected customer experiences at this year’s event, with a strong focus on delivering exceptional, valued content for customer experience management professionals; be they strategists, practitioners, or solution developers. Enterprise World will be your chance to get a first look at product roadmaps, innovations, and new features in: Digital Asset Management Customer Communications Management Web Content Management Work Force Optimization As well as associated technologies such as analytics, web site optimization and for capturing the voice of the customer, business, and employees. Topics under discussion will range from industry trends, to product roadmaps, to deep dive technical sessions, and everything in between. As an example, just a few of the CEM topics already scheduled include: Ten Customer Experience Management Trends for 2017 OpenText CEM Strategy and Roadmaps for the Experience Suite products Build the Right Foundation for Future Digital Experiences Migrating and Upgrading to the latest Experience Suite products Adding to the mix will be customer panels, access to special product demo areas, as well as the Innovation and Developer Labs where you’ll have access to a wide range of CEM experts. This is your chance to provide direct feedback and ask for those product enhancements you’ve always wanted. Enterprise World will also give you the ideal opportunity to network with your industry peers and hear their stories. Share your story too, and learn from each other. If this all sounds like a great reason to spend July 10th to the 13th in Toronto, then make sure to register and we’ll see you there.

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Thoughts From AIIM 2017 – and the Heart of ECM


Social media has changed almost every way that we interact. Even volunteering for extra work in your own company. Not three minutes after I tweeted that I was not going to attend AIIM this year, I received an email asking if I was serious about wanting to attend. It was a sly way of getting me to volunteer for three days in the booth with OpenText, but to be honest, I was glad to have the chance to do it. The AIIM conference is a great place to reconnect with industry leaders and customers to take the pulse of the ECM business. With all due respect to those who title blogs to the contrary, the heart of ECM is still beating In technology we cling to acronyms the way a shipwrecked sailor holds on to driftwood. ECM is no different. It has defenders and no small number of detractors who argue for its replacement. I am of the opinion however that we spend far too much time debating what to call it than actually doing something productive with it. Fortunately there were many very productive conversations at AIIM 2017. This year, AIIM was especially important because it was one of the first opportunities to talk to free range customers about the acquisition of Documentum by OpenText. For Documentum customers, the message is clear – your investments are safe and these are not products that will simply sit on the sidelines. To do otherwise  simply does not make good business sense. Similarly AIIM was an opportunity to give some OpenText customers a first look at what new toys are in the box for them to explore like LEAP and InfoArchive. After attending this conference I can see no value in replacing, retiring, or even updating the acronym ECM. It is good for what it is in the right context. That said, OpenText is not just about content. Look at the home page and you will find we talk about Enterprise Information Management. It is not an either EIM or ECM situation but rather one is inclusive of the other. In the keynote John Mancini suggested moving away from Enterprise to Intelligent Information Management as a way to describe what we do. I like the use of the Information but I do not know anyone who would want Unintelligent Information Management so the message may not be as clear as it seems. More semantics. Going beyond semantics – Content Services What does change the conversation is the idea of Content Services and it was a frequent topic in my discussions. At some level it is really the same thing, but I do believe this is a shift in thinking. As you define your business challenges and understand how content is part of them, a services design mindset is fundamentally different from the past approaches. Content services suggests a repository agnostic, API defined transactional model rather than the enterprise platforms driven by traditional ECM. You can obviously solve many of the same problems with both approaches but the model suggest CS would be more nimble, responsive, and dare I say, a less expensive option over time. The balance we must strike moving forward is how to thoughtfully migrate content workload into this model without sacrificing past investments in content systems and the information they contain. Decomposition of a problem into meaningful segments that can be solved with discrete solutions made up of common services is new in ECM. The monolithic systems of the past were driven (by customer demand in many cases) to solve every conceivable problem in a single offering. We can eventually provide all these services in the cloud in products like LEAP, but it is important to note that this does not need to be a rip and replace strategy. Many existing systems can also be engines behind some of these services for those not ready to make that jump, while keeping their existing systems up to date. Content services is not just another term for cloud delivered ECM or EFSS. In building cloud ECM, some have confused user influence over the buying decision and adoption with ownership of the information assets themselves. The “E” in ECM seems to move from “Enterprise-managed” to “Employee-managed.” While this design focus has had obvious benefits in experience, it sacrifices a critical point. Ownership of the content. Ultimately, does a user or a process own the asset. The last time I spoke at this conference was in 2011 and pointed out even then that we needed to “appify” our existing ECM solutions. The context then was part of a mobile content management experience. This is, in fact, what products like LEAP are doing at the layer above content services. Regardless of your acronym of choice, it is an interesting time to be a part of the AIIM community and the OpenText ecosystem.

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The GDPR and Why Digital Marketing Will Never be the Same

