Information Management

It Takes a Team to Win it all

OpenText Support

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

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Saving Trees Could be Saving Your Business

Saving Trees

For the last quarter century, the use of paper has given way to digital images. But the switch goes far beyond awareness or an effort to save trees. The move toward digital in the enterprise started with an eye toward the bottom line; reducing physical space needs, automating manual processes and improving records retrieval. The notion that going green saves some green has taken on a broader impact for business more recently. Cutting paper use improves key drivers like productivity, accessibility and compliance. In fact, according to AIIM, the biggest driver for organizations’ adopting scanning and data capture is improved search and share (53%). Only 27% of organizations point to an environmental policy for ditching paper. For the last two decades, capture technology has been used as a best practice to eliminate paper. But many companies have yet to implement capture in their processes. It’s hard to understand why because digital assets benefit both organizations and their customers. Digital capture frees data from file cabinets, making it accessible by all employees and, ultimately, their clients as well. Email import is a great example. Companies receive an email with an invoice, doc, or other attachment. The recipient prints it, processes it, and then maybe scans it again to send it back. But why? Technology is available now to eliminate the urge to create more paper. Innovative companies leverage capture technologies to automatically open and process emails and attachments. Not only is the email auto-classified for content, but also the attachment can be opened and transaction processed with no manual interaction. Here’s a great use case. A top insurance company and current customer in the Netherlands has fully automated their email processes, and cut that staff from 34 to 5. In the old paper-based, manual processing world, the staff had to: Open and read each incoming email Open and print the attachments Push the attachments through a manual mailroom process to route and classify the content By automating email with capture, the company not only eliminated paper, but also drastically reduced the element of human error inherent in manual processes. Automated email processing also improves customer satisfaction, allowing companies to interact with customers quickly and accurately. In fact, according to AIIM, the biggest benefit of paper-free processes is faster customer response (43%). The insurance company now sends customers an immediate response and auto launches claims management processes. As a result, they arrive at settlements much faster and drive higher customer satisfaction. But simply streamlining is not enough. It’s crucial to examine fundamental business practices and blow up the internal status quo before being left behind by an outside “disruption.” Take a look at taxi companies, who did not develop apps to allow payment, tracking, and driver ID before Uber came along and forced their hand. Mobile capture is helping organizations make these leaps forward. Many banks now offer mobile check deposit to their customers, eliminating age-old, tedious and inconvenient in-person interactions with tellers. Other advances include using mobile devices to snap and send pictures of a W2 or other document for a loan application. This is a real-life example from a leading financial services organization that embedded Captiva’s mobile capture capabilities into their mobile app. Customers get fast service and real-time interactions anywhere, anytime. The lender, using great image quality and OCR, immediately ingests data and processes transactions much faster. No paper needed! Mobile capture solutions create a direct interface to customers, helping organizations understand consumer behavior patterns. What do customers want? When is an interaction successful? Such insight is invaluable, and drives innovation. Few advancements in technology have led to more “disruption” than the introduction of the cloud. We hear many B2B customers are planning a SaaS buy with capture services in the next two years. Capture as a Service (CaaS) allows organizations to hone in on eliminating paper at the edges of their organizations, like at branch offices. The CaaS provides an alternative to paper processing at remote locations by using intuitive capture apps that process without the heavy footprint of a dedicated scan client. Our LEAP app, Snap, opens the door to these capabilities by providing them in an ergonomic capture interface. Because it’s cloud-based, a Snap environment and Snap users can be provisioned in minutes enabling remote users access to the same rich set of functionality such as real-time auto-classification and field validation that users expect faster than ever. As an example, LEAP Snap drives innovation by providing these capabilities proven capture services in a CaaS environment. Paper may never go away fully, at least not in the near future. But companies can create clear, measurable business benefits by reducing or eliminating paper and paper based manual processes. AIIM reports that 59% of organizations achieved a payback in less than 12 months from their paper-free projects, including 26% in 6 months or less. 84% achieved payback in less than 18 months – the highest AIIM has ever recorded. But eliminating paper is not a destination, it’s a journey. Truly innovative companies find ways to fundamentally change the way they do business by interfacing with customers at their first point of contact, and eliminating paper in the process. In honor of AIIM’s World Paper Free Day #WPFD, today we celebrate the digital business.

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Learning a CX Lesson While Leaving Las Vegas

CX lesson

It’s amazing what you can learn in the back of a cab in Las Vegas. On my ride back to the airport after speaking at the recent LavaCon Conference on Digital Strategies the cab driver and I discussed all sorts of topics from robotics, and artificial intelligence, how our brains adapt and learn, to the life and times of Marilyn Monroe (the latter being the subject of a new musical the driver had written and was hoping to get produced in the next year.) But perhaps the most interesting learning moment was the one when we arrived at the airport and the cab’s credit card machine suddenly lost its connection and stopped working. “Don’t worry,” said my new best friend, “we have a process for when that happens. I can just call it in.” Well I’m glad that I’d left my hotel a little earlier than originally planned and I wasn’t in a rush to catch my flight. The first step in this process was for the driver to get out of the cab and look at the 1-800 phone number painted on the side of it, so he could call in. There was nothing inside the cab with the central booking number on it. Why would there be, if you’re in the cab, you’ve already booked a ride, why would you need the number? Unless you’re the driver with a credit card processing problem. Once back in the cab the driver reached central booking. “This is cab # 1234 my credit card machine is down I’m at the airport and I need to run a passenger’s card.” “OK, let me pass you on to the people that can do that.” <click… wait..click> “Hello, how can I help you?” “This is cab # 1234 my credit card machine is down I need to run a passenger’s card.” <click…. wait … click>> “Hello, how can I help you?” “This is cab # 1234 my credit card machine is down I need to run a passenger’s card.” “Not another ….. one. Geez, what are you idiots doing out there?” At which point, thanks to the driver rebooting the terminal a few times during the conversation, the machine came back online and I paid. So apart from the fact that as the customer I was hearing the whole conversation, including the colorful language, what got me was the fact that the driver was passed from department to department having to repeat the same information for each new agent. As for the “we have a process for that,” they apparently didn’t, or at least not one that was accessible, well documented, or efficient. And if any process needed to be efficient it is one for a cab passenger at the airport being able to pay quickly and easily, as the chances are that in most cases they are in something of a rush. Clearly context and customer needs hadn’t been considered. Back in June I blogged about how employees are customers too and that you should give them the same digital experience. The incident in the cab made me realize that there’s another aspect to that viewpoint. What about the systems that employees have to use when they are interfacing with a customer? How much will the customer judge their potential on-going experience with you based on how easy (or not) it is for your employees, agents, etc. to complete their tasks. Not every aspect of customer experience is a direct interaction; often it’s an observation rather than a transaction.

