DOCUMENT Fall 2014

THE STATE OF TRANSACTIONAL

PRINTING

CONTEXTUAL CONTENT

UNDERSTANDING DIGITAL BODY LANGUAGE

HOW TO IMPROVE CUSTOMER

ENGAGEMENT

Q&A

fitting the document management puzzle together

& JOE SHEPLEYJOHN KNOTTS

WITH

STEPPING INTONEXT-GENERATION

IT BETTER BE MORE THAN JUST A TOOLSET

CAPTUREBY GERALD EDWARDS

PAGE 20

DOCUMENTmedia.com | fall.14

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4 fall.2014 DOCUMENTmedia.com

Features

DOCUMENTmedia.com

A Tale of Two Worlds The state of transactional printingBy David Davis

Content Strategy Q&A with John Knotts & Joe Shepley By Allison Lloyd

How to Improve Customer Engagement By Kaspar Roos

24

26

30

Contextual Content Understanding digital body language By Dave Smith

32

Stepping into Next-Generation Capture It better be more than just a toolsetBy Gerald Edwards

20

Fall.14volume 21 issue 3

Corporate Information Security: A Frightful Awakening By Bob Larrivee

Departments Columns

12

The Customer Communication Continuum: Taking Advantage of the New Way of Doing ThingsBy Scott Bannor

16

Make the Most of Your CMS By Laurence Hart

Print and Document Management: How Mature is Your Organization? By Holly Muscolino

14

18

What’s New Masthead Editor’s View Contributors

05

0810

06

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DOCUMENTmedia.com fall.2014 5

IT Transformation: 5 Strategies to Manage Change By Jim DeLoachwww.documentmedia.com/Main/articles/IT-Transformation-5-Strategies-to-Manage-Change-1506.aspx

4 Steps to Becoming a Paper-Light Office By Allen Podrazawww.documentmedia.com/Main/articles/4-Steps-to-Becoming-a-PaperLight-Office-1509.aspx

Two Books for Leaders to Get Smart about Reputation Management By John Pattersonwww.documentmedia.com/Main/articles/Two-Books-for-Leaders-to-Get-Smart-about-Reputatio-1517.aspx

FeaturesFall 2014

A Mobilized Workforce Creates Opportunity in Digital WorkflowBy Robert Palmerwww.documentmedia.com/Main/articles/A-Mobilized-Workforce-Creates-Opportunity-in-Digit-1512.aspx

How to Strategically Align Forms Management with Corporate InitiativesBy Ray Killamwww.documentmedia.com/Main/articles/How-to-Strategically-Align-Forms-Management-with-C-1516.aspx

Marketing Should Never Own the Customer By Matt Mullenwww.documentmedia.com/Main/articles/Marketing-Should-Never-Own-the-Customer-1508.aspx

5 Things to Know about Mobile Security so You Can Sleep at NightBy Dan O’Learywww.documentmedia.com/Main/articles/5-Things-to-Know-about-Mobile-Security-so-You-Can-1513.aspx

5 Ways to Get Users to Accept Change By Lew Sauderwww.documentmedia.com/Main/articles/5-Ways-to-Get-Users-to-Accept-Change-1503.aspx

4 Ways to Prepare for Digital-First CommunicationsBy Tom Robertswww.documentmedia.com/Main/articles/4-Ways-to-Prepare-for-DigitalFirst-Communications-1507.aspx

Information Governance: The New Competitive Advantage By Nick Ingliswww.documentmedia.com/Main/articles/Information-Governance-The-New-Competitive-Advanta-1505.aspx

What’s New


DOCUMENT (ISSN 1081-4078) is published on a daily basis via its online portal and produces special print editions by RB Publishing Inc., 2901 International Lane, Madison, WI 53704-3128. All material in this magazine is copyrighted © 2014 by RB Publishing Inc. All rights reserved. Nothing may be repro-duced in whole or in part without written permission from the publisher. Any correspondence sent to DOCUMENT magazine, RB Publishing Inc. or its staff becomes the property of RB Publishing Inc.

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EDITOR’S VIEW

IS YOUR STRATEGY BACKWARDS? BUSINESS DRIVERS ALWAYS TRUMP TECHNOLOGY

of technology you own, and it decreases the likeli-hood that you’ll chase after shiny new technology just because it’s the next big thing.”

Don’t feel too bad: This is an engrained belief system and one hard to eradicate. However, there is a powerful paradigm shift occurring right now. What I mean by this is that today’s truly inno-vative companies are asking the hard questions: Who are we as a company? How can we serve our mission/goals/customers better? How can we work better as an organization to meet those goals? This is not easy, especially when you’re fighting day-to-day fires, but with shrinking IT budgets, it’s what separates you from the pack.

Look at your maturity as an organization—with-in your strategy and in the make-up of your talent/employees. Maturity includes every last stakehold-er and everything that defines you as a business. It comes from your mission, your attitudes and your beliefs. Ask yourself: What is our approach? What is our thought process? How are we orga-nized? Where are we going? A business leader I recently interviewed said it best: “The strategy is based on business need and our guiding busi-ness principles.”

Innovative leaders—and I talk to many on a weekly basis—are taking this charge to create a sea of change and to impact the industry as we’ve never witnessed before. This paradigm shift in corporate culture and business vision is founded upon the leaders that have the courage to ask these hard questions.

Until next time,

hy do so many infor-mation technology (IT) strategies fail? The an-swer is a lot simpler, yet more complex, than you might think. As an editor, I talk to many business leaders, and the story of their stra-tegic failures never seems to change. Back in 2010, I had an eye-

brow-raising conversation with a systems administrator within the biomedi-cal industry. He detailed his company’s bumpy technology journey spanning three separate iterations to solve the same business problem. Each failed iteration resulted in lost manpower, abandoned technology and, of course, a price tag of millions of dollars in their attempts to find the “right fit.”

This story is representative of many IT projects—in fact, roughly 50% of the time. According to a 2012 study conducted by McKinsey in part-nership with the University of Oxford, “Large IT projects run 45% over budget, while delivering 56% less value than predicted,” and it’s not just the private sector that fails. Government and public organizations are no-torious for being seduced by commercial off-the-shelf products, requiring rigorous modifications to meet specialized requirements, only to be left unused. Why? Even though they buy new technology, they don’t change the processes that are tied to “the old way of business.” When, inevitably, old processes and new technology don’t meet eye-to-eye, employees stop using what clearly isn’t working.

The reality is that our industry is under a false notion that technology actually solves problems. Many companies buy into this belief, go out and buy the “sparkling” object and then build a business problem around this technology. Instead, business leaders, along with IT, should look at their processes from an end-to-end perspective first.

By looking at your business drivers first, you can clearly see where tech-nology gaps exist. In our Q&A with Doculabs Vice President and Conference Chair Joe Shepley (on page 26), he advises, “Map out what the steps in your value chain are, and then take stock of what technology is supporting/enabling each step today and how well it’s doing so. The advantage of this approach is that it keeps you focused on business processes rather than lists

@DOCUMENTmediaby Allison Lloyd

APPLICATION ARTICLE

Demand More From Your DOM/CCM Solutions

817.416.2345 [email protected]

As companies strive to keep pace with customer demands, they demand more from DOM/CCM solutions and technologies that can grow and expand with their unique needs.