We know that the General Data Protection Regulation is giving Compliance and IT some heartburn as these teams work to understand the GDPR’s new requirements and how it will affect their organizations. But perhaps the biggest impact will be to Marketing; specifically digital marketing, which will require a cultural shift that presents challenges, but for smart organizations, opportunities to succeed as well. Consent is king The days of implied, sneaky, and bundled consent are gone. Starting in May 2018, brands have to collect active consent that is “freely given, specific, informed and unambiguous” to be compliant with GDPR. Someone provided their email address to download a whitepaper? If they didn’t actively agree that it is okay to use their data to send marketing messages, it won’t be legal to add those email addresses to your mailing list. Also, because there is no “grandfather clause” for data captured before the GDPR, we expect to see lots of re-permissioning campaigns to establish clear consent to use the personal data they already hold. The GDPR will change how gated assets are used, how leads are collected, and how referral programs work. In other words, the method of “collect it now and figure out what to do with it later” will become a high-risk strategy. The challenge for marketers will be providing “granular choice” for consent in a way that is minimally intrusive and not detrimental to the customer experience. Legitimate interest is not a get-out-of-jail-free card The GDPR states that “legitimate interest” of a controller can provide legal basis for using personal information without obtaining consent (GDPR Article 6.1(f)). However marketers should use this clause with caution. Legitimate interest can only be invoked provided that there is “no undue impact” on data subjects. In other words, a business that intends to use personal information must balance its legitimate interest against the rights and interests of the individual and bears the onus for demonstrating such. Personalization…and privacy – consumers want it all A recent study found that 90 percent of consumers have privacy concerns, but also seek highly personalized and tailored customer service. Personalization is key to modern customer experiences and customers make purchase and loyalty decisions based on the level of individualized service they receive. This introduces a challenge for many businesses and marketers – in order to provide highly personalized offerings they need to have a better understanding of their customers’ needs, purchasing histories and attitudes. That means collecting, analyzing and managing customer data related to these preferences and behaviours. However, it has also been found that consumers have growing concern over their privacy and the use of their data. Marketers will have to find ways to comply with the GDPR while continuing to deliver the personalized products, services and customer experiences that their consumers demand. Pseudonymization – Marketing’s new hope? The EU has been explicit that the GDPR should facilitate – not inhibit – innovation within business. In fact the regulation calls out “freedom to conduct a business” as one of the fundamental rights it respects. The tracking and analyzing of consumer behaviors and preferences are valuable tools that marketers and sales functions rely on to be successful. The process of pseudonymization may provide a way for regulators and businesses to meet in the middle. The GDPR defines pseudonymization as “the processing of personal data in such a way that the data can no longer be attributed to a specific data subject without the use of additional information.” It is a privacy-enhancing technique where directly identifying data is held separately and securely from processed data to ensure non-attribution of that data to an individual. As it turns out, controllers don’t need to provide data subjects with access, rectification, erasure or data portability if they can no longer identify a data subject. Organizations should look to technology tools as means of pseudonymizing or masking consumer data and encrypting personally identifiable data, in combination with organizational process changes, to ensure compliance. It’s May 2018. Do you know where your personal data is? A majority of businesses have stated that they are not ready for the GDPR. A big reason for this is the potentially onerous requirement for organizations to be able to quickly assemble a data subject’s personal data upon request for purposes of erasure, rectification or export. According to a recent GRPR Readiness survey, only 26% of respondents currently keep an up-to-date register of the personal data they hold and the purposes for which they are used. If there was a time to get one’s arms around all the personal data they hold, what type of permission was obtained, and a governance structure to manage it, that time is now. Information classification schemes, data storage methods and records retention programs need to be reviewed to ensure that data portability, removal, or correction is not only feasible but efficient, if and when needed. How OpenText can help The GDPR is a game-changer for digital marketers and there will be challenges to overcome, however the game can change in their favor too. Yes the days of “data maximization” and blanket consent appear over. But it’s for those very reasons that the GDPR will lead to new marketing opportunities. The GDPR forces businesses to develop more thoughtful approaches to targeting and lead acquisition. Prospects who opt in are better qualified, more engaged and want to be marketed to. Because consumers have more control over how their data is used we’ll see better quality relationships between businesses and prospects. OpenText™ Enterprise Information Management (EIM) solutions help organizations meet regulatory requirements and should be central to your overall GDPR compliance and data protection strategy. According to Forrester, “77% of consumers have chosen, recommended, or paid more for a brand that provides a personalized service or experience.” Utilizing Workforce Optimization solutions within our Customer Experience Management portfolio, we can provide sentiment analysis to help measure the effectiveness of your marketing campaigns; provide guidance on appropriate promotions to communicate based on whether or not the consumer has given consent. Learn more about our solution here. Stay tuned for our next blog post in April on “Disrupt Yourself – Personalized Marketing in the Age of GDPR”. You can also read some of our previous blogs on this topic: Five 2017 Compliance Challenges GDPR and EIM GDPR – Opportunity or Threat for B2B Discovery Analytics and GDPR

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Data Protection in the Information Age – What Questions Should I ask?

data protection

“Keep it secret, keep it safe” While most you, I hope, recognize this line from Peter Jackson’s Lord of the Rings, The Fellowship of the Ring, as Gandalf’s charge to Frodo regarding the One Ring, I submit this line represents the primary goal of information security in today’s age of information. The ocean of the blogosphere and twitter-verse is awash with wave after wave of the opportunities available to organization’s able to capitalize on their digital assets by harnessing the power of analytics engines, fed by robust business networking solutions. Check these blogs out for some wonderful examples. 2016 Data Breaches set records But these waters are not always safe.  Googling ‘2016 data breaches’ yields more than 5.6 million results in less than ½ a second. Bloomberg contributor Olga Kharif writes 2016 “was a record year for data breaches.” From the DNC, to LinkedIn; from the IRS to SnapChat; from Wendy’s to Yahoo; it’s clear that pirates sail the waters of the Information Age.  And the pirates may be getting bigger and bolder.  On Mar 22, the  WSJ reported  “Federal prosecutors are building cases that would accuse North Korea of directing one of the biggest bank robberies of modern times, the theft of $81 million from Bangladesh’s account at the Federal Reserve Bank of New York last year.” So how can today’s digital organization successfully navigate these waters?  How can CIO’s, CISOs, and other C-level executives be comfortable their own harbors won’t crumble under the next attack?  As more and more data inside the enterprise originates outside the enterprise, what about the defenses of those external harbors in one’s digital ocean?   More urgently as more and more business data applications move to cloud based solutions, what questions do I need to ask to be comfortable my data is kept both secret and safe? Questions to “keep it secret, and keep it safe” When evaluating current or prospective solution providers here are the basics questions you need to ask your provider, if not your own internal team, about how your data is secured. Will you show me you’ve thought about this before? This question goes to the Information security policies, certifications and audits in place.  Is there a framework of policies and procedures which include all the necessary controls in an organization’s Information Risk Management processes?   Are these processes certified against ISO 27001 or NIST etc.   Do you undergo regular external audits?  Can you provide copies of your SSAE-16 SOC1, SOC2, and/or SOC3 reports? Where is it? This question speaks both to network typology and architecture as well as to the physical and environmental controls of the locations where your data is stored and processed.  What firewalls are in place? Is there a DMZ?  Are proxies used to move data from the DMZ into the processing applications?  If stored is the data encrypted? How does it get there? This question speaks the controls surrounding data transmission.  Are secure protocols used? Is the actual data being sent also encrypted or digitally signed? Who can see it? This question speaks to access control.  The goal is the only the right people can see the right information at the right time for the right reasons. Here is where you want to ask if multifactor authentication is used?  Is there Data Leakage Protection in place? How do you know? What monitoring – automated and manual is in place?  Are access points secured by Unified Threat Management tools?  What about Intrusion Prevention?  What’s the process when an incident is detected, or even suspected? How do you keep up? The only constant in the information age is change.  From the amount of the data being created – IDC estimates the digital universe is growing at 40% per year – to the ever increasing and changing nature of cyber threats.  How does the organization stay current?  What is the policy and process for applying patches?  What level of technical debt is in place  (what version of the hardware and software components are in place) This is by no means an exhaustive list of questions, but these are some of the essential ones to ask.  And good answers to serve to keep the pirates at bay.

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OpenText WFO Video Series: How can the Contact Center Align with the top Priorities of Executive Leadership?