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OpenText Experience Suite Adds Functionality to Support the Customer Lifecycle

Experience Suite

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

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Lucky Number 13

ECM

I have never been the superstitious type; full moons, cemeteries, ghosts, vampires, etc., just don’t bother me. Werewolves, on the other hand are a different story, but that is childhood trauma that I will save for another day. So when it came time to participate in the Gartner Magic Quadrant for Enterprise Content Management, I didn’t put much thought into the notion we were shooting for our 13th consecutive report positioned as a leader, because I like to deal in facts, and that fact is ECM is more important today than it has ever been, and our offering is again recognized as a Leader. As avid ECM practitioners we all know the importance of content and if you are like me (old),then you have seen how the role of content had evolved over the years. This evolution has not been lost on us, over the last 13 years we have constantly enhanced our ECM portfolio so our customers can address their current and future ECM needs. ECM used to be about how organizations take control of their content and while it is still a basic tenet, it’s not where we believe customers will receive the most value. We released LEAP because it is clear to us that the future of ECM is heading away from the notion of a single massive repository to a place where heterogeneous ECM systems work together to support the needs of the business; where purpose built applications that address different use cases, yet share a common API, can leverage content irrespective of where it lives. Fundamentally, the focus is on business outcomes and customer experience, where content apps seamlessly integrate with enterprise apps and enhance the experience of both customers and employees. Both LEAP and our solutions portfolio have key strengths making people way more productive, improving business outcomes and enhancing customer experiences, as demonstrated through the following apps: LEAP Courier – a new way to power business processes that depend on structured document exchange across organizational boundaries, providing a consumer-grade user experience for secure and structured document exchange, validation and tracking LEAP Snap – automatically captures, categorizes and organizes documents and related document information in real-time, turning unstructured content into actionable digital business information LEAP Concert – enables the creation of documents in a collaborative but controlled environment with the ability to identify and assign work to be done, and the use of simple review workflows that allow review and approval LEAP Express – easily browse, access, search and approve all content, no matter where it lives, on multiple form factors including web, tablet and mobile LEAP Focus – allows for fast, yet detailed reading and reviewing of business documents on mobile devices, eliminating “pinch-to-zoom” functions by automatically reformatting the document It is little wonder then, that we believe LEAP and our solutions portfolio are viewed as key strengths by our customers, partners and the industry at large. After all, these strategic initiatives make people way more productive, improve business outcomes and enhance customer experience, but perhaps equally important is the fact that our vision provides customers with a roadmap that enables their Digital Transformation initiatives. Much has been written about Digital Transformation and its disruptive impact to incumbents and while there is massive potential for disruption there is also massive potential for innovation. In the Digital Transformation era customer expectations are at an all-time high and successful organizations will need to address these expectations. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

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Developing a Culture of Assumption at 200mph

mapping customer journeys

Last weekend I attended the United States Grand Prix Formula One race at the magnificent Circuit of the Americas facility just outside Austin, Texas and had a fantastic time. It was the third time I’d been to an F1 race at the track and it’s always been a great experience. This year there was a record crowd of just over 269,000 people in attendance. I was also lucky enough to attend the 100th running of the Indianapolis 500 race at the famed Indianapolis Motor Speedway earlier in the year. They too had a record crowd of around 300,000 at the event, and it was also a great experience.  In both cases the facilities and promoters put on an exceptional show. With crowds that size there was inevitably a lot of first time attendees and thinking back I noticed many instances of regular race goers having to explain how things worked to other people. Things like how the shuttle bus service worked, how to identify drivers and cars, or the nuances of pit-stop strategies. It occurred to me that when you put on an event on a regular basis, you can easily develop an underlying culture of assumption that people just know how things are organized. The same could be said for providing content on a regular basis too. In the periodical publishing industry there is an axiom that any given issue of a magazine is someone’s first issue and that things should be laid out and presented accordingly. I believe the same guideline should be applied to any event where you are interacting with your customers, be it in person or online. Ever been to a trade show or conference vendor hall and had to ask at a booth “So what is it you do?”  Shouldn’t that be obvious from the branding, and booth copy? Again it’s a culture of assumption in play. How about your website or mobile applications, your call center? Do they reflect a culture of assumption? Any given interaction with your company could be someone’s first, so provide them with the information they need for a productive experience. Spell things out. Communicate the basics clearly and use good design to make the first journey intuitive. Help new prospects and customers get the answers they need easily. You also need to provide alternate paths for those repeat interactions where customers already have some product knowledge or experience of how your processes flow. It’s a delicate balancing act to cater for the new customer without irritating the repeat visitor, but it’s one that needs to be addressed. When developing and mapping customer journeys don’t just talk to your existing customers, talk to your sales prospects, or better yet have someone who has no experience of your company and knows nothing about you work their way through the various channels you use to tell your story. Don’t let your new customers be the confused race fan looking for the right shuttle bus, help them get to the track in the quickest and easiest way possible, and they may end up being first in line to buy a ticket for next year’s event.