Harness the benefi ts of a single CCM platformSince most enterprise organizations have some kind of DOM and/or CCM solution already in place, the most important ques-tion is how well the business (user) can get the right commu-nication (document, data and message) to the right customer at the right time via the right channel with the right quality — without overreliance on IT to deliver on this promise.

Depending on the level of DOM/CCM in place, the main issues encountered with these solutions stem from the existing organi-zation and systems, including:• Consolidation/sharing across departments/functional areas• Enabling multichannel delivery and new channels (social/mobile)• Regulatory compliance / corporate consistency• Reducing dependence on IT• Legacy modernization• Maximizing resources (doing more with less)• Improving results and controlling costs

With a common platform that seamlessly supports high-volume batch, on-demand and interactive document applications, enter-prise business teams can centrally design and manage, administer and deploy document resources, data and defi nitions for all types of business documents and users ~ ensuring that all outgoing communications achieve consistent results and corporate identity.

By unifying inbound and outbound communications and pro-cesses linked to enterprise systems, your organization interacts with customers as one company with one voice.

Securing these key capabilities ensures you can fl exibly meet current needs and address future requirements:

Consolidation of ECM, BPM, CRM: Closing the loop between in-bound and outbound communications is mission-critical for cus-tomer-focused operations, including the document-centric busi-ness applications required to maintain two-way communications that are consistent, relevant and effective. Create and manage content, templates and documents for batch and online docu-ment production for interactive in-document editing and ad-hoc reporting. Any type of message can be delivered anywhere in any format and stored, regenerated or reformatted as needed.

Cross-channel eDelivery with Print: Secure, fast, confi dential, traceable and legally binding eDelivery with PDF and dynamic

HTML business documents must be available to customers via e-mail, browser and mobile — with printing always an option.

Targeted Messaging: Selecting content in e-documents enables focused delivery, relevancy and integrated feedback loop, in-cluding Intelligent Document Capture with integrated human workfl ow to link incoming events, documents or messages to a customer and trigger a response.

Mobile, Handheld & Social Support: Cross-platform support de-fi nes business applications once and deploys to many via fully integrated social channels.

Simplifi ed Integration: Because most DOM/CCM solutions require integration with data systems and business applications, updates and integration must occur without “breaking” the solution — after all, facilitating change is essential in a customer environ-ment. Loose coupling via SOA-based compiler and platform-in-dependent Adapters drastically reduces the time and effort to integrate with applications and back-end systems.

When a DOM/CCM system is implemented or changed, the right system that enables business users to effi ciently respond to customer needs with relevant, accurate communications will almost immediately deliver benefi ts in productivity, effective-ness, quality, speed and customer satisfaction, with emphasis wherever the company desires it most.

www.isis-papyrus.com


CONTRIBUTORS

Gerald Edwards Mr. Edwards is director of IT for a large New York City-based health insurer. He manages electronic data interchange (EDI), content and doc-ument management teams that deal in diverse aspects of EDI, document

composition, document management, imaging, optical char-acter recognition/intelligent character recognition, business process management and web-based applications. He has over 30 years of experience as a consultant and employee across numerous industries.

David DavisMr. Davis is a director for INTER-QUEST. He has more than 25 years of experience in the printing industry, where prior to joining INTERQUEST, he held technical and managerial positions in the newspaper, book

and corporate publishing sectors. He is the author of nu-merous industry reports, publications and educational pro-grams on a variety of industry topics. Mr. Davis is a frequent speaker at industry events and contributes regularly to a variety of trade publications.

Dave Smith Mr. Smith is the research director and lead analyst for collaboration at Ara-gon Research. He covers topics such as social business, unifi ed communi-cations, web and video conferencing and video content management. He

has over 20 years of experience in collaboration and has helped thousands of enterprises with their collaboration strategy. Pre-viously, Mr. Smith was a research analyst at Gartner, where he covered collaboration and web conferencing.

Kaspar Roos Mr. Roos is a director for InfoTrends production software services group, which focuses on providing technol-ogy, business and market insights to clients active in the customer communications management, digi-

tal marketing & media and production workfl ow markets. He manages a global team and is based in London, United King-dom. He has extensive experience in market research, market sizing and forecasting and competitive analysis.

www.palomaprintproducts.com

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www.documentmedia.com


W The fact is simply this: No business or employee is exempt from taking respon-sibility for properly managing their infor-mation assets. Every bit of information created or collected as part of business operations is considered a corporate asset. Intellectual property, customer information, employee information and correspondence are all examples of cor-porate information assets that need to be managed in accordance with cor-porate information security policies. In some industries, breaches and unau-thorized access must be reported. For example, in the US, breaches of patient information must be reported to the

CORPORATE INFORMATION

SECURITY:

By Bob Larr ivee

A Frightful Awakening

With October just past us, a month known for tricks, treats and scary things lurking about waiting to frighten you, it is always a good reminder that it is not a time you want to have a frightful awakening with

regard to your business information. Security breaches, loss of information and an inability to find your information in support of litigation or audit are not the types of surprises you want.


not unusual to overhear conversa-tions about new product directions or even design flaws. All of this is corpo-rate information and all of it should be managed properly. Mobile work-ers using tablets, laptops, etc. display information anytime, from anywhere, which includes the close quarters of an airplane. Do you have security screen filters attached that prevent prying eyes from seeing what they should not from the adjoining seat?

Corporate information security is the responsibility of every employee. The corporation is responsible to estab-lish policies, provide the tools, train the employees and monitor the envi-ronment to ensure information is pro-

tected. Employees are responsible to ensure these policies are under-stood and adhered to at all times.

Security does not end at the repository or the building entrance and exit. Security must extend beyond the building and enterprise walls. It must include every employee and consider external par-ties who interact with your

organization at every level. If you are dealing with a contractor or supplier, they too must adhere to your security policies. The point of a frightful awak-ening regarding information loss is too late. If you think that your policies, tools and employees provide the levels of security you require, that is great, but how do you know for sure? Monitor your information management environ-ment and look for ways to improve. My guess is that you will find some. O

BOB LARRIVEE is director of custom research

at AIIM and an internationally recognized

subject matter expert and thought leader

with over 30 years of experience in the fields

of information and process management. To

contact Mr. Larrivee, follow him on Twitter

@BobLarrivee or email [email protected].

that regardless of what business you are in, your information and the infra-structure supporting your information management practices must be man-aged securely. What you do not want is the frightful awakening of finding your business listed as a breached organization.

Consider the related compliance requirements around your informa-tion and your business. What are the governance policies related to how and where it is managed and recom-mended security measures, if they are available? Do you have policies in place regarding use of collabora-tive tools, like cloud applications, and their appropriate use with inter-

nal and external parties? Do you need encryption capabilities both at the repository and transit levels? Do you monitor your environment for inap-propriate use and potential breaches, and what actions are taken if a sus-pected breach is indicated?

When it comes to security, how are your employees trained? Are they updated periodically to ensure that they understand the importance of information security to your organiza-tion and the security tools provided? For example, use of encryption tech-nology to protect ditgital media and information is a part of the bigger pic-ture. Many times, disussions of a con-fidential nature are conducted using smartphones in public places, like airports, where conversations can be overheard. During conferences, it is

US Department of Health and Human Services (HHS). At the time of writing this article, I found just under 1,000 listings of reported breaches that range from paper to lost or stolen removable media, to unauthorized server access.