Contact Center WFO Asurion

Competing in any market based on delivering an outstanding customer experience is ranked by many CEO’s as a top priority in the coming years. Yet, as indicated by KPMG  in the 2016 report Now Or Never: CEOs Mobilize For The Fourth Industrial Revolution, “customer loyalty is a concern for 90 percent of CEOs [and just] over half believe they are not keeping pace with customer expectations.” This reality represents an important opportunity for every contact center because customer service agents work in the front lines where customer expectations either fall short, are met, or are exceeded. Recognizing this opportunity and actually seizing it, however, are two very different things. But there’s good news: Our 2017 Video Series – Driving Contact Center Awareness Within Your Organization offers advice from industry analysts and experts about how the contact center can align with the top priorities of executive leadership – in relation not only to customer experience but to other critical KPIs as well. One of our favorite customers, Kate Drea from Asurion, participated in this year’s interview series. We love working with Kate because when it comes to partnership she walks the talk. Kate is both demanding and understanding. She knows her business and relies on close collaboration with her team and ours to keep up to speed on the latest technology. Kate listens intently and speaks with authority. You should listen to what Kate has to say about the importance of partnership at every level within her organization – all the way up to the executive suite. In the World According to Kate, partnership is the “secret sauce.” We certainly agree. This partnership with the C-suite and aligning contact center goals with those of the broader business is a really important part of being a leader, so you should take a moment to hear how the other Video Series speakers approach this topic. In all, our speakers answer eight important questions about driving awareness of the contact center within your organization and explain why this should be of interest to every contact center agent, supervisor, manager and executive: What defines a positive customer experience? Why should customer experience be a top enterprise goal? How can the contact center be positioned as a leader in customer experience? How can the contact center align with the top priorities of executive leadership? What’s the best way to coordinate contact center goals with other business units? What performance goals resonate most with executive leadership? What other tools demonstrate contact center impact to the executive team? What are some lessons learned about reporting to the executive team? And continue the conversation by using the “Get in Touch with a WFO Expert” form on the Video Series pages, or by commenting on our Video Series blog posts: We have already posted blogs related to Question 1 (authored by Steve Graff), Question 2 (from Alan Porter) and Question 3 (by Roger Lee, aka Dr. WFO). We’re excited to get all these great ideas out there in front of you. Take a moment when you can to let us know how it’s going.

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Time-Based Digital Assets are now Mission Critical


How much video are you watching online? I’m pretty confident it’s more than last year, or the year before. It seems that every website now features video in some form or other. Video is also becoming increasingly prevalent across the various social media platforms too. There’s a good reason, studies have shown that video is more engaging than text or still imagery. A video with a well told story that provides value or entertainment (or better yet, both) is often commented on and shared. Video is everywhere in the digital world. In fact a report by Cisco suggests that this year (2017) video will account for 69% of all consumer driven traffic on the web. Having video assets has also become important for findability with YouTube now ranked as the second largest search engine, processing three billion searches a month. Video has become mission critical The rise in voice-activated applications and devices means audio is not far behind as voice driven search is rapidly growing with some estimates suggesting that 50% of search queries will be done by voice by 2020. Audio is becoming mission critical Both Video and audio can be considered as time-based digital assets, and need to be managed, tagged, and produced in a controlled workflow just like more traditional media assets such as photography. The OpenText™ Media Management (OTMM) platform is perfectly positioned to handle traditional media and provide the functionality needed to manage and deliver the growing demand for time-based media. OpenText™ Media Management now offers an optional Advanced Video Workflow that extends OTMM functionality into the editing suite specifically to meet the needs of dealing with time-based media assets in three specific areas: more detailed metadata, more control over the asset, and improved integration with preferred editing suites and workflow. OTMM now automatically pulls additional metadata from time-based assets to improve search results and asset handling. New Logging functionality means you can now add annotations and metadata over single scenes, or even single frames, or sound-bites. The meta-data selection buttons are totally configurable and can be driven by controlled language, domain knowledge terminology, or other defined terminology sets to provide intuitive tagging. Ranges of frames can also be tagged to create defined sub-clips. The editing tool integration allows frame-by-frame broadcast quality interactions, frame search, and the support of multiple audio channels all within a browser environment. One-button toggling between low-res editing streams and a hi-res preview makes the editing workflow more efficient. Once the tagging and editing work is complete, the finalized assets are sent back to OTMM for storage and retrieval from a single digital asset platform that provides the single source for all your brand-approved assets. The Advanced Video Workflow option for OpenText™ Media Management provides key video tools so your teams can provide compelling and attention-getting content.

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OpenText WFO Video Series: How can the contact center be positioned as a leader in customer experience?

“Do or do not. There is no try.” —Yoda If you are a Star Wars fan as I am, then Yoda’s quote should resonate with you. So why do I quote Yoda when thinking about this third question posed to our distinguished panel of WFO (workforce optimization) analysts and practitioners for the OpenText™ WFO 2017 Video Series? Well, let me explain with a real-world example. I recently spoke with an executive from a 100-plus-year-old product- and services-based organization that has transformed itself from being an inbound, order taking, issue resolution company to one that now thrives with an outbound contact center which generates over 95% of the company’s total revenues. Think about this for a moment and imagine that your primary product is declining in usage due competition from other more cost-effective options. Consumers still use your product but at a much reduced rate. To reverse this trend, your overall go to market strategy must change. Yes, your consumers know you have other offerings that could be of value to them, but your business model needs to radically change to leverage the feedback and promote an end-to-end supply and service model. Yet cultural and infrastructure transformations of this magnitude are not easily undertaken. In the case I mention above, this transformation was accomplished because one executive sponsor, the vice president of customer experience, had the vision and determination to advocate within the C-suite for leveraging his organization’s contact center as a strategic weapon. Donna Fluss, President of DMG Consulting and offering advice in the first of two short commentaries on this topic, fully understands that “If you want to consistently deliver an outstanding customer experience, most organizations are going to need to change their culture.” Easier said than done, of course, but in a second clip Donna offers seven critical steps that contact center leaders and business executives should undertake to seriously pursue the goal of delivering a truly outstanding customer experience. After listening to her first commentary, you’ll find it easy to view this second clip, so I will let Donna speak for herself. However, let me offer up one other well-known quote: “Rome wasn’t built in a day.” It took time for the company I mentioned above to achieve the desired outcomes. Many conversations and interactions with consumers had to take place in order to better understand their expectations, and then, as they changes were made based on customer feedback, success stories from the contact centers were communicated throughout the organization. New opportunities were identified. A continuous effort was made to promote and celebrate the value of the contact center accomplishments. Significantly, while the transformation initiative was taking place, the customer service representatives, supervisors, managers and site leaders all continued to provide the best possible customer experience as they worked to reach their ultimate goal of exceeding customer expectations. There are more inspiring examples and words of wisdom to hear about from the other expert speakers on this year’s Video Series. In all, our speakers answer eight important questions about driving awareness of the contact center within your organization and explain why this should be of interest to every contact center agent, supervisor, manager and executive: What defines a positive customer experience? Why should customer experience be a top enterprise goal? How can the contact center be positioned as a leader in customer experience? How can the contact center align with the top priorities of executive leadership? What’s the best way to coordinate contact center goals with other business units? What performance goals resonate most with executive leadership? What other tools demonstrate contact center impact to the executive team? What are some lessons learned about reporting to the executive team? And continue the conversation by using the “Get in Touch with a WFO Expert” form on the Video Series pages, or by commenting on our Video Series blog posts below. Steve Graff’s blog provides his perspective on what defines a positive customer experience. And Alan Porter’s blog offers an overview of the commentary about why customer experience should be a top enterprise goal. Enjoy. Roger Lee, aka Dr. WFO