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Three Ways to Provide Integrated and Personalised Care

Integrated healthcare

A new European study, commissioned by IDC highlights the key role in managing clinical information in a more integrated way. The research reveals that the UK and Nordics healthcare organisations are progressively adopting integrated and personalised care models. While today only 10 percent of healthcare organisations are ready for an integrated and personalised care model, 45 percent of them plan to move in that direction over the next two years. The reasons behind this shift is due to the rising costs of fragmented care across healthcare systems. In addition, there has been a shift in demographics due to an aging population and the rising burden of chronic diseases and mental health conditions. Patient demands are also changing. They have higher expectations regarding the quality of care and expect a better, more personalised experience as a result. The problem is that healthcare executives are aware that change needs to happen to achieve integrated and personalised care. However, they still have concerns over security and data protection, regulatory compliance, and constraints on resources whilst trying to keep costs down. In order for organisations to make this change, their information management strategies, governance and architecture must be aligned. There are three ways to do this: 1. Share data with wider healthcare networks – The full 360-degree view of the patient is still a distant vision, but sharing data with other healthcare providers, and starting a dialogue with social care and public health is a feasible objective. Information sharing between care settings is critical to incorporate and manage the increasingly wide mix of data types and sources that can help build a 360-degree view of the patient. Today, the majority of healthcare providers that own patient data have established standard rules for multilateral data sharing across the health ecosystem as they recognise the value of sharing data across the health ecosystem. Doing so can also help to improve the quality and speed of clinical research. 2. Give patients more control over their data – Healthcare executives want to give patients more control over their data to enhance engagement and make them aware of the value sharing information can offer, in order for them to act as active participants in the delivery of healthcare services. However, healthcare establishments still need to define guidelines for consent from the patient as, at the moment, they can still claim their own privacy rights. In the next two years, 45 percent of healthcare executives are expected to co-own data with the patient and ask for their consent to share data across the health ecosystem. Implementing a strategy that takes into account greater patient empowerment, will be a benefit to any healthcare organisation. 3. Better integration, Improved Clinical Outcomes – Mobility, cloud, social media, big data analytics help to overcome the limit of data sharing caused by point-to-point integration. To establish a truly patient-centric longitudinal record to be used along the patient journey, healthcare executives need IT systems – across both health and care – to be interoperable with one another and to support the end-to-end information management strategy. Thereby, strategy, governance and architecture capabilities have to be aligned in order to deliver integrated care in a coordinated way.

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Partnership Transforms Everything at #MMTM16

MMTM16

We’re getting ready to kick off our Partner Summit at Momentum Europe in Barcelona today, and I’m excited to be spending time with our European partners and team, discussing the opportunities ahead. It’s one of the things I love about heading up the global partner program – partnership transforms everything – and with Digital Transformation as a key theme of our event, the timing for these discussions couldn’t be better. In another post, I’ll share some key takeaways from my partner interactions, but for now let me share some of the ways our partners are driving transformation. Below is some of the exciting news they’re announcing as part of their Momentum participation: Life Sciences Transformation Informed Products today announced the release of two new products, both designed to help transform the Life Sciences industry. A great complement to our recently announced Documentum Life Sciences Solution Suite 4.2, these Informed Products share our focus on making transformation easier, faster and more cost effective, while maintaining compliance. Informed Products’ SharePoint for Life Sciences (SPA4LS) takes the SharePoint integration with Documentum one step further by integrating it with Documentum’s Life Sciences Suite and adding specific Life Science functionalities. In addition, Informed Products’ Enterprise Quality Management Solution Light (EQMS Light) is an integrated Quality Management module for the Documentum® Life Sciences Solution Suite. EQMS Light enables Life Sciences companies to comply with FDA and EMA Quality Management rules instantly and affordably, while being flexible enough to cater to company-specific needs. Healthcare Transformation In the Lutech wHospital® announcement, Lutech explains how “Digital disruption is real and it’s affecting every sector, every market and our daily lives…It’s important to be aware of this transformation and be ready for it.” And they’re right! We’re excited to be working with Lutech wHospital team to help drive efficiency, ensure traceability and integrate with critical systems across Q&M. We’re also excited that #MMTM16 provides us with an opportunity to talk to our healthcare customers about their digital choices. Digital Workforce Transformations Celebrating both its 10-year anniversary and 10-year relationship with the Enterprise Content Division (ECD), Docbyte explained how our organizations work together to assist organizations with their digital transformation challenges by providing smart digital workplace and archiving solutions. These help organizations gain full and flexible control over all documents and optimize business processes. When it comes to content and business process management, the organizations are focused on delivering the right tools to their customers to help them build the next digital enterprise. The relationship has also been instrumental in extending Docbyte’s solution portfolio across different sectors, including Financial Services & Insurance, Healthcare, Life Sciences and more.  Application Transformation Digital transformation also occurs when organizations eliminate applications they don’t need, reinvest those dollars for innovation, and use inactive data to provide insights for a competitive advantage. ASSET Technology Group is doing just this with its recently Certified Solution, ARROW Correspondence Management Solution and ASSET Suite for InfoArchive. ASSET has successfully met a comprehensive set of criteria for superior design, development and implementation. ASSET has demonstrated that it understands customer challenges, such as data volumes growing exponentially and stricter regulations increasing. Now organizations can tap into an easily accessible and agile solution that can scale to meet their needs, increasing operational efficiency and tapping into the power of data for digital transformation. Partnering for Transformation It’s also exciting to see our partners take their own transformations to the next level. Today, MetaSource, the largest distributor of ApplicationXtender (AX) announced that it is partnering with inovoo for its dedicated sales and technical support partner for the EMEA region. Additionally, Metasource’s MetaSTOR product (AX in the cloud) will be available for the EMEA region and offer cloud-based archiving and workflow solutions built around ApplicationXtender & Captiva software, plus inovoo’s NOVO Mail and NOVO Mobile. I’m pleased to see that partner platforms like our Springboard program, are bringing partners together to transform themselves, and ultimately their customers. These are just a few of the announcements we expect to see, and certainly just the tip of the iceberg when it comes to our focus on digital transformation.