Additionally, the Identity Theft Resource Center cites that more than 621 breaches have occurred in 2014 so far. They further indicate that more than 77 million records have been exposed. The breaches here range from private to public sector, covering a wide range of markets, like higher education, healthcare, government, financial and so on. The point being

Every bit of information created or collected as part of business operations is considered a corporate asset.


By Laurence Hart

MAKE THE MOST OF YOUR CMS


This process can be avoided. There are many steps that an effective IT organization can take to stay ahead of these situations and earn the trust of the business.

First, talk with the business regu-larly. Once a quarter, sit down and talk to them. Review the systems and ask how they are working. Include power users, not just managers. Bring in food to make it a relaxed setting. Second, walk the floor. If you are in the area,

drop by and talk to people. Get informal updates. Let people see that you care. Third, keep up with the software. The biggest mis-take I see people make is to fall behind on patches and upgrades to their CMS. This inevitably leads to an upgrade process that is so massive that it turns into a migration effort. Avoid this at all costs.

There are times when it is entirely appropriate to move to a new CMS. Not all vendors can grow their software to support the direction that your business evolves. The key is to make sure that any change is made to serve the business, not because IT didn’t put in the work to keep the cur-rent system relevant.

If lazy CMS management is the real problem, be ready to change systems every few years and for the waste in time and money that will follow. O

LAURENCE HART is a proven leader in content

and information management, with nearly two

decades of experience. Follow Mr. Hart on his

blog, Word of Pie, or on Twitter @piewords.

We have all been there. The current content management system (CMS) doesn’t seem to be doing the job any-more. People are unhappy, and there doesn’t seem to be any further produc-tivity to be squeezed from the system. People are asking for a new system. This is natural, but it’s often the wrong move and should be evaluated carefully.

There are many things that can be wrong with a CMS solution, the soft-ware being the least of them. Has the business evolved since the ini-tial deployment? Has anyone running the CMS asked the business what has changed? Can the solution built on the CMS be modified? Has informa-tion technology (IT) kept up with the maintenance of the software or let it languish?

Is the interface the wrong shade of blue? (I have heard that feedback.)

Before doing anything, take a step back and find out what is really going on with the CMS solution.

IT initially hears about a problem when com-plaints start arriving. That is a bad sign, as issues tend to fester before they sur-face to IT. People view IT as non-responsive and wait to bring up issues until they are fed up and want a change.

The first thing to do is to sit down with the business and talk to them. Have them show you what is not working well and what is working well. Go to their office and have them explain in depth. Ask them how things would work in a perfect world. Once you have that story, it is time to look at the current system.

While the vendor will tend to say what you want to hear, talking to them is still the fastest way to an answer. They know their product well and will work with you to answer your questions. If they seem reluctant to help, suggesting to them that you

will have to get a new CMS if this cannot be resolved always gets their full attention.

Show the vendor the current system, and then tell them how the business would like things to work. Ask them if there are new features since the ini-tial solution was built that can be lev-eraged. Do not get distracted by shiny features that people haven’t requested. Those may be useful features, but if people cannot get their core jobs done, it does not matter.

When the vendor starts mention-ing future features, make note of them and ask to see an official road-map. Remember that features are not real until they are delivered, and any release date greater than six months out is likely to slide.

If the vendor has the right answers, work with them to present a plan of action to the business. Focus on what can be done in the short-term. If new features are on the horizon for the product, discuss how the business can prepare in advance to be ready when those features are available.

Make sure the business understands that changing the CMS could take a year or more. Full requirements, ven-dor selection, deployment and migra-tion of existing content takes time. It is also not cheap. Partner with the business so they can make a balanced decision. The business doesn’t care about the vendor. They just want to be able to do their jobs.

If lazy CMS management is the real problem, be ready to change systems every few years and for the waste in time and money that will follow.


the documents were done right, con-tain accurate language and data and also project the exact same messages across all channels.

Let’s face it; consistent, coherent messaging across all delivery mediums is a critical concern of your marketing department. But have you considered the importance of ensuring accurate language in documents that have reg-ulatory implications? Do you have pro-cesses and procedures in place to absolutely insure that these documents are being reviewed and approved in an audited and controlled way? And do

there were duplicate or missing pages and, in some cases, whether the data included in the document (this pertains mostly to transactional documents) was accurate.

So, you probably have a good handle on the management of your print operations just in time for things like web, email, smart phone and mobile delivery to come along and present new challenges.

Just like in the “good old days,” it’s great to be able to deliver docu-ments via these various channels. But it’s quite another story when you need to know with absolute certainty that

The farther we’ve come, the farther it seems we have to go. It wasn’t all that long ago that the people in your print operations couldn’t

tell exactly how a specific document would look until they printed it.

Today (assuming your operations/pro-duction staffs have taken advantage of current technologies), people through-out your organization can view proofs before documents are printed. And you can get accurate reports that iden-tify the status of each document in any given job—whether it was printed, if

THE CUSTOMER COMMUNICATION CONTINUUM: Taking Advantage of the New Way of Doing Things

By Scott Bannor

Read Conclusion: www.documentmedia.com/Main/articles/How-an-Integrated-Centralized-Management-Approach-1496.aspx

A common example of this is found among insurance companies. They rou-tinely make various forms available for download on their website. In some cases, the forms are fillable PDFs. In many of these cases, filled forms can be printed but cannot be saved. In other cases, the forms aren’t fillable and have to be printed. In either case, the forms have to be printed in order to be signed.

The data on these “completely digital” paper forms is collected via a scanning process. Unfortunately, in many cases, the scanning technology employed can’t read the form and rejects it. Rejected forms then have to be “re-digitized” via a manual process.

Obviously these “completely digital” processes are, in fact, only half digital. And a lot of time and effort is lost sup-porting them. Needless to say, the pro-liferation of mobile technology offers a dramatic new way of approaching this entire part of the process.

Luckily, we live and work in an era when technology has made for dramatic changes throughout the entire customer communication continuum—inception, design, approval, multi-channel delivery and data collection via a fully digital pro-cess. Even better, we live in a time when it’s possible to have real-time insight into every aspect of the process. O

SCOTT BANNOR began his career in digital

communications in 1980 and has held sales,

marketing and product management posi-

tions with a number of industry leaders. He

joined OBRIEN in December 2012. Contact

him at [email protected].

you have real-time insight into the pro-cess? Do you know the status of each form or document—whether it’s under development, in production or being delivered? In our on-demand, the con-sumer-wants-it-now world, a batch report that you can see tomorrow might not be good enough.

So where do you begin? As Glinda told Dorothy, “It’s always best to start at the beginning.” I’m not saying that it’s best to begin building your cus-tomer communication infrastructure again from scratch. But it might be advisable to start at the point where all the channels you use (as well as future ones) converge. Back where the data is and where the document is created.

This seems to indicate a return to the days when document design, approval, production and distribution were solidly in the hands of IT people. This flies in the face of current movements to reduce IT’s role and put business users—the

folks who actually own customer com-munications—in control of the process.

And another thing, addressing cus-tomer needs is paramount to effective communications. This adds considerable complexity to the situation. You not only have to make sure the data and content your documents deliver are accurate,

you have to deliver them via whatever channel and through whatever medium each customer demands.

So at the front end of the process, you have the requirement of putting business users in control of the design, data and con-tent of your customer com-munications and ensuring that it’s all correct, while at the back end—the delivery—you have to

provide data and content according to what the recipient demands, be it hard copy, email, web, smart phone or mobile device.