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Putting the X Factor Into Customer Experience


For many years now we have heard that organizations must look to improve their customer experience to stand a chance of retaining their existing customer base. This, we have been told, is the cornerstone of customer engagement – but what exactly is customer experience and why is it here now? How did we ever manage without it? The fact is our propensity to always be connected means we are bombarded with information and what feels like a vast array of choices to buy the same product with the only real variations being factors like price and delivery time. What fundamental difference is there in the myriad of offers we are exposed to that leads us to choose one supplier from another? There is one ingredient behind customer experience and customer engagement that has preceded the Internet and still makes a big impact on our behavior and brand loyalty today. Walk through a modern airport or drive through the suburbs of a city and you will be exposed to advertising hoardings, walk into a dentist surgery or add yourself to mailing lists and you will encounter lifestyle magazines. These are all forms of customer experience and engagement that rely on one characteristic – they grab our attention. Often they do not lead with product data such as price or specification, they cannot measure and analyse how successful they are (unless you take into account passing traffic volume, print circulation), they simply grab our attention through something that appeals to us as humans beings – stimulus. Most often it’s visual, in the case of lifestyle magazines they might even try to appeal to our olfactory senses to advertise a scent – indeed some magazines even just smell good! But if we go back to the advertising hoardings and the lifestyle magazines examples for one moment it is easy to see that visual stimulus provides the X factor that excites us, it grabs our attention and leads us to follow up. The common name for this stimulus is content. We have all heard the phrase “every company is a media company1” and of course this is true to varying degrees – every company produces content to grab customer attention and this has transformed from a rather small set of content to what can only be described as a tidal wave of diverse material. Some talk about a “content shock2” where we are overwhelmed to the extent that we are unable to consume more, but the real issue here is that the valuable content that grabs the attention is buried amongst the volume of mediocre material. Every company faces this challenge. We have also seen that CMO’s are starting to recognize the value of content but do not prioritize its management3. Content has intrinsic value – it is expensive to produce so like any valuable material it should be collected, curated and put to use where it can have maximum impact. Could it be that we are so focused on the customer experience where we measure, analyse and try to predict our customer’s next step that we are forgetting the one factor that defines what we are? Content provides stimulus and grabs our attention. Getting our attention is the first step in becoming a customer. Lets start looking after that content. 1 – “Every company is a media company” by Tom Foremski 2 – “Content Shock: Why Content Marketing is Not a Sustainable Strategy” by Mark Schaefer 3 – “CMOs believe in value of visual assets but don’t prioritize their management” by Lisa Hoover McGreevy – Fierce Content Management

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Documentum and OpenText for Life Sciences – Moving Beyond FUD


Now that a couple of months have passed since the ink dried on the OpenText deal for Dell EMC’s Enterprise Content Division (ECD), I thought it was good time to offer my viewpoint on what this acquisition means specifically for Life Sciences. Some have questioned OpenText’s commitment to Documentum and future investment in the platform. Some have questioned the amount of investment that will be made to product/solution enhancements and innovation. However, only OpenText has the depth and breadth of Enterprise Information Management (EIM) solutions that can deliver the future that Documentum customers deserve – while offering a whole series of synergies for existing OpenText customers. Sir, step away from the FUD… I don’t want to dwell too much on the past but I’d be sharing no great insight to say that Documentum was never a perfect strategic fit for Dell or EMC. EMC had made it explicit that continued investment in the platform might be limited. It was an open secret that the company would look to divest itself of ECD. The only question was to whom. Many industry experts had suggested that the venture capital route was most likely, but this would always have left the shadow of future disintegration and sell-offs of the Documentum solution set. OpenText offered a completely different approach. Our solution sets are complementary and together offer a path to further develop and innovate in the ECM space. Our competitors – even those that have tried to spread some FUD (fear, uncertainty, doubt) – would struggle to suggest that we are not a perfect fit. More importantly, the OpenText deal ensures the investment that the Documentum platform requires to fulfill customer needs. In technology solutions, as we are all acutely aware, if you’re standing still then you’re going backwards. It would have been unthinkable to let that happen to Documentum. In reality, this deal marks the end (not the continuation) of the uncertainty about Documentum’s future. Where do we go from here? The Documentum Life Sciences Solutions Suite was the pinnacle of EMC’s approach to take a solutions-based approach to delivering on customers’ pain points. I’m afraid the first thing we’ve done you may find fiendish. We’ve put the word ‘OpenText’ in front of it! The next thing we’re doing is setting out a roadmap to ensure the platform meets your needs today and into the future. We’re doing exactly the same thing with other ECD product sets – such as LEAP – so that existing Documentum customers can be reassured that our solutions will always remain a strategic investment. But, as I said, standing still is going backwards. Our belief in the Documentum platform was only part of the reason that OpenText was interested in this deal. Our strategic direction has long been to assist our customers to access the full potential of EIM. This means bringing ECM together with enhanced records management, analytics, and BPM into a single, coherent, end-to-end platform. We believe that this approach is the only way to fully release the value of information held within an enterprise and provides the foundation for Digital Transformation. Life Sciences companies can select (or maintain) either the OpenText or Documentum ECM platforms and expect to receive the same level of native integration into OpenText’s Discovery, Case Management and Customer Experience portfolios, as well as industry-specific solutions, reflecting our combined decades of experience and best practice. Bringing immediate value to customers Beneath this strategic direction, there are a number of actionable synergies that can immediately benefit both OpenText and Documentum Life Sciences customers: Extended solution portfolios – In areas such as analytics and B2B integration, existing Documentum customers can build out the capabilities of the Documentum for Life Sciences Solution Suite and leverage best-in-class OpenText solutions, such as Marketing Content Management for Life Sciences. Existing OpenText customers can benefit from ECD solutions such InfoArchive. Enterprise Application Integration – OpenText’s close relationships within its partner network introduce seamless integration with enterprise applications such as SAP, Oracle, Salesforce, and Microsoft for Documentum customers. Cloud and IaaS – The OpenText Cloud delivers the ideal platform as Life Sciences companies to transition from on-premise to Cloud-based solutions. You have the confidence that you are with one of the world leaders in Infrastructure as a Service (IaaS). I know it is natural to be cautious when large deals like this happen – and only time will show that what I’m saying will happen – but I’d like to think that you are as excited as I am about what this means for current and future customers. To summarize, the OpenText Documentum for Life Science Solution Suite has the investment it needs and a talented team to drive its functionality forward. Additionally, we’ll continue to help Life Sciences organizations realize the potential of EIM to deliver the real benefits of Digital Transformation. If you’d like to find out more about how this new union will affect your organization, please contact your Account Executive or click here and someone (maybe even me!) will call you. In addition, OpenText will be unveiling its strategic plans in more detail at this year’s Enterprise World, in Toronto, Canada, where we will have a full Life Sciences program designed to help maximize your investments in OpenText (including Documentum) platforms.