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The Key Ingredients for a Winning Development Team

Careers

The Core Product team at OpenText has achieved some pretty remarkable feats. In just over a year, the Core team built North America’s first multi-tenant SaaS cloud application from start to finish. After that, they spent the next year deploying new releases on a monthly basis. How did the Core team deliver on these ambitious plans? Read on to find out: Most of the Core team works out of OpenText headquarters in Waterloo, Canada. The Core team’s space is personalized in a way that feels more start-up than corporate. Filled with open-concept meeting spaces, comfortable couches, and filled with cardboard cut-outs of movie characters; the space is far from typical. The Waterloo office also features a Ping-Pong table, games room, acres of green space and walking trails, sports teams, and more. While the space is great, it isn’t the puzzle piece that drives the Core team’s performance. What really makes the team shine is simple, but hard to achieve: the personalities of the Core team member’s work together to form a positive, high-efficiency team dynamic. What does this dynamic look like and how does it work? Firstly, the team excels because they work hard and stay humble. Secondly, team members describe how they feel supported by one another and accomplish their goals as a group. “We push each other to be better,” explains Mike Bergsma, Senior Developer. They also support each other. Ian Fox, an intern from the University of Waterloo who has been with OpenText for three continuous work terms as a Developer, explains that when an upgrade had a hiccup that needed to be fixed, the team banded together and stayed late to get the job done. Further to working hard and lending a hand, the other winning ingredient for the Core team is making sure to find time to joke around and have a good time at work. “On the Core team, colleagues feel more like friends than acquaintances or co-workers,” says Jay Weir, Senior Product Communications Specialist. Shane Gautreau, a Senior Developer on the team, summarizes the magic perfectly: “Our team works hard, but we don’t take ourselves too seriously and we help one another out. We’ve probably struck the perfect balance between work and play.” Visit our Careers page to find out more about OpenText culture and explore current opportunities.

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What is the Future of Data Governance for the Financial Services Sector?

data governance

In the past few years, the Financial Services sector has been working to comply with a range of regulations that have called for data governance to be embedded in their business, including the likes of Solvency II and BCBS 239. Many companies are probably relaxing a little as dates for these regulations have now passed or are imminent. But what is next? Can Financial Service companies stop focusing on data and data governance? I promote the benefits of data governance to everyone, so obviously, you’d expect me to say no, of course, they cannot, or should not abandon data governance. But let’s be clear, the reason I say no, is not based on an evangelistic stance of managing data for the greater good. Firstly, meeting the existing regulatory requirements was not a one-off project. They require an ongoing commitment to manage and protect the quality of your data going forward. In addition, there are several new regulatory requirements and changes coming in the sector that will lead to an increased focus on data. This is certainly not the time to stop managing your data proactively. The new regulations may not spell out that “data governance” is needed, but if you have implemented data governance properly, your Data Governance Framework should sit at the centre of all your data activities, ensuring that everything is aligned with both each other and the corporate strategy of your company. So, let’s look briefly at a few of the themes that are going to impact the Financial Services sector over the next few years: GDPR No blog on this topic would be complete without mentioning GDPR. The General Data Protection Regulation coming into force in May 2018. That may sound a long way off, but the requirements to manage personal data are likely to require a significant change in how you manage your data. I have found that the Data Protection Officers want to mature their data governance approach, as some of the GDPR requirements have a direct link to data governance. For example, you need to prove data accuracy, data integrity and, to enact the right to be forgotten (i.e. data erasure), you need to know what data is stored where on your systems and where better to hold that than in a data repository? Improving your Data Governance Framework leaves you in a better place to meet these GDPR requirements. Digital Transformation This term is much used of late and sometimes not understood. According to Wikipedia, it relates to “the change associated with the application of digital technology in all aspects of human society”. Digital transformation is going to rely on the technology being able to find the right and consistent data. If you are not confident that your data is well defined, understood and of good quality, then you need to mature your data governance approach before you embrace these technologies, or you may not get the results you were expecting. Operating Model Programmes Operational Excellence and Target Operating Model Programmes are prevalent in the industry at present. However, not all are getting the expected results and that maybe because they have not focused on data. Companies in the know are including a data work stream in such programmes. New systems and streamlined processes are unlikely to achieve the desired efficiencies if sub-standard or missing data is ignored. Indeed, in one instance it was discovered that many of the manual and time consuming processes they were trying to streamline had arisen because of data issues. It should be a fundamental part of such programmes to identify what data is needed where and of what quality to run your business better. In summary, now is the time to evolve and embed your Data Governance Framework to ensure that you can meet new regulatory requirements and get the results you expect from big change initiatives. Build on what you have delivered to date and extend it to other data in your organisation. Maturing your data governance capability will leave you not only able to comply with regulatory requirements but in a great position to support your company as it embraces the digital advance.

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Why Mastering ECM Strategy is key for Digital Fluency

ECM Strategy

Eleanor Roosevelt once said that ‘understanding is a two-way street’.  She’d obviously never encountered an information silo. For far too long, enterprise organisations have been trying to bridge the gap between the myriad of information locked away in silos and the lead applications where the work actually takes place. Historically, Enterprise Content Management (ECM) has largely been a one-way, standalone repository for the proliferating volumes of unstructured data flowing through organisations. It’s a familiar story for most of us. Content management used to be a destination. Today, modern ECM solutions mean content is delivered both in context across departments and inline with processes, creating meaningful business value. Think of it as an enterprise-wide information grid that dynamically manages unstructured content with SAP’s digital core, in context, and on any device. But it’s not just the tools that are evolving. While the effects of digital disruption on business models are familiar territory to most of us, the changing demands on information management strategies are often underestimated. Technology alone can only do so much. You need to know how to get the best out of your systems to keep pace with digital change as the relentless disruption continues. It’s up to you to ensure you remain competent in your information strategy, skillset, and wider business acumen to support the increasingly hyper-connected, data-driven remit that lies ahead. Many companies I speak with can find it difficult to keep up with the voracious information demands from different parts of the business, including impatient, digitally native users, as well as balancing the security and protection of corporate IP and information. Yet all of us want to optimise our SAP investments, outpace (or at least keep in step with) our competition, and learn how others have addressed the same challenges we are facing in ways that we might not have considered. That’s why I’d recommend you to take one day out of your 2016 calendar and attend the annual SAP User Group conference, UKISUG, on 20-22 November at the International Convention Centre in Birmingham. You’ll hear insights directly from digital leaders who have mastered their ECM strategies, such as L’Oreal and Swarovski, as well as innovative strategies for combining unstructured and structured content. Developing your ECM competencies not only benefits your organisation, but keeps your skill set both relevant and in high demand. Regardless of where you are on your own digital transformation journey, data is the lingua franca for the future of your business. The digital fluency of your EIM strategy will ultimately determine the success and ease with which you can mould cohesive, personalised interactions between your information, processes, and business requirements. You can find out more and register to attend the event here. You can also take advantage of our special £100 discount code. We’ll be at stand G1, come and meet us and continue the ECM strategy discussion there.