But I’m not quite through. We all know that documents can serve multi-ple purposes. Some just deliver informa-tion. But others both deliver information as well as request the recipient to sup-ply additional information. This is obvi-ously the case with most forms.

I’ve talked with lots of folks who claim that their process is “completely digital.” But when you dig a bit deeper, you find that their “completely digital” process ultimately depends on paper.

This flies in the face of current movements to reduce IT’s role and put business users in control of the process.


PRINT AND DOCUMENT MANAGEMENT:

By Hol ly Muscol ino

As the economic recovery progresses, organiza-tions continue to seek ways to control costs and boost employee productivity in order to grow or maintain profits. At the same time, the sav-vy organization is looking for opportunities to boost revenue growth through innovation, best-

in-class technologies and process reengineering.Still, some organizations have little visibility into the total

cost of printing and document processes. Print and document management policies, if any exist, are often ad hoc, without collaboration or coordination between disparate functions and business units. Paper and manual processes frequently bridge the gap between incompatible business systems. IDC research

has shown that information work is inherently document-inten-sive and that information workers waste a significant amount of time contending with challenges related to working with docu-ments. In research conducted at the end of 2013, respondents indicated that 55% of all documents that their company used each day were paper-based versus in an electronic format.

IT managers have the opportunity to mitigate these chal-lenges. An IDC survey of CIOs in the United States and West-ern Europe ranked increasing productivity high on the list of business initiatives that were expected to drive IT investment, along with reducing costs and improving business processes.

One way to achieve this is to develop or acquire new com-petencies related to both print and electronic document

How Mature is Your Organization?

workflows. Cloud-enabled offerings are contributing to rap-id changes in output device architecture and capabilities as well as to print management, content management and mo-bile print and scan offerings. These technologies facilitate changes that go beyond streamlining existing processes to transforming business models.

IT managers and their colleagues must develop a holis-tic understanding of their organization’s current status in terms of print and document management and a roadmap to effectively leverage new technologies and business mod-els consistent with company strategy and culture. Print and document management refers to policies, processes and technologies that govern document life cycle from creation and capture, through workflow and management, to produc-tion and delivery, of both print and electronic documents. A print and document management initiative may be internal or outsourced to a third-party managed print services (MPS) provider. In any case, the organization must have clear ob-jectives and a strategy to attain optimal benefits.

Therefore, a method of assessing print and document management maturity is needed as a planning tool and as a way to determine an organization’s progress in adopting print and document management tactics. The IDC Print and Document Management (PDM) MaturityScape describes five stages of maturity.

This maturity model enables an organization to assess its print and document management maturity, uncover maturity gaps across business units, use the baseline to define short- and long-term goals and plan for improvements, prioritize managed print and document service engagements and/or print and document management technology, staffing and other related investment decisions and to evaluate managed print and document services providers and offerings. O

For more information on IDC’s Print and Document Management (PDM)

MaturityScape, visit www.idc.com. To contact Ms. Muscolino, follow her

on Twitter @hmuscolino.

IDC’S PRINT AND DOCUMENT MANAGEMENT MATURITYSCAPE

Ad HocEnterprise manage-ment of printing resources and docu-ment workflows is fragmented across the procurement, IT and line-of-busi-ness functions. The enterprise has no formal initiatives to manage printing devices, device de-ployment or device usage and lacks a consolidated view of print- and docu-ment-related costs.

ManagedThe enterprise deploys print and document management throughout the or-ganization. Device and usage opti-mization expands beyond the walls of the corpora-tion to include support, tracking and optimiza-tion for home, remote, mobile, branch and satellite workers. The organization takes a holistic approach to print and document management. At this stage, the or-ganization is also starting to look at ways to not print at all and to con-vert paper-based workflows into digital workflows.

OptimizedThe enterprise has reengineered specific line-of-business and/or vertical docu-ment-intensive workflows. This effort may involve the deployment of technologies such as intel-ligent capture, enterprise con-tent management (ECM), business process manage-ment (BPM) and integration with enterprise appli-cations. Service levels are aligned with business goals.

OpportunisticThe enterprise has established a specific initiative to track and maintain corporate printing resources, though at the departmental, business unit, site, regional or division level. This provides greater visibility into print volume and costs but does not address end user requirements or device optimization.

RepeatableThe enterprise has optimized device types, numbers and locations for best device utilization and cost savings while considering end user proximity, workflow and requirements for print/copy/scan/fax. This initiative occurs at the departmental, business unit, site, regional or division level and requires management sup-port. A governance structure and change management program is imple-mented to steer the organization toward meeting PDM objectives. Metrics are gathered on an ongoing basis and are used to incre-mentally improve the capability.

2

3

4

5

1

20 fall.2014 DOCUMENTmedia.com20 fall.2014 DOCUMENTmedia.com

NEXT-GENERATION CAPTURE

BY GERALD EDWARDS

STEPPING IT BETTER BE MORE THAN JUST A TOOLSET

into

DOCUMENTmedia.com fall.2014 21DOCUMENTmedia.com fall.2014 21

NEXT-GENERATION CAPTURE

STEPPING



reviously, I wrote about the para-digm shift in docu-ment management, and judging by the response, I hit a nerve. What I hit on was a small part

of the struggle we face to do what is right for our fi rms, stay on the cut-ting edge of technology, guard against obsolescence and apply our decreas-ing budget dollars optimally. There are many facets to this in doc-ument management, leav-ing plenty to write about. Today, however, our focus is on capture, specifi cally next-generation capture. I’m not talking about a fol-low-on upgrade but new implementation, mean-ing new licenses and new approaches. There will be more discussion, for sure, touching on all areas on the document con-tinuum, but let’s exam-ine if it’s worth the investment right now to implement the next generation of capture.

What I am referring to is the new product suites from heavyweights, like EMC, IBM, Kofax, Kodak, etc., who are all coming out with new tools to revolutionize capture. It could be said that a new generation of startups is also entering the fray with mobile applications, tablets, phablets and other hand-held devices, but they have nowhere near the base, nor credibility, in the space that the “big guys” enjoy. Personally, after accounting for remote check deposits to my bank, and the myriad of social platforms

wanting photos of the ham sandwich I ate for lunch, I remain a bit skep-tical about the business applications of mobile capture. So, let’s keep that discussion aside for another day. What we’re talking about is the applications connected to high-end production scanning where the “big guys” domi-nate within the corporations who need capture—banks, insurance and other established brick-and-mortar enter-prises. That advantage is also the big-gest problem. Here’s why.

The new platforms are giving the promise of template-less scanning, coupled with the ability to “learn” forms, while easily making them-selves more reliable and accurate. As they continue to train themselves, the new products promise data min-ing potential, as well as the ability to learn responses to typical inquiries and, subsequently, automate those responses. This promises less depen-dency on information technology (IT), reduced low-skill manpower for tasks such as metadata tagging and index-ing, reduced customer service call handling times to solve inquiries and...

There it is—there is no “and” yet. The vendors have developed impressive

toolsets under the guise of, “If we build it, you will come.” They would love for us to sign up from all of our various indus-tries so that they can complete the sen-tence: “...and process more healthcare claims,” “...and process more applica-tions for car loans,” “and process more applications for admittance/member-ship, “and, ...and, ...and.” They want use cases, but they can’t generate them without us. They don’t have the industry vertical knowledge anymore. On the cli-ent side, there are other impediments.