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Next-Generation CCM: Blending Customer Communications With Digital Enablement


Guest blog from Omer Minkara, VP & Principal Analyst, Contact Center & Customer Experience Management, Aberdeen Group. Digital has become table stakes for companies to survive and thrive in today’s market. Specifically, the term refers to the continuous increase in the adoption and use of digital technologies by both B2B and B2C buyers. It also refers to organizations adapting their activities to address changes in modern buyer / seller dynamics. To this point, findings from Aberdeen’s February 2017 CEM Executive’s Agenda 2017 study shows that 55% of businesses use at least ten channels (e.g. web, email, print and social media) to interact with customers. While the use of channels varies across businesses, the common thread is ensuring that communications taking place through these channels are personalized and yield intended results. Enter Customer Communications Management (CCM). This refers to companies using a technology platform that enables the automation of activities involved in creating and delivering personalized customer communications across all channels. These communications can include marketing materials, account statements and self-service website content. Recent findings from our 2017 CEM studies reveal that companies making effective use of CCM achieve 63% greater year-over-year growth in annual company revenue, compared to those that don’t use it (21.5% vs. 13.2%). Similarly, CCM users also achieve 5.2 times greater annual increase in customer retention rates (11.0% vs. 2.1%), and more than three times greater annual increase in return on marketing investments (18.0% vs. 5.6%) than All Others. Savvy users of CCM succeed because they exploit the opportunities digital channels and tools provide them to better interact with their customers. Figure 1 shows several examples of these capabilities. Figure 1:Use Content to Deliver Consistent & Personalized Conversations As depicted in Figure 1, CCM users are 15% more likely deliver consistent messages to customers (71% vs. 62%). This is vital for minimizing the risk of confusing buyers through different messages via multiple channels or delivered through multiple stakeholders. Additionally, CCM users grow their revenue by adjusting content delivery to become more proactive. This means that instead of sending customers content to respond to a request, clients are automatically provided with certain content without prompting the company. Proactive communications are invaluable in demonstrating to customers that the business is tuned in to regularly address client needs. In fact, by catering to customer needs through proactive (and relevant) communications, CCM users also maximize their success in cross-selling and up-selling. Specifically, they analyze content consumption patterns through service interactions such as self-service history, and use it to deliver targeted offers to drive additional spend. To this point, Figure 2 shows that CCM users are 96% more likely to regularly analyze how content consumption influences customer behavior across numerous digital channels (45% vs. 23%). Companies are able to better personalize customer conversations by using analytics to determine how each buyer reacts to different content. For example, marketers can analyze how buyers across different customer segments interact with content used across different campaigns to determine the types of content that are most likely to convert a prospect into a paying customer. Figure 2: Regularly Monitor Your Performance to Make Optimal Use of Content Analyzing customer behavior in relation to content also reveals process inefficiencies companies must address. Figure 2 shows that CCM users are 31% more likely to have this capability than All Others (68% vs. 52%).Analysis of customer experience data doesn’t just point out inefficiencies. It also helps organizations determine correlations between content and customer advocacy. Companies do this by identifying clients sharing positive word-of-mouth about their products and services, segmenting them, and determining the content used in interacting with these buyers. This ultimately helps companies use personalize conversations across each channel through the right content that is most likely to convert each buyer into a brand advocate. The Bottom-Line Digital technologies have brought fundamental changes to almost all industries. Companies using this as an opportunity to improve internal processes and external customer communications are uniquely positioned to succeed in today’s market. We recommend adopting the key capabilities listed in this article to maximize your performance results through digital enablement. View Aberdeen’s February 2017 CEM Executive’s Agenda 2017

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General Data Protection Regulation (GDPR) – How can Customers use OpenText and SAP for Timely Deletion


In part 1 of this blog, we discussed what the General Data Protection Regulation (GDPR) means for enterprises and how data and content, which is generated and stored in the course of day-to-day business processes in SAP is subject to this regulation. Our example was the incoming vendor invoice on paper, which is scanned, attached to the SAP transaction via ArchiveLink and then securely stored on the OpenText™ Archive Center. This paper invoice may contain a contact name of the supplier, a phone number, an email address, all data that when combined together could identify an individual, such as an employee of the supplier. This personal data is protected by GDPR. Let’s recap: Collecting and processing data is legitimate as long as it serves a justified purpose, as defined by GDPR, “if data processing is needed for a contract, for example, for billing, a job application or a loan request; or if processing is required by a legal obligation …” Justfied purposes for storing and retaining personal data include laws that govern retention of content, such as tax relevant data and documents, where retaining the scanned vendor invoice or a customer bill is not only justified but an obligation. BUT: When the legitimate reason for the procession has expired, the transactional data and the attached ArchiveLink document need to be deleted. In our example above, the scanned vendor invoice needs to be retained as long as taxation laws require, but be deleted just after this retention period, which is 10 years in Germany for example. This means that enterprises are advised to set up retention rules to govern the necessary retention AND put processes in place that will delete data and attached content in a timely fashion, when it is no longer needed, or when the justified purpose for retention has expired. Retention Management for SAP® Data and Related Content Neither OpenText nor SAP can provide legal advice or guidance in this matter, but they do offer software capabilities that help customers set up policies and procedures for retention and deletion of transactional data and attached content. The products that play together here are SAP® Information Lifecycle Management (SAP ILM) and OpenText™ Enterprise Content Management solutions for SAP: OpenText™ Archiving, Document Access and Extended ECM for SAP Solutions (see OpenText Suite for SAP). SAP ILM provides records management for SAP data and can also be configured to apply the same retention schedule to the attached SAP ArchiveLink documents. However SAP ILM itself does not provide the storage for data and documents but relies on ILM aware platforms for this purpose. OpenText Archiving, Document Access and Extended ECM provide the compliant ILM aware platform for ILM data files and ArchiveLink documents. These solutions store the content, enforce the retention and holds from ILM and pass it up to the hardware level, and, at the end of the lifecycle, execute the deletion request coming from SAP ILM. SAP ILM acts here as leading application for the retention management of SAP data and attached ArchiveLink documents. So far so good, if you only look at SAP data and attached ArchiveLink documents. Enterprise Wide Records Management However, personal information in business documents does not stop at the boundaries of the SAP applications. You will also have content outside SAP, which you want to retain and manage, put under records management and execute timely deletion when the reason for retention has expired. This is where Extended ECM for SAP Solutions comes into play. Extended ECM provides DoD certified records management for SAP ArchiveLink documents as well as NON-SAP content, which can be related to SAP business objects via the ECMLink module. A customer that wants to benefit from the DoD certified records management for documents can use Extended ECM for all unstructured content inside and outside SAP, whereas SAP ILM provides the records management for SAP data. If SAP ILM is to delete data which relates to Extended ECM content that has not yet expired, both solutions can synchronize, so that business documents in Extended ECM will not be orphaned by SAP ILM. At the same time, Extended ECM represents the ILM aware storage platform for SAP data and documents. So SAP ILM together with Extended ECM for SAP Solutions can manage the retention of data and unstructured content inside and outside SAP. Where to Find More Information Learn more about OpenText’s capabilities to support GDPR requirement by reading our other blogs here and here. You can also visit our main web site and learn how OpenText EIM offers capabilities that support customers to prepare for GDPR or listen to our webinar.