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Talking Energy in Barcelona

MMTM16

Momentum Barcelona is in one of the most beautiful cities in the world. Jewels include the extraordinary architecture of Atoni Gaudi, some of the world’s most interesting cuisine, and a perfect climate from which to enjoy its treasures. But during the first week of November, the focus for this city changes, as Enterprise Content Division (ECD) and many European customers will descend on this great city for a wonderful conference. This year’s Momentum conference in Europe will provide the perfect opportunity to learn alongside peers in a variety of industry and technical tracks, gain practical experience in hands-on labs, experience the Spanish culture in our social events, and network with colleagues, partners, executives and product managers throughout the week. For our Energy & Engineering industry customers, we are providing a dedicated agenda to explore industry challenges, customer successes, information management solutions, and networking with your industry colleagues. This is actionable information that you can use to better understand how content management can make an impact in your organization, as well as to learn how ECD is helping our customers take advantage of private and public cloud deployment, mobile solutions, and more. But don’t take our word for it. Listen to your colleagues: 98% of our attendees recommend attending Momentum to their colleagues. Let’s take a closer look at what we have in store for everyone in Barcelona. Industry Challenges & Solutions We have put together a full week of sessions, including customer-led sessions from industry leaders. We’ve included sessions to explore industry solutions, with a spotlight on ECD’s Energy & Engineering solutions – Documentum Asset Operations, Documentum Capital Projects, Documentum Capital Projects Express – as well as ECD technology platforms that address other content management requirements. We’re also revealing some information about some new and updated solutions. In addition to the solution sessions, you will also have the opportunity to see live demonstrations of ECD’s Energy and Engineering solutions – as well as other ECD and partner solutions – in the Solutions Exhibition, which is open throughout the conference. Looking Ahead Momentum is not just about what customers did yesterday or what is available today. Our industry vision and roadmap session will highlight how ECD is innovating both with industry solutions while delivering exciting new platforms. You’ll learn about our latest solutions, as well as what’s coming next from ECD. Meet and Learn from Your Peers Momentum provides excellent networking opportunities, and with this year’s Energy & Engineering agenda, we will finish the agenda with a panel discussion. You’ll be able to ask questions and hear from a respected industry analyst, your fellow peers, as well as ECD industry experts and our partners. The emphasis will be on information sharing and discussion. Let’s explore the challenges that you’re seeing in your organization, and our goal is to provide you some insight on how improved information management drives real business benefit. We also have a reception on Wednesday afternoon for all of our industry colleagues to network, share successes and advice, and more. More about Barcelona I started off this blog talking about the wonderful city of Barcelona, and we want to make sure that you’re able to take advantage of your visit. We will be hosting a Momentum Conference Party on Wednesday evening that allows you to experience the Catalan and Spanish culture first-hand. You don’t want to miss this event!

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Employee Engagement and Coaching in Union Environments

employee engagement

A few years ago I visited a customer in Italy, and we demonstrated the coaching and monitoring tools of OpenText™ Qfiniti.  At the end of the meeting, the most senior person in the room thanked us for coming and said, “Ian, I’d like to tell you a story.” The woman went on to share the fact that her sister plays the viola in an orchestra in Rome, and the musicians are part of a workers’ council, or union. She said that if the conductor hears her sister play too softly, too loudly, too quickly, too slowly…..he cannot say to her, “Please change your behavior in this way or that.”  No, she said, the conductor must instruct ALL of the string instruments to play more softly, or more loudly, or quicker or slower. The woman then explained that although coaching solutions to increase employee engagement are quite popular around the world, organizations with unions must promote a sense of fairness, and so they would not be able to provide one-on-one coaching that called out a specific employee for coaching in their contact center. This story has always stayed with me and has shaped my view on employee groups and employee engagement throughout Europe and beyond. The key is to find the right balance of specific guidance and universal coaching, (and in accordance with worker council or union guidelines where required). An OpenText customer in the United States recently told me that, “Effective coaching in a unionized environment means that we must do what’s right for our employees and what’s best for the customer experience for millions of our customers.” This is the balance that all companies should strike, and here are some best practice recommendations to define requirements and put technology to work. Employee Notification: It is always important to alert employees that they will be recorded both over the phone and on their computer. Employees should be given a chance to decline recording options for agreed-upon reasons as defined by your Worker’s Council. Balanced Selection: Another great idea is to allow employees to choose a few calls to evaluate and also have the supervisor choose a few calls. This alleviates any “my supervisor is only choosing bad calls” perception. Published Coaching Rules: Starting a new quality management or coaching program is also a great time to document evaluation forms, processes, agent feedback and workflows. Use this as a new start with your Human Resources team and start off with published guidelines. Agent Access: Consider coaching tools that track the workflow of evaluations and/or coaching sessions. Don’t rely on traditional “random” approaches to call selection, but allow agents access to view their recordings for self-evaluation. Agent access also includes agent acknowledgement. Look for digital signature capabilities for supervisors and agents to sign coaching forms. Feedback and Appeals: Look for coaching tools that allow the agent to post feedback within the tool and also allow for appeals and re-evaluations. This empowers the agent to become part of the evaluation program and not just the target of it. Unbiased Evaluation Assignments: Coaching tools that can objectively assign agent evaluations to the Evaluators without regard to agent or evaluator is can be extremely valuable. Allowing the tool to automatically assign evaluation tasks based on mutually agreeable criteria removes any perceptions of bias and allows for more diverse feedback. If you can’t take each musician and coach them individually, don’t lose count (pun intended) of creating the perfect environment for coaching success. Your Workers’ Council representatives, your employees, and your customers will be there for the encore!