Similar to my company, which provides healthcare insurance, the capture process is mature and not a process where we want disruptions. Like every industry, we’re offering web self-service and promoting electronic document submis-sion, so our volume for paper capture is decreasing. It’s still there, but does it warrant half a million to million dollar expen-ditures to be made better? What’s more, vendors cannot promise vertical solutions they

don’t have so it falls on us to make it all work. The maturity is just not there.

So, I would tell the “big guys” that companies have no appetite for long, open-ended development without a clear use case that warrants the new capability. No more adventure projects with no defi nitive, demonstrable end point. If you want a piece of our mar-ket, you need vertical solutions, not just a toolbox. Otherwise, we’ll need to sit this one out. O

GERALD EDWARDS serves as an Advisory Board

member for the DOCUMENT Strategy Forum.

For more information on our annual confer-

ence, visit www.documentstrategyforum.com.

Join our conversation on the paradigm shift in

document management at our annual event, the

DOCUMENT Strategy Forum, May 12-14, 2015

in Greenwich, CT.

P


the market, after electronic diversion. According to one large in-house oper-ation, “Insurance policies are convert-ing to electronic delivery—we have had a 30% decrease in policy volume since 2008; payment alternatives and eBills have also suppressed documents.”

Third-party providers know where their volume growth is coming from: an increase in outsourcing and from other commercial competitors exiting the market. Consolidation is causing trans-actional volume to be shifted increas-ingly to large third-party operations, which can afford and justify more effi-cient, but expensive, equipment, such as inkjet presses and white paper fac-tory production lines. Many in-house operations are simply hunkered down: Their equipment is amortized; their bill and statement designs have been sim-plified and standardized; and they are reluctant to ask for capital expenses in the face of declining print volume.

Life will remain tough for third-party and in-house operations as vol-ume declines. Commercial providers will face increasing price competi-tion, and in-house operations will face a stepped-up desire on the part of upper management to move away from print. This is not to say in-house operations are doomed. They are not: Many companies prefer to maintain control of all of their communications for a variety of reasons. Neither will the majority of in-house operations be permanently shut out of the rapid transition toward inkjet and full-color printing. We are already seeing inkjet offerings geared more for lower vol-ume operations, including high-qual-ity cut-sheet inkjet models. O

DAVID DAVIS is a director for INTERQUEST,

a market and technology research and con-

sulting firm in the field of digital printing and

publishing. Its most recent study of transac-

tional printing is “Digital Transactional Printing

in Europe: Market Analysis & Forecast (2014-

2019).” A companion North American study

will be published in November 2014. For

more information, contact INTERQUEST at

434-979-9945 or visit www.inter-quest.com.

t’s no secret that transaction mail is declining and no great mystery as to why. United States Postal Service (USPS) reports show that during the recession, First-

Class business mail, which is domi-nated by transactional mailings, was initially more resilient than Standard Mail, but in the years immediately fol-lowing, the decline in First-Class busi-ness mail has continued at a higher rate than Standard Mail. From 2010 through 2013, the rate of decline in Standard Mail improved to about -0.6%. The drop off in First-Class business mail volume, however, has shown little to no improve-ment as the economy has stabilized; from 2010 through 2013, it declined at a rate of -3.8%.

In fiscal year 2013, First-Class Mail generated about 55% of USPS reve-nue and accounted for about 43% of its mail volume, while Standard Mail accounted for about 32% of revenue and 52% of volume. For its full fiscal year, First-Class Mail revenue declined by -3.1%, while Standard Mail revenue increased by 1.6%. Total mail volume declined by -2.4% in 2013, with First-Class Mail volume dropping by -4.2% and Standard Mail volume increasing by 1.5% over the prior year.

The decline in transaction mail is caused by an increase in the adop-tion of electronic delivery; an increas-ing portion of consumers prefer it, and companies are jumping at it in order to save the costs associated with print-ing and mailing. In 2012, households paid more monthly bills electronically (6.7) than by mail (4.8). Since 2000, the average number of bills paid elec-tronically more than quadrupled in the US, while payment by mail dropped about 45%. Third-party and in-house transactional printers we survey cite electronic diversion as the leading trend in the market.

We typically interview and survey the largest transactional printers (commer-cial and in-house) in order to capture a large slice of the market. Despite con-tinued declines in First-Class business mail, however, nearly three-quarters of the commercial providers we surveyed recently expect some growth in their transactional print volume over the next three years; only 16% project a decline in their transactional print vol-ume, and 12% expect their print vol-ume to be flat.

By contrast, in-house transactional printers cite a decline in print vol-ume as the second leading trend in

Transaction mail is declining, but by how much?

From 2010 through 2013, the rate of decline in Standard Mail improved to about -0.6%. The drop off in First-Class business mail

volume has shown little to no improvement, declining at a rate of -3.8%. (Source: USPS data, INTERQUEST)

I


A TALE OF TWO

WORLDSWe are just wrapping up studies of transactional printing in North America and Western Europe. I will focus on North America in this arti-cle, but many of the macro trends in the market are playing out in Europe as well, though with variations according to country-specifi c demograph-ics, laws and cultural considerations. In North America, we fi nd increas-ing disparity between third-party (commercial) transactional printers and in-house operations. The differences, which seem to be accelerating in recent years, are being driven by market consolidation, which, in turn, is caused by electronic diversion.

BY DAVID DAVIS

The state of transactional print ing


the market, after electronic diversion. According to one large in-house oper-ation, “Insurance policies are convert-ing to electronic delivery—we have had a 30% decrease in policy volume since 2008; payment alternatives and eBills have also suppressed documents.”

Third-party providers know where their volume growth is coming from: an increase in outsourcing and from other commercial competitors exiting the market. Consolidation is causing trans-actional volume to be shifted increas-ingly to large third-party operations, which can afford and justify more effi-cient, but expensive, equipment, such as inkjet presses and white paper fac-tory production lines. Many in-house operations are simply hunkered down: Their equipment is amortized; their bill and statement designs have been sim-plified and standardized; and they are reluctant to ask for capital expenses in the face of declining print volume.

Life will remain tough for third-party and in-house operations as vol-ume declines. Commercial providers will face increasing price competi-tion, and in-house operations will face a stepped-up desire on the part of upper management to move away from print. This is not to say in-house operations are doomed. They are not: Many companies prefer to maintain control of all of their communications for a variety of reasons. Neither will the majority of in-house operations be permanently shut out of the rapid transition toward inkjet and full-color printing. We are already seeing inkjet offerings geared more for lower vol-ume operations, including high-qual-ity cut-sheet inkjet models. O

DAVID DAVIS is a director for INTERQUEST,

a market and technology research and con-

sulting firm in the field of digital printing and

publishing. Its most recent study of transac-

tional printing is “Digital Transactional Printing

in Europe: Market Analysis & Forecast (2014-

2019).” A companion North American study

will be published in November 2014. For

more information, contact INTERQUEST at

434-979-9945 or visit www.inter-quest.com.

t’s no secret that transaction mail is declining and no great mystery as to why. United States Postal Service (USPS) reports show that during the recession, First-

Class business mail, which is domi-nated by transactional mailings, was initially more resilient than Standard Mail, but in the years immediately fol-lowing, the decline in First-Class busi-ness mail has continued at a higher rate than Standard Mail. From 2010 through 2013, the rate of decline in Standard Mail improved to about -0.6%. The drop off in First-Class business mail volume, however, has shown little to no improve-ment as the economy has stabilized; from 2010 through 2013, it declined at a rate of -3.8%.