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Digital Plants and Conveyor Belts – a Different Approach to DAM


The world’s largest museum complex is probably not the first thing that comes to mind when you think about who are the natural users of a leading edge Digital Asset Management (DAM) system. After all isn’t Digital Asset Management all about managing your online brand assets like photography and videos so that your website and apps look consistent and only use approved imagery? Not really. As I wrote recently DAM isn’t just for pretty pictures any more, as many companies are finding new uses for the technology. However most of those new uses are still centered on managing current content. Some companies have begun to use DAM technology to leverage the value of corporate archives, but these tend to be limited to the reuse of old photographs and documents. But the Smithsonian National Museum of Natural History in Washington DC is using the OpenText™ Media Management (OTMM) DAM platform in a whole new way; to catalog millions of plant specimens, some of which are over 300 years old. The Washington Post recently reported on this fascinating project, and the innovative conveyer belt process that has been developed to enable the team to handle the sheer volume of data they are digitizing. The specimens are pulled out of the cabinets and placed in the moving conveyor belt that automatically clicks high resolution photos at the rate of roughly one every 4 seconds. The image files are created, automatically cropped via a tool and then ingested into OTMM after a metadata tagging process. Prior to the OTMM-based digital transformation project the museum faced two major challenges: New specimens were arriving in the collection at a rate of 20,000 to 30,000 a year, and as a result the collection was growing quicker than they could catalog it. At the start of the new project it was estimated that the overall collection numbered around 5 million specimens. The traditional digitization process was too slow. It had taken 40 years to catalog the first 1.5 million specimens. The new OTMM-based project initiated by the Smithsonian’s Digital Program Office is on track to have cataloged the next 1 million objects in just eighteen months. The Natural History Museum project isn’t the only part of the Smithsonian that is using OTMM. They have 12 museums that are contributing content to the DAM and currently have millions of assets in their OTMM system and that number is increasing rapidly each day. Most or all of these images are made available to public & researchers free of cost online at the Collections Search Center site.

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OpenText WFO Video Series: Why Should Customer Experience be a top Enterprise Goal?

WFO Video Series

When faced with a choice of products, or suppliers, how to decide which one to use? Is it simply price, or like most people does your previous experience with the company or product factor into your decision? In today’s fast-paced world no one really has the marketplace to themselves anymore. New innovations quickly give rise to competitors. As a result everything is a commodity, making it ever more difficult to achieve market share based on product alone. Customer experience has become the key business differentiator. Management consultant and author Peter Drucker once wrote that “the purpose of a business is to create and keep a customer.” This may seem to be an obvious statement, but many companies traditionally focus on the first half of the statement to the detriment of the latter part. It can be argued that keeping a customer is more important than finding a new one – for a repeat customer is often an engaged customer. According to a 2015 article from McKinsey & Company, developing a customer experience strategy is now one of the top 3 initiatives for 90% of CEOs.  And as stated by analyst Brian Solis in “The 2016 State of Digital Transformation,” of 500 participating digital strategists who were responsible for digital transformation, 55% cited “evolving customer behaviors and preferences” as the primary catalyst for change. In today’s digital world the customer is not only driving the decision on when and how interactions are made, they are also demanding a more personalized experience. But simply improving individual transactions with the customer at specific points in the process is not enough: to make a real difference the customer experience should be a continuous connected journey that allows data to flow across every step of the customer lifecycle, leaving the customer with a “they really know me” feeling. One of the most commonly overlooked areas of the customer journey is post sales when the greatest value is to be obtained. A well-defined post sales process aligned with a foundational customer experience strategy can increase the customer’s lifecycle value and often deliver overall revenue multiple times that of an initial product order. The companies that are focused on delivering exceptional customer service are demonstrably winning more business and are on faster growth paths. Customer-centric brands generate more loyalty and find that their customers become their strongest brand advocates. Think about the brands and companies that you like to deal with. Shouldn’t you be delivering a similar, or even better, experience to your customers at every interaction? For a real life example of why customer experience should be a top enterprise goal, Aflac’s Jason Goodroe discusses how customer experience has been defined as one of the four key pillars of the business. Listen to Jason explain why customers, irrespective of technology or process, want to build loyal relationships with companies that provide value and trust. And don’t forget to hear how the other Video Series speakers explain why customer experience is a top enterprise goal in 2017. In all, our speakers answer eight important questions about driving awareness of the contact center within your organization and explain why this should be of interest to every contact center agent, supervisor, manager and executive. So when you have a few moments be sure to hear how our panel of experts answered all of these questions: What defines a positive customer experience? Why should customer experience be a top enterprise goal? How can the contact center be positioned as a leader in customer experience? How can the contact center align with the top priorities of executive leadership? What’s the best way to coordinate contact center goals with other business units? What performance goals resonate most with executive leadership? What other tools demonstrate contact center impact to the executive team? What are some lessons learned about reporting to the executive team? Continue the conversation by commenting on our blog posts, check out Steve Graff’s blog to read his take on the first question in the series, What defines a positive customer experience?

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Bye-Bye Repetitive Marketing Tasks, Hello Compelling Customer Conversations