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Three Pillars of Digital Transformation – Efficiency, Usability and Insight

Digital transformation

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

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New Graduate Finds his Calling as an OpenText Consultant

Consultant OpenText Germany

Like many new graduates fresh out of university, Benjamin Panzer didn’t have a clear concept of the type of work he wanted to do. A self-described “explorer type”, Benjamin did, however, have an idea of the types of things that he valued in an employment opportunity: the ability to learn every day, an opportunity for career growth, and the chance to voice his ideas. At a career fair, Benjamin was introduced to OpenText. He explains, “From the very start of the conversation with OpenText, I felt that the spirit and open mind set of the organization, and the room for opportunity to develop personally and professionally, made this company appear to be exactly what I had been looking for.” Three and a half years later, Benjamin feels that his initial outlook on OpenText was spot on. Benjamin has thrived in the unique global environment, and in a short time has been promoted from Junior Consultant to Consultant within the Professional Services function of the organization. He chalks this down, in part, to our organization’s global scale and Canadian roots, which motivate him. “The very best thing about OpenText for me is that it’s the perfect combination of several global influences. The German mentality of high commitment, teamwork, and almost familial culture; combined with the global perspective, as well as the Canadian and American spirit of facing challenges head on and getting things done.” Benjamin also appreciates the location of the OpenText Grasbrunn office. It’s very close to Munich and the Alps, so Benjamin is able to enjoy city life and outdoor activities with friends: skiing, snowboarding, hiking, and enjoying the beautiful landscape. The office culture in Grasbrunn is also appealing to Benjamin. “When you enter our Grasbrunn office you will notice the open culture, open minds, and the high volume of great ideas. It’s a place of engagement, but also a place to just feel appreciated and acknowledged by your colleagues. We have great areas to have a chat or a delicious coffee together. This environment provides the foundation for our winning teams to succeed.” Visit our Careers pages to find out more about Consulting at OpenText and the global opportunities currently available.

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User Experience is About the Swipe of a Finger

User Experience

If there’s a word I use frequently on top of “commitment” that is “expectations.” What a nice word, isn’t it? From all the different definitions I could find for expectations, the one I like the most is this: “a belief that something will happen or is likely to happen.” All of us who have small kids know what children do every time they see a device screen, no matter where; they swipe their fingers across it and believe something special is going to happen. If nothing happens, we hear the already popular “Oh, Daddy, it’s broken!.” This is the first time they face the reality of what user experience is about. In the enterprise world something similar is already happening. We are all used to accessing technology in our spare time, to make our life easier and better. But at the office we often swipe our fingers, nothing happens and it seems that something is broken. During the last two decades we have been using Information Systems designed by engineers and limited to well-trained employees. This approach has a clear impact on how the information flows through the organization and also across organizations. It prevents business from taking full advantage of every piece of data to become more efficient, a critical limitation in this transformation period where the strategy is key. When we take a deeper look into many business processes today, we discover that different participants suffer to get things done due to the isolation of each of the participants in different buckets: employees, customers, suppliers and more. Email becomes the only tool by which to collaborate in a disconnected work environment, full of firewalls, identity management systems and other security devices that prevent people from connecting and getting a business process executed. This has not gone unnoticed by most companies that are looking to grant the right people access to the right information at the right time. I would even add two other dimensions, through the right channel and with the right tools. Here is where the consumer-grade new apps come into the game, as well as the cloud, though the cloud is a starting point but not the solution itself. The more we look at the concept of user, the blurrier the line between internal and external users becomes. Companies don’t consider just the employees anymore but everyone who is part of their business processes. Once we have properly identified these users we can focus on their expectations. Then they can swipe their fingers to do what they need to do faster, easier and much more efficiently. Focus on the User Experience There are different characteristics on which we need to focus to delight our users with a great user experience, no matter who is paying their salaries. We are looking for simple and intuitive apps. Apps not requiring any training. Bringing to the enterprise a consumer-grade experience is still a challenge for many companies. It’s not easy to accept that a nice and usable app can do the same work and provide the same level of security and compliance as those complex tools used in the past. When we start meeting our users’ expectations we can trigger the second phase of “intelligent listening.” This term is very well described by the authors of “Consumption Economics.” Intelligent listening helps us understanding what these users need by using analytics. Maybe, in today’s environment, the period for discussion is running out and it’s time to make decisions. The cloud is a no brainer and if we embrace new ways of working with information to satisfy our users and increase their productivity we will leap beyond the barriers of the past. This is exactly what we are doing with Leap apps: Courier to allow different organizations exchange documentation in a secure and traceable way Snap to bring digital capture to anyone allowing to convert any document to business data Concert to provide the authoring environment to create complex documents without the limitations of the company’s four walls Express and Focus to delight the user with an unprecedented UX when working with processes, tasks and documents Our users want to swipe their finger and have their expectations met. This is possible today. If you have a good example to share about switching to new tools to delight your users, I ‘d love to hear about it. In the meantime, I encourage you to come to Momentum in Barcelona. You will see how Leap apps are changing how users work with information. See you there!

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5 Reasons you Should Consider Decommissioning Your Legacy ERP System