In fiscal year 2013, First-Class Mail generated about 55% of USPS reve-nue and accounted for about 43% of its mail volume, while Standard Mail accounted for about 32% of revenue and 52% of volume. For its full fiscal year, First-Class Mail revenue declined by -3.1%, while Standard Mail revenue increased by 1.6%. Total mail volume declined by -2.4% in 2013, with First-Class Mail volume dropping by -4.2% and Standard Mail volume increasing by 1.5% over the prior year.

The decline in transaction mail is caused by an increase in the adop-tion of electronic delivery; an increas-ing portion of consumers prefer it, and companies are jumping at it in order to save the costs associated with print-ing and mailing. In 2012, households paid more monthly bills electronically (6.7) than by mail (4.8). Since 2000, the average number of bills paid elec-tronically more than quadrupled in the US, while payment by mail dropped about 45%. Third-party and in-house transactional printers we survey cite electronic diversion as the leading trend in the market.

We typically interview and survey the largest transactional printers (commer-cial and in-house) in order to capture a large slice of the market. Despite con-tinued declines in First-Class business mail, however, nearly three-quarters of the commercial providers we surveyed recently expect some growth in their transactional print volume over the next three years; only 16% project a decline in their transactional print vol-ume, and 12% expect their print vol-ume to be flat.

By contrast, in-house transactional printers cite a decline in print vol-ume as the second leading trend in

Transaction mail is declining, but by how much?

From 2010 through 2013, the rate of decline in Standard Mail improved to about -0.6%. The drop off in First-Class business mail

volume has shown little to no improvement, declining at a rate of -3.8%. (Source: USPS data, INTERQUEST)

I


Content Strategy

EDITOR’S NOTE: One of the questions I receive the most from readers is, “How do you build content and/or document strategies in the enterprise that will succeed?” To address this important question, I sat down with John Knotts, a strategic business advisor to enterprise document management, and our 2015 DOCUMENT Strategy Forum Conference Chair, Joe Shepley, to answer your direct questions on the content strategy.

Q&A with John Knotts & Joe Shepley


Content Strategy

EDITOR’S NOTE: One of the questions I receive the most from readers is, “How do you build content and/or document strategies in the enterprise that will succeed?” To address this important question, I sat down with John Knotts, a strategic business advisor to enterprise document management, and our 2015 DOCUMENT Strategy Forum Conference Chair, Joe Shepley, to answer your direct questions on the content strategy.

Q&A with John Knotts & Joe Shepley


WITH INFORMATION BECOMING A SERIES OF MOVING TARGETS FOR COMPLIANCE, SECURITY AND TECHNOLOGY, HOW DO WE ACCOUNT FOR THESE MOVING TARGETS IN OUR STRATEGIES?

In strategic planning, document or other strategy, one of the key activities in the planning devel-opment is developing a strengths, weaknesses, opportunities and threats (SWOT) assessment. The purpose of the SWOT—a really good one—is to identify the strengths and opportunities that can overcome the weaknesses and threats facing the organization. In the SWOT for a document strategy, I would recommend examining all of the storage options for document and content management, which are employed today by your company and which you might employ. Also, examine the compliance and regulatory risks you’re facing today. These items will fall into one of the four categories, and when you examine the whole of the analysis, you will find ways to strategically respond or deal with the issues that might arise. Another helpful strategic planning tool/approach to use when developing your doc-ument strategy is scenario planning. Here, you take some of the threats or weaknesses that are more likely for your document domain and build potential scenarios that allow your planners and leaders to discuss and examine the subject in greater detail.

John

A document strategy is not a “once and done” effort but constantly evolving. Typically, a best practice is to revisit your strategy every year, looking back to evaluate what’s been accom-plished, looking forward to see what needs to change, adjusting based on progress and changing context and, then, revising the road-map (and getting a recommitment and sup-port from leadership). Doing so doesn’t fully insulate the strategy from the rapid pace of organizational and technological change, but it gives you a good chance of keeping pace with these changes.

Joe

È


WHERE DOES A FORMS MANAGEMENT PROGRAM FIT INTO THE OVERALL DOCUMENT STRATEGY?

Forms management fits into the document strategy in two ways. In the more general sense, the document strategy needs to address how forms will be used to meet corporate goals (e.g., customer satisfaction, operational efficiency, cross-sell marketing, etc.). More specifically, the document strategy needs to lay out what tactical initiatives are going to be done in the forms space at the organization (e.g., in-ventory, optimization, barcoding, electronic delivery, e-sig-natures, etc.).

Joe

First off, a form is a type of document—it is a template that is designed to capture input for preservation, either in its current form or to be consumed into a content man-agement system of some sort. Everything, including forms management, fits into the enterprise document strategy. There isn’t a “special” location; it should simply be con-sidered when putting the strategy together and examined for potential gaps when designing the strategy.

John

È

WHY AREN’T ORGANIZATIONS EM-BARKING ON THIS KIND OF STRATEGY?

Have you heard that docu-ments are going away? Many people see their companies going more and more dig-ital, and they see the word “document” meaning some-thing that is paper. Paper is going away. Regardless how you feel about that state-ment, many people think, “Why waste your time on a document strategy?” It boils down to how you define what is a document. If you see it as a form or written commu-nication on paper, then some people would wonder, “Why waste your time?” However, even when organizations re-define documents to encom-pass physical and electronic containers of information, the various silos often come up with their own strategy, so you end up with several competing document strat-egies or, worse, document, communication, digital, so-cial, etc. strategies.

JohnOne of the biggest hurdles is the problem of ownership. In other words, there is usually no single, clear owner of the doc-ument strategy at the C-level. This stems from the fact that the document life cycle cuts across the entire organization chart, with some folks feel-ing pain, other folks needing to do the work to fix it, other folks being expected to pay for the fix and, yet, other folks standing to gain the benefits from the fix. Getting everyone aligned to create, support and execute a strategy is under-standably difficult. Now, some organizations are further along than others and have evolved structures that help overcome these challenges associated with document strategy, but many still struggle to align these conflicting stakeholders to ensure everyone is working together toward the common goal of improved document management.

Joe

È

#CONTENTSTRATEGY

ATTEND OUR EVENTFor more information on how to build content strategies, register for our annual event, the DOCUMENT Strategy Forum, May 12-14, 2015 in Greenwich, CT, at www.documentstrategyforum.com.

} Who Really Owns the Strategy?

} The Top Tangible Goals & Major Obstacles of Your Strategy

Missed Our Web-Exclusive

Q&A?} How to Sell Your Strategy

} Building a Strategic Framework

} How to Partner with Your IT/Development Resources

} The Difference Between Tactical and Strategic

SIMPLY CLICK FOR THE ANSWERS FROM JOHN KNOTTS & JOE SHEPLEY


Mr. Knotts is a results-ori-ented business professional working out of the San Anto-nio, TX area. He leads strate-gic transformations and has extensive experience in strat-egy, change, process, com-munication and many other areas. To contact Mr. Knotts, visit his blog at http://johnr-knotts.wordpress.com.

Mr. Shepley brings more than 12 years of operational and technology experience to his consulting engagements at Doculabs. He also current-ly serves as the conference chair for the DOCUMENT Strategy Forum. To contact Mr. Shepley, follow him on Twitter @joeshepley or email [email protected].