For nearly two decades, email has been the main message bearer in marketing. But with tightening regulations, it is becoming less and less viable to simply email your database—not to mention the ‘email fatigue’ we all feel; it’s simply becoming a less effective tactic. As marketers look to uncover alternative ways to get their message out, many organizations are opening deeper, more effective dialogues with customers through compelling content. Today’s customers desire interactive conversations with organizations, to get to know not just the product but the organization behind it. Email as a marketing tool will be dead in 5 years or less, and marketers need to think quickly about what will replace it in the age of the digital customer. Content and conversations, self-service and self-selection will form the epicenter of B2B and B2C marketing. Creating rich, engaging and, most importantly, timely customer interactions from initial contact through to buying takes time, data and a deep understanding of both current and future customer requirements. And while many of today’s marketing leaders recognize this, most would admit that they just don’t have the insight they need to really deliver on a customer-centric approach. But, today’s marketing automation tools can help create digital experiences. These tools nurture close relationships, and engage customers at every step of the decision journey to drive brand loyalty, revenue, and customer lifetime value, freeing up marketers to focus on creating compelling content. The Power of Content Content alone is not enough. It must be compelling. It must be engaging. And, it must be optimized to reach your customers at each touch point. Compelling content draws audiences in to your message. They begin a journey with the brand, from awareness to consideration to decision and advocacy. Unlike email, the ultimate interruption-driven marketing tool that pushes your message, content and experience marketing drives the journey through engagement with your customer, and is more efficient—costing over 60% less (62% less) than traditional campaigns. The Journey There is no single “channel” that today’s marketers can rely on to engage with customers. Customers today interact via multiple avenues, whether through social channels, a brand’s “owned” digital properties or more traditional routes like the media. In each case, the customer must experience a continuous, personalized and authentic digital journey that offers the best experience at every point of interaction and in every phase of the lifecycle. With a lineup of engaging content, customers can delve into the information they are looking for in their preferred medium. For instance, almost 50% of Internet users look for videos related to a product or service before visiting a store (Google, 2016). In a recent report on demand generation, 96% of B2B buyers said that they want content with more input from industry thought leaders, and over 50% said they relied on content as they researched buying decisions—from both the vendors and independent third parties. With all roads leading to the power of engaging and personalized content, it’s time to re-focus on the future of marketing. The Freedom to Create More Content Knowing how important content is, it’s time to balance your efforts. The bottom line is this: a big driver of today’s conversion rates is compelling content. The better the content, the better the conversion rate. But with all the technology and touch points and channels in play, there’s no question that marketers are making tough choices on where to spend their time. Automate your marketing processes and free your big thinkers to create the kind of content that speaks to your audiences in personal terms. For more information on how you can automate your marketing operation, check out the OpenText Experience Suite.

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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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The Future of ECM is Coming Into Focus: Here’s Where to Start


Enterprise Content Management (ECM) is changing. It’s an idea everyone involved in content management has heard with increasing frequency over the past couple of years, and it’s driven by the reality that Enterprise Information Management needs are changing immeasurably. Enterprises are now embracing simple, lightweight solutions, ones that nimbly address highly varied and very specific productivity and control issues. These applications can be either in the cloud or on-premises and —like blocks in a foundation — build on each other to result in optimal ECM coverage. It’s a different approach than the traditional methodology of attempting to blanket the entire organization with an all-encompassing ECM solution. And it’s such a step-change in concept and practice that the respected analysts at Gartner have even decided that ECM doesn’t cut it as a sector name anymore. In their estimation, the new topography is better encapsulated by “Content Services,” a nod to the decentralized, purpose-built applications that organizations find much easier and effective to implement. Now, all this may promise unheralded levels of agility and integration, but I can also see LOB and IT execs shaking their heads and thinking: “We’ve just spent a decade investing in our ECM infrastructure. Are we starting all over?” No!  The short answer —and single, most important thing to remember — is: No. The key to sustaining momentum and achieving future ECM success is centered around building on what you already have. There’s just a new way of thinking about what comes next. Resources to Speed your Learning Curve Over the past month, I’ve had the opportunity to participate in a few initiatives with the industry experts at AIIM that have gone a long way to helping explain this path forward: First up was an extremely well-received roundtable webinar inspired by the completion of the OpenText acquisition of Documentum. This must-see webinar for OpenText AND Documentum customers provides straightforward, detailed insight into our vision for the two product families, including future integration plans. This overview morphed into a wide-ranging panel discussion on what the overall future of ECM looks like and the competencies organizations need to have to excel in this new world. That was followed by a pair of related events; the release of an AIIM-authored eBook, “Revolution of Evolution? 10 Strategies to Navigate the Shift from ECM to Content Services” and an accompanying webinar, Next-Gen Information Management — Succeeding in a New Era. Both provide excellent insight into the context behind this shift in ECM strategy, the constants that will always hold true, and the questions and actions organizations need to address to chart their journey. Start by reading the eBook, then view the accompanying webinar-on-demand. Next up is the annual AIIM Conference in Orlando, Florida from March 14-16. OpenText and Documentum experts will be at the event, including hosting a number of sessions on understanding and capitalizing on the evolution of ECM. If you’re planning on attending, book a 1:1 meeting with us, there’s no better way to get up-to-speed than connecting face-to-face and asking what this all means for you.

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The 3 Most Asked Questions about Fax Technology in Healthcare


Freshly back from HIMSS 2017, I spent some time reflecting on the rich conversations that I had with tradeshow attendees. These top three questions were so consistent among the conversations that I wanted to share them, just in case you missed them at HIMSS: Q: How are healthcare organizations using fax solutions to save costs or be more efficient?  A:  Two words: Simplify and Optimize. Fax and paper continue to dominate patient information exchange, accounting for as much as 90% of all exchanges. First, it’s important to simplify their faxing by eliminating the security and compliance risk of standalone fax machines and manual faxing and replace them with a secure, digital fax solution. This eliminates unnecessary paper and the costly, time-consuming task of manual faxing. Second, healthcare organizations should optimize their faxing by integrating their digital fax solution with Electronic MR systems, MFP devices, document management systems or other healthcare applications. By integrating electronic fax with the devices and applications they use the most, healthcare providers get access to the right patient information when they need it and where they need it. Q:  What trends are you seeing with fax technology in healthcare? A:  There are 2 major trends in healthcare today:  Fax volumes are rising (yes, you heard me right) and hybrid fax deployments.  First, fax volumes are rising.  As more patients enter the health system, attributed to more people having affordable access to healthcare and the healthcare needs of the aging population, fax volumes increase, too. The second trend is the shift to hybrid fax deployments, which combine an on-premises fax server with cloud-based fax transmission. Hybrid fax deployments are becoming more and more popular because they simplify existing on-premises fax server deployments and allow healthcare organizations to leverage the cloud for just the transmission of the fax. In addition to simplifying the deployment, the on-premises fax server keeps its integrations with EMR systems, MFP devices, and other healthcare applications and there is no change to the user experience or established patient information exchange workflows. Q:  Where is fax technology headed and how is OpenText innovating in healthcare? A:  As other forms of patient information exchange develop, such as Direct messaging and other forms of electronic exchange, it’s important that fax technology evolve to coexist with these new forms of exchange because fax is so deeply rooted in healthcare. When fax coexists with other forms of exchange, it allows healthcare organizations to begin to transition to new forms of exchange at their own pace, or as importantly, at the pace of other providers in the healthcare continuum, with minimal or no change to the user experience (or better yet, make the user experience better!). For example, OpenText has recently launched an innovative healthcare solution that combines fax and Direct messaging in a single solution, allowing healthcare organization to convert an outbound fax to a Direct message whenever possible with no change to how they send a fax today. I’m already looking forward to HIMSS 2018 and the great conversations we will have then!