decommission legacy ERP

What attracted your attention in the headline? The “5 reasons” or the fact that somebody would even want to decommission an ERP system? Look around – this world runs on ERP systems. Why would somebody want to decommission an ERP system? Believe it or not there are companies actually doing it. Be it a merger/acquisition, migration to platform stack or simply migration to other ERP system (even if it would be only a new version of the same ERP). The “do nothing” option Not long after the go-live of the new ERP system your (previously highly valued) old ERP instance will not be used at all. What now? Here are your options: Do nothing, keep the server running somewhere in your data center and keep paying. The list of what you pay for is actually pretty long. It starts from DC floor space down to the slice of the employee time that takes care of the “skeleton in your closet”. Virtualize the old environment, shut it down and hope and pray that you’ll never ever need to boot it again Decommission the system and move on – for example to make your IT more agile I won’t go into detail about the first two options, or summarize how much it costs to do nothing, or how expensive the risk of not doing anything might be (or only the virtualization minimum). 5 reasons to start decommissioning Let’s then look at the 5 reasons I’ve promised in the headline. Why decommission an ERP system: Save costs and resources: I admit that most probably this will never be the only reason to think of decommissioning your legacy ERP instance. The old running instance will cost resources in your data center, physical and virtual server costs, OS and database license costs, will need regular maintenance by your team admins and we could go on (storage space costs, floor space, etc). It is sometimes surprising to see how long the list of hidden cost elements can be. The sum is at the end nothing compared to what the implementation project cost you but it remains an unnecessary burden in your budget. Get rid of it. Make sure that you keep access to your legacy ERP data even after you stop using the system in production. Have you thought what happens when you for some reason lose access to the ERP data? If you “decom” the old production instance you’ll have all important data tables available in your enterprise archive and any future requirement (audit, analytics, historical reporting) can be fulfilled. Run (Hadoop) analytics against your historical ERP data at a fraction of a cost of a BI/BW platform: Did you know that this was actually possible? When your ERP was in production you had to run regular data extracts into BI/BW to deliver business insights. Now that your data is in your enterprise archive you can actually run the Hadoop analytics “in place” without replicating and duplicating your data! Decommissioning a legacy ERP actually is very simple: First objection that we usually hear is that “my ERP consists of 1000s of tables that nobody except the vendor understands”. Wrong! There are many companies out there that know your ERP system to the last detail and they share their wisdom by producing decommissioning toolkits that can extract this data. Do you want to extract financial data? No problem. Did you want personnel extract also? Check. Custom tables? Check. Doesn’t any of the above apply to you? Use the importance of your legacy ERP (remember that your company was relying on it for the past few years) to support the purchasing decision of an enterprise wide archiving platform. Or do you think that it makes more sense run dozens of various purpose built archives instead of one open universal archiving platform? Our conclusion Most probably, none of the above is in itself a sole reason to start decommissioning a legacy ERP system. It is only the magic equation of 1 + 2 + 3 + 4 + 5 which sums to ”Let’s do it”. It is exactly this equation that persuaded a global customer to test legacy ERP decommissioning. In their case some of the reasons multiplied by 10 since they were maintaining a zoo of legacy environments. Now look at the reasons again and sum all points. Do you still think that legacy ERP system decommissioning is not for you? Let us know in the comments below.

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ECM Success in the Real World, Part 2: Email Management

email management

Welcome to the second in a series of blogs highlighting real-world enterprises that have adopted innovative, new approaches to generating measurable success with ECM. This blog turns the spotlight on an organization that’s effectively managing massively growing volumes of email to mitigate risk and cost. As we all know, unabated email growth has become a thorn in the side of most organizations. Annual growth rates of 500 – 1000% are common. Consequently, the traditional “keep it forever” mentality just doesn’t fly anymore; company after company has discovered it’s a one-way ticket to harried records managers, irritated legal staff, and runaway storage costs. What’s the recipe for success, though? One of my favorite customer panels from Enterprise World this year featured pipeline and terminal operator NuStar Energy sharing their journey to optimal email management. Their back-story is fairly conventional. As a relatively young company, NuStar had devoted most of their early operational efforts to fundamental, “keep the lights on” activities; there wasn’t the resources or bandwidth available for developing and implementing Records and Information Management (RIM) policies. In my experience, that’s actually a pretty common refrain for many organizations, regardless of their maturity. And the outcome was predictable, as well. Leaving the end users to manage their own email footprint resulted in rapidly rising storage costs and concerns from Legal and Records Management (RM) about locating information for litigation and compliance purposes. Simplifying is the Key to Success Time was of the essence for NuStar, and the management team’s strategy for bringing their email challenge under control embodied a novel, new way of thinking about implementing ECM. Rather than attempt a traditional ECM integration that blanketed every facet of the enterprise, they identified a specific, tangible issue—email management—and set about sourcing and implementing the appropriate technology and best practices to solve it. Everything, from policy development to change management to user training, was directed toward that defined goal. And, honestly, the results reflect that singular, focused mission. NuStar has been able to realize optimal governance by integrating ECM deep into the email process. They also enhanced productivity by providing a new generation of employees with the options to work the way that’s best for them. There’s much more, behind the success of NuStar’s story—including the OpenText technology that enabled them to achieve a light-touch, multi-tiered email management program and lay an ECM foundation that’s being systematically extended throughout the organization. Take a few minutes to read all about NuStar’s dramatic advances here. As an aside, it’s interaction like this that has me so excited about Enterprise World every year. Being able to experience first-hand how one organization has addressed and conquered email challenges with a solution that makes RM, legal, and business users happy is worth its weight in gold. If you weren’t at Enterprise World this year, start by exploring the NuStar story above, then mark your calendar and plan on attending Enterprise World 2017 in Toronto next July. There’s plenty more where this came from! Also, read the blog on ECM Success in the Real World, Part 1: Document Management.

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Timeless Opportunity – Is There Such a Thing in our Ever-Changing World?

Managing obsolescence

“What do you do with The Huggers? I have many of those!” “You hug them back! It’s simple, don’t fight them.” When I heard this conversation, I wasn’t very sure I was in the right meeting room. I took a chance and joined the conversation. Little did I know that I would pick up three key insights about timeless customer needs. It was a complete pleasure to host several valued InfoArchive customers in Boston for the very first InfoArchive Product Forum. Timeless Opportunity #1: The need to manage obsolescence will never be obsolete “Huggers hold on to their dated applications like their firstborn and won’t let go,” he told us. “They add huge overhead to IT and compliance teams, and they are in virtually every organization! “When you fight them, they hold on tighter,” he continued. “So instead, you just assure them their baby will be in good hands.” As this conversation about decommissioning applications progressed, it dawned on me that in a world where technology and business are changing at an ever increasing pace, obsolescence will always be a constant. This is a technology, people and process opportunity. On the technology side, you need to have a solution that can decouple data from applications, handle unprecedented scale of data and contend with an ever-changing data model. All of this with a super efficient TCO. InfoArchive is the perfect answer for this need. You still need to convince the applications “huggers” to let go. Every organization, in any industry, ought to invest with some degree of scale in building a factory for managing obsolescence. Timeless Opportunity #2: Irregular regulations that change regularly The challenges around compliant Enterprise Information Management resonated with everyone in the room, breaking the geographical and vertical boundaries. We discussed the challenges of global organizations working with inconsistent legislation across different jurisdictions. In the US before 9/11, financial organization customer account data would be preserved for 6 or 7 years, but after that event, it must now be retained for several years beyond the life of an account. In France and Germany, account data must be destroyed and cannot be kept for too long. What’s a global bank to do? A financial services customer talked about the challenge of regulations that could have multiple interpretations. As an example, in Basel they are required to retain information through two economic cycles. How do you define an economic cycle? Everyone agreed that regulatory flux will be a constant trait of our future. Therefore, what is needed is a flexible solution that can codify regulations as business rules or configuration. This is one of the strengths of the InfoArchive platform. Timeless Opportunity #3: Learning from each other different as we may be It was impressive to see the diversity of this board with a spectrum of industries that includes Financial Services, Healthcare, Aviation, Energy & Engineering, Life Sciences, and more. It was even more gratifying to see the gears turn in everyone’s head as we moved from one industry to another. The day reminded me of the following quote: “Get closer than ever to your customers. So close that you tell them what they need well before they realize it themselves.” – Steve Jobs Our duty as a vendor is not just to understand the needs of our customers but to help them learn from each other and anticipate needs that they may not have today. It was personally gratifying to be part of the InfoArchive Product Forum to achieve that goal. Join me and my team at Momentum Barcelona to learn more about InfoArchive stories and share your own challenges/stories with us, and take the opportunity to connect with InfoArchive users face-to-face.