WHEN CREATING A STRATEGY, HOW CAN PARTS OF THE PROCESS BE PINPOINTED TO DETERMINE WHAT TECHNOLOGIES I MAY OR MAY NOT NEED?

If you know what systems and software support what, you can identify risk asso-ciated with these items. If they are crucial to the op-eration of one function, or support several functions, then these become more critical. Also, look at the cur-rent version and where the newest software version is today. If you get too far behind, the vendor will stop supporting the software, and then, you are in real trou-ble. Lastly, examine how much you have engineered or tweaked the software and

JohnThe best way to make sure you have the proper coverage of your business processes when deciding on what tech-nology to buy is to fi rst focus on your value chain, i.e., the core business activities that generate the products and services you offer. You need to map out what the steps in your value chain are, and then take stock of what technology is supporting/enabling each step today and how well it’s doing so. Then, you can see

Joe

SINCE THE DOCUMENT STRATEGY IS SO “IMMENSE,” HOW DO YOU USE LANGUAGE THAT ALL STAKEHOLDERS IN THE STRATEGY UNDERSTAND AND BELIEVE IN?

What’s key to making sure your communications speak to your full range of stakeholders is to fi rst understand where they’re coming from, i.e., what’s their point of view? What are their con-cerns? What are their goals? Once you understand this, it’s easier to decide how to communicate the document strategy and vision to them, e.g., from a more technical perspective, using business categories, with reference to compliance or risk benefi ts, etc.

Joe

Start with a taxonomy by incorporating every word and phrase that everyone uses today. Where there are overlaps, discuss them as a group and come to a fi nal consensus. Then, pub-lish the taxonomy to the organization as the agreed-upon terms and defi nitions. Some socialization is required.

John

JOHN KNOTTS JOE SHEPLEY

È

È

È

systems to meet your needs. The more you have adjusted the performance of the soft-ware and systems, the harder it is to upgrade and change out the new system. Look also at the redundancy of the infor-mation technology across the domain. How many programs do the same thing but are only slightly different for different reasons or customers? If you measure these systems in this manner, you can start to look at them as a whole picture and start to develop a multi-generational plan for refresh, replace and removal.

where you have gaps, over-laps, redundancies, etc. and address them accordingly. From there, you take a look at the supporting processes (like HR, IT, fi nance, etc.) and do the same. The advantage of this approach is that it keeps you focused on business pro-cesses rather than lists of technology you own, and it decreases the likelihood that you’ll chase after shiny new technology just because it’s the next big thing.

A DOCUMENT STRATEGY IS NOT A ‘ONCE AND DONE’ EFFORT BUT CONSTANTLY EVOLVING.


Mr. Knotts is a results-ori-ented business professional working out of the San Anto-nio, TX area. He leads strate-gic transformations and has extensive experience in strat-egy, change, process, com-munication and many other areas. To contact Mr. Knotts, visit his blog at http://johnr-knotts.wordpress.com.

Mr. Shepley brings more than 12 years of operational and technology experience to his consulting engagements at Doculabs. He also current-ly serves as the conference chair for the DOCUMENT Strategy Forum. To contact Mr. Shepley, follow him on Twitter @joeshepley or email [email protected].

WHEN CREATING A STRATEGY, HOW CAN PARTS OF THE PROCESS BE PINPOINTED TO DETERMINE WHAT TECHNOLOGIES I MAY OR MAY NOT NEED?

If you know what systems and software support what, you can identify risk asso-ciated with these items. If they are crucial to the op-eration of one function, or support several functions, then these become more critical. Also, look at the cur-rent version and where the newest software version is today. If you get too far behind, the vendor will stop supporting the software, and then, you are in real trou-ble. Lastly, examine how much you have engineered or tweaked the software and

JohnThe best way to make sure you have the proper coverage of your business processes when deciding on what tech-nology to buy is to fi rst focus on your value chain, i.e., the core business activities that generate the products and services you offer. You need to map out what the steps in your value chain are, and then take stock of what technology is supporting/enabling each step today and how well it’s doing so. Then, you can see

Joe

SINCE THE DOCUMENT STRATEGY IS SO “IMMENSE,” HOW DO YOU USE LANGUAGE THAT ALL STAKEHOLDERS IN THE STRATEGY UNDERSTAND AND BELIEVE IN?

What’s key to making sure your communications speak to your full range of stakeholders is to fi rst understand where they’re coming from, i.e., what’s their point of view? What are their con-cerns? What are their goals? Once you understand this, it’s easier to decide how to communicate the document strategy and vision to them, e.g., from a more technical perspective, using business categories, with reference to compliance or risk benefi ts, etc.

Joe

Start with a taxonomy by incorporating every word and phrase that everyone uses today. Where there are overlaps, discuss them as a group and come to a fi nal consensus. Then, pub-lish the taxonomy to the organization as the agreed-upon terms and defi nitions. Some socialization is required.

John

JOHN KNOTTS JOE SHEPLEY

È

ÈÈ

systems to meet your needs. The more you have adjusted the performance of the soft-ware and systems, the harder it is to upgrade and change out the new system. Look also at the redundancy of the infor-mation technology across the domain. How many programs do the same thing but are only slightly different for different reasons or customers? If you measure these systems in this manner, you can start to look at them as a whole picture and start to develop a multi-generational plan for refresh, replace and removal.

where you have gaps, over-laps, redundancies, etc. and address them accordingly. From there, you take a look at the supporting processes (like HR, IT, fi nance, etc.) and do the same. The advantage of this approach is that it keeps you focused on business pro-cesses rather than lists of technology you own, and it decreases the likelihood that you’ll chase after shiny new technology just because it’s the next big thing.

A DOCUMENT STRATEGY IS NOT A ‘ONCE AND DONE’ EFFORT BUT CONSTANTLY EVOLVING.

30 fall.2014 DOCUMENTmedia.com30 fall.2014 DOCUMENTmedia.com

Customer engagement management (CEM) is the practice of optimizing the lifetime value of customers. CEM is significantlyinfluenced by customer communication practices and has seen rapid growth and adoption in recent years. InfoTrends estimates the customer communications software market to be worth $870 million in 2013 and growing at a 9.9% CAGR to $1.4 billion in 2018.

By Kaspar Roos

30 fall.2014 DOCUMENTmedia.com DOCUMENTmedia.com fall.2014 31DOCUMENTmedia.com fall.2014 31

hile strategy formula-tion can be complex since the technological changes are happening at such a fast pace, ex-

ecuting on the strategy is actually often much harder. InfoTrends conducted a large study in 2013 to learn more where the issues lie and how to overcome them. Complexities in information technology (IT), challenges in funding, dealing with a steady stream of legislative changes and organizational re-alignments (espe-cially with marketing) were some of the key barriers mentioned.

Based on the study, InfoTrends came up with a set of recommendations for end users that want to follow some

“best practices” when it comes to implementing customer engage-ment management solutions—namely

to form a Center of Excellence and im-plement a centralized Engagement Hub.

The Center of Ex-cellence should be a cross-functional or cross-departmental team

that consists of key stake-holders that assume re-sponsibility for customer communications. This could be marketing people, digital/

web folks, print operations and others. When new CEM initiatives are developed or new communications are de-

ployed, this team should evalu-ate the plans and messages and ensure they are aligned with the corporate com-munications objectives at corporate level. There also needs to be a healthy level of “internal policing,” e.g., making sure there is consistency in style, branding and messaging. We also recommend that this team develops customer experience measurement metrics and maps them on business outcomes.