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Regulatory Matters: Collaboration is key for Life (Sciences) in 2017 – Part Two


The Life Sciences sector is very innovative. The Boston Consulting Group found that almost 20% of the world’s most innovative companies came from the sector. In fact, PwC suggests that Healthcare will surpass Computing as the largest industry by R&D spend by 2018. Shining a light on the innovation paradox Yet, for all the effort, there is still a lack of new products. Last year marked a six-year low for new drug approvals by the FDA. The rise of treatment-resistant superbugs has shone a light on the fact that there hasn’t been a completely new antibiotic for over 30 years. The poor return on R&D investment explains the paradox between innovation increase and new product decrease. Deloitte found that returns on research and development investment at the top 12 pharmaceutical companies fell to just 3.7 percent in 2016 from a high of 10.1 percent in 2010. While many Life Sciences executive remain upbeat about the development of new medicines, it’s clear that two factors will drive success: achieving improved operating efficiencies internally and creating more strategic alliances externally. The Internet of Things will increase the focus on cybersecurity In 2014, the Financial Times found that cyber security for the healthcare and pharmaceutical industries worsened at a faster rate than any other sector. As the sector becomes more and more IT driven in terms of innovation, R&D and manufacturing, cyber crime has been increasing in areas such as intellectual property (IP) theft, international espionage and denial of service attacks. As the sector looks to embrace digital transformation and the Internet of Things (IoT), cyber security is likely to be top of every CIOs priority list. The trend towards preventative and outcome-centric models relies on the ability to monitor and measure the health of individual patients. Whether wearables or other intelligent medical devices, the requirement for some form of online connectivity creates a vulnerability. At a recent cyber security conference, experts showed how items such as an insulin pump can be hacked. This represents a real threat to the individual but also raises the possibility of devices such as pace makers being used to launch denial of service on other targets. Addressing cybersecurity concerns, the FDA has issued guidance to medical device manufacturers to mitigate and manage cybersecurity threats. The excitement around IoT has to be tempered with the need to deliver water-tight security. This stretches way beyond the ability to gain access to user devices. It has to encompass data in transit and the management and storage of data within the life sciences company itself. Security-by-Design – built into all OpenText solutions – will become a foundational element of every part of the IT infrastructure for healthcare and pharmaceutical companies. Achieve operational efficiencies to improve margin and time to market With the focus firmly on value-based medicine, personalized care and population health, the Life Sciences sector is experiencing new levels of convergence and collaboration. Companies have begun to transform their business operations through collaborative product development and new service development. The ‘not invented here’ model is no longer appropriate for increasingly complex and expensive product lifecycles. As Deloitte points out: “Collaborating throughout the product development lifecycle is becoming an increasingly common and effective way for biopharma and medtech companies to offset mounting R&D costs, funding shortfalls, increasing disease complexity and technology advances”. In 2017, life sciences companies are transforming their traditional, linear supply chain into a supply chain of dynamic, interconnected systems that integrate their ecosystem of partners. This new supply chain modality allows organizations to extend their value chain beyond product development into the enablement of care in an increasingly outcome-based healthcare environment. By creating a secure, open and integrated supply chain, organizations are able to reduce cost, increase quality and manage risk across the partner ecosystem. It provides the foundation to quickly and easily extend the partner network for Life Sciences. As you evaluate your business strategies and priorities over the next 12-18 months, collaboration with trusted partners like OpenText can prepare your organization for the challenges ahead. Contact me at jshujath ( to discuss how we can help. If you missed the first blog in this two part series, you can view it here.

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OpenText WFO Video Series: Defining a Positive Customer Experience

WFO video series

To paraphrase that old adage about art: I may not know much about customer experience, but I know what I like. As professionals in the contact center business, we know a thing or two about customer experience because we live and breathe it every day. We would generally agree, I think, that customer experience is commonly described in terms of our customers’ personal opinions about their interactions. So the simple definition of a positive customer experience might include delivering a service that leaves customers with a feeling of having been heard, of having received satisfactory resolution of an issue, and of thinking that, yes, they just might recommend us to a few friends. But the full definition of a positive customer experience is much more nuanced because it must take into consideration both the customer and business sides of the equation – the employees and technology in place that actually enable the delivery of effective interactions, as well as voice of customer analysis and reporting that make it possible to gain insight into customer expectations. What defines a positive customer experience? is the first question asked of our 2017 Video Series speakers, and for his part Keith Dawson maintains that there are in fact two components to customer experience: What the customer perceives What impact it has on the business Listen to what Keith has to say about the importance of “tangible business benefit” in understanding what defines a positive customer experience. While you’re at it, hear how the other Video Series speakers define what they mean by a positive customer experience. You might find that your own definition of a positive customer experience is confirmed..…or perhaps tested and ultimately broadened. In all, our speakers answer eight important questions about driving awareness of the contact center within your organization and explain why this should be of interest to every contact center agent, supervisor, manager and executive. So when you have a few moments be sure to hear how our panel of experts answered all of these questions: What defines a positive customer experience? Why should customer experience be a top enterprise goal? How can the contact center be positioned as a leader in customer experience? How can the contact center align with the top priorities of executive leadership? What’s the best way to coordinate contact center goals with other business units? What performance goals resonate most with executive leadership? What other tools demonstrate contact center impact to the executive team? What are some lessons learned about reporting to the executive team? And continue the conversation by commenting on our blog posts with #CCTRImpact or by using the “Get in Touch with a WFO Expert” form on the Video Series pages.

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OpenText Positioned as a Leader Again in 2017 Gartner Magic Quadrant for Customer Communications Management (CCM) Software


Gartner recently published its 2017 Customer Communications Management Software Magic Quadrant, with OpenText positioned as a Leader in this report. Gartner evaluated both OpenText™ Communications Center and OpenText™ Exstream before the acquisition. However, Gartner focuses on each vendor’s technology execution, strategy and vision – not product specifics – so there is only one OpenText “dot” on the graphic. The 2015 CCM MQ positioned both OpenText Communications Center  and Exstream in the “Leaders” quadrant. In the latest version, we believe we maintain a strong position as a Leader due to our breadth of capability across our CCM products and the strength of our direction to combine Communications Center and Exstream into a single platform, thereby bringing additional value to our current and prospective customers. Our position on the “Ability to Execute” axis improved from the average position of Communications Center and Exstream in the 2015 MQ. The position on the “Completeness of Vision” axis held steady compared to Exstream’s placement in the last report, which we believe is a good sign that Gartner approves of our strategy to provide a single flagship CCM offering to enable business users to easily design and deliver omnichannel communications – including web, mobile, SMS, and print channels. The future is bright and exciting as we bring our CCM products together into a single, powerful platform to meet any omnichannel CCM requirements. This is happening now and will bring benefits to all current customers of Communications Center Enterprise (formerly StreamServe), Exstream, and Communications Center CRM (formerly PowerDocs). Get your copy of the full report here.

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