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Managed Services Increase the Value of Your Conversion Rate Optimisation Program

managed services

Full disclosure: I work at OpenText™ Optimost, an optimisation vendor, with a 15 year heritage in Managed Services. We believe you’ll achieve the greatest ROI from conversion rate optimisation (CRO) when you combine a testing platform with Managed Services. As marketing spend tightens and responsibilities increase, there is more pressure to prove returns from digital marketing campaigns. Where organisations do not have dedicated resources to maximise the value of their online customer experiences, the optimisation program suffers and does not adequately address weaknesses in the conversion funnel. A successful CRO program not only addresses the immediate successes of campaign ROI, but also improves longer-term KPIs such as customer satisfaction, retention rate and customer lifetime value. Optimost Managed Services is designed to facilitate optimisation maturity. We help organisations that are new to A/B and multivariate (MVT) experimentation and consult with organisations aiming to increase customer engagement and improve business results through targeted content and personalised digital experiences. We see ourselves as an extension of a digital marketing team, working to maximise ROI and customer experience. How OpenText Optimost Managed Services works An Econsultancy report concluded that 67% of organizations they surveyed lacked a structured approach to improving conversion rates. Is that reflective of your organization? Without structure, it is difficult to properly execute your optimisation strategy. Strategy and a measured, consistent approach will protect the optimisation program from succumbing to the fire drill of the day. This is where we can help. The Optimost Managed Services structure ensures each client has dedicated resource in account management, technical services and analysis: Client Managers are responsible for the operational execution of the testing roadmap; managing each experiment from inception, launch and post-experiment analysis. We have in-house Technical Consultants to build sophisticated experiments, create custom JS tracking, run feasibility studies and integrate data with 3rd party platforms. We have a team of Analysts to help with statistical significance, post-analysis segmentation and data-driven recommendations. In addition, we employ a Strategic Consultant (like me!) to work across all clients, to deliver extra-curricular strategic services. Client requirement is broad but ultimately includes anything that adds value to their optimisation roadmap; examples include: Solution Design Reference for a new web analytics implementation Data-driven prioritisation of a client’s testing pipeline Auditing DataLayer requirements for testing Propensity Models based on user behaviour collected via listening exercises; User journey and Funnel analysis Competitor analysis; Industry benchmarking Integration with 3rd party analytics and session replay vendors OpenText Optimost Managed Services methodology For each client, we build a client portfolio, following a BUILD-UP framework, which  concentrates our efforts to data-driven optimisation, to match business goals and priorities. Consequently, this framework generates a pipeline of test ideas where every experiment is borne from quantitative research; user studies; session replay; and qualitative sources such as customer feedback, NPS and/or Survey verbatim. Here is what the framework looks like: Business Objectives User Journey Analysis Industry benchmarking Look for segments Data-driven Hypotheses Understand Priorities Plan resources The BUILDUP framework effectively helps us complete the research and hypothesis stages of our CRO plan: The data-driven testing pipeline is then run through our SELECT prioritisation model to establish which experiments meet client objectives and allows us to test the most important things first: During Testing and Feedback, every Optimost experiment has an agreed Primary KPI defined and agreed with the client, as part of the test plan. Experiment success is reported on Primary KPI. All other metrics associated to an experiment help provide indicators to what may have helped ‘move the needle’ of the Primary KPI. Optimost has a technical team to build custom tracking for every experiment. This is really useful to plug gaps where a web analytics tool is not configured to capture such interactions. Each custom counter has up to 5 attributes that can be associated, to facilitate post-analysis segmentation. We also combine data sets, whether it’s Google Analytics, or the client’s internal database to track profit and returns. Optimost analysts cut through all the noise and advise next best action for every experiment. It is acknowledged that when measuring tests at 95% significance, there’s a 1 in 20 chance of a false positive. So, we work in waves when running experiments; we repeat experiments to prove that a result seen in Wave 1 was not just a fluke, but shows repeated form. The Optimost console has the ability to remove outliers and cut results by different segmentations, to provide greater clarity on KPI success. All the results from our experiments feedback into the research phase of the CRO cycle. A flexible optimisation model Optimost employs a credit model system, based on testing output, rather than hours consumed. The credit model is flexible, so as needs grow, additional credits are available to purchase, or if testing efforts are paused, credits remain available until ready to resume testing. Optimost also offers VisualTest, a self-service tool, which we use to perform low-effort experiments; quick wins and nice to know experiments, such as content changes and landing page redirects. The most powerful aspect of the self-service tool is Audience Builder; built-in segmentation to target experiments based on Device technology; Geo-location; Time of day; Custom JavaScript values; Cookie values; Referrers and URL parameters. Use of the self-service tool is complimentary to Managed Services credit model. From a Marketing lens, this tool is used to optimise email and PPC landing pages, internal search term redirects and localise content based on device/geo/time of day/cookie value. At Optimost, we continue to value Managed Services as a valuable extension of our product, much like that of a conversion agency. For more information on developing your CRO approach, read “The Case for a Hybrid Web Optimization Strategy”.

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