The other key recommendation is to look at implementing a centralized En-gagement Hub. This can be conceptu-alized as some sort of gateway through which (ideally) all in- and outbound communications should be funneled, which can then be tracked, analyzed and archived. This archive can then

WHY ENTERPRISES ARE

INVESTING To deliver an exceptional customer experience that

delights customers and turns them into loyal brand advocates. Multi-channel synchronicity is a key concept here, ensuring that experiences across multi-ple channels are joined up and follow customers’ preferences.

To drive business growth by using data analytics,

social media listening and other tactics to better understand and infl uence customers’ buying be-havior. Optimizing the lifetime value through upsell/cross-sell and higher customer retention is of fundamental importance.

To reduce communications costs by enabling business

users to take control. Many businesses have been feeling the pinch of rising legislative pressures, combined with the tightening of IT budgets. As a result, organizations are often faced with long lead times when it comes to updating or modern-izing their communications.

be made accessible to business users who need holistic overviews of what has been communicated to customers.

Increasingly, communications and digital experiences are becoming per-sonalized, so when customers contact the organization with questions or want to continue an online experience as a conversation with a real person, having the ability to instantly go back in time to retrieve previous communications is absolutely essential. O

For more information on InfoTrends’ research

in CEM, please contact Scott.Phinney@Info-

trends.com.

1

2

3



hile strategy formula-tion can be complex since the technological changes are happening at such a fast pace, ex-

ecuting on the strategy is actually often much harder. InfoTrends conducted a large study in 2013 to learn more where the issues lie and how to overcome them. Complexities in information technology (IT), challenges in funding, dealing with a steady stream of legislative changes and organizational re-alignments (espe-cially with marketing) were some of the key barriers mentioned.

Based on the study, InfoTrends came up with a set of recommendations for end users that want to follow some

“best practices” when it comes to implementing customer engage-ment management solutions—namely

to form a Center of Excellence and im-plement a centralized Engagement Hub.

The Center of Ex-cellence should be a cross-functional or cross-departmental team

that consists of key stake-holders that assume re-sponsibility for customer communications. This could be marketing people, digital/

web folks, print operations and others. When new CEM initiatives are developed or new communications are de-

ployed, this team should evalu-ate the plans and messages and ensure they are aligned with the corporate com-munications objectives at corporate level. There also needs to be a healthy level of “internal policing,” e.g., making sure there is consistency in style, branding and messaging. We also recommend that this team develops customer experience measurement metrics and maps them on business outcomes.

The other key recommendation is to look at implementing a centralized En-gagement Hub. This can be conceptu-alized as some sort of gateway through which (ideally) all in- and outbound communications should be funneled, which can then be tracked, analyzed and archived. This archive can then

WHY ENTERPRISES ARE

INVESTING To deliver an exceptional customer experience that

delights customers and turns them into loyal brand advocates. Multi-channel synchronicity is a key concept here, ensuring that experiences across multi-ple channels are joined up and follow customers’ preferences.

To drive business growth by using data analytics,

social media listening and other tactics to better understand and infl uence customers’ buying be-havior. Optimizing the lifetime value through upsell/cross-sell and higher customer retention is of fundamental importance.

To reduce communications costs by enabling business

users to take control. Many businesses have been feeling the pinch of rising legislative pressures, combined with the tightening of IT budgets. As a result, organizations are often faced with long lead times when it comes to updating or modern-izing their communications.

be made accessible to business users who need holistic overviews of what has been communicated to customers.

Increasingly, communications and digital experiences are becoming per-sonalized, so when customers contact the organization with questions or want to continue an online experience as a conversation with a real person, having the ability to instantly go back in time to retrieve previous communications is absolutely essential. O

For more information on InfoTrends’ research

in CEM, please contact Scott.Phinney@Info-

trends.com.

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UNDERSTANDING DIGITAL BODY

LANGUAGEBY DAVE SMITH

In this age of the Internet of Things (IoT), everything that can be connected will be connected. This means that information and content will be shared in real time between connected things. Behind the IoT is an “Inter-net of People,” which is the “soul” of the IoT. Only the people, among all these “things,” have purposes, goals and intentions. It is human goals that establish a con-text for all activity: “Why are we doing this?” Content isshared between people and things in the context of a human purpose. For example, collaboration usually happens around some type of content, in a sequence of interactions between people, processes, behaviors, data or content, and objects or things. Yet, objects cannot collaborate, for they have no intentions. The context, or purpose, of the interactions comes from the people; it is human involvement that makes an interaction collaborative.


UNDERSTANDING DIGITAL BODY

LANGUAGEBY DAVE SMITH

In this age of the Internet of Things (IoT), everything that can be connected will be connected. This means that information and content will be shared in real time between connected things. Behind the IoT is an “Inter-net of People,” which is the “soul” of the IoT. Only the people, among all these “things,” have purposes, goals and intentions. It is human goals that establish a con-text for all activity: “Why are we doing this?” Content isshared between people and things in the context of a human purpose. For example, collaboration usually happens around some type of content, in a sequence of interactions between people, processes, behaviors, data or content, and objects or things. Yet, objects cannot collaborate, for they have no intentions. The context, or purpose, of the interactions comes from the people; it is human involvement that makes an interaction collaborative.


So, how can collaborators ensure that the content they work with is the right content? A lot of human overhead goes into making sure that it is right. With few exceptions, content is “dumb.” It doesn’t know its purpose or what process it is a part of. It doesn’t know when it’s wrong or out of date. We spend count-less hours tagging, tracking, revising and curating it so we can put the right doc-ument or data point into the right hands and at the right time to make a business process end in success. The stakes are high: Bad content can make you lose a deal, hire the wrong person or pay the wrong price. The need for good content, and the high cost of bad content, is a bottom-line issue across all industries and organizations.

The more contextually aware content is, the more predictive it can be. This awareness can be embedded in the form of metadata and links to collabo-rators, process maps and other content, such as customer profiles, but some of this awareness has to come in the form of human judgment on the part of those who are using the content. Performers say, “You have to read the house” to know your audience and un-derstand their body language. Today, in a social-networked world, we need to understand digital body language.

One of the main reasons consumers opt out of content marketing campaigns

is that marketers don’t understand their context, their needs or their expecta-tions—their digital body language. The “killer content” they sent out was an intrusion and out of context. It had the wrong tone or the wrong language, or it wasn’t delivered at the right time—for whatever reason, it didn’t produce a good customer experience.

What needs to happen—and we see signs of it already—is for technology and business strategies to become more human. They need to be intuitive and very perceptive of the human context. Whether you’re a marketer conducting a campaign or a manager engaging em-ployees, you have to read the house and understand the contextual ecosystem of the interaction matrix.

This goes beyond user location or device. It’s about behavior and under-standing people’s needs so you can pro-vide the right flow of relevant messages that will really help them. Do you un-derstand your customers or employees? How smart are your employee and cus-tomer engagement strategies? Do you constantly monitor behavior to perceive relevant contextual cues in order to re-spond in a relevant and contextual way? Are you reading the house?

Then, when you do, are you agile enough to change your strategy in real time? Sometimes, all you have is bad content. It’s one of the things predictive

technology is intended to address, but you are the human node in this matrix. When you see an interaction go in an unexpected way, you have to be ready to drop the script, pick up the mic and respond to the situation that actually exists on the ground, not the one you planned on. You have go live, take the wheel and deliver the right content to the customer that is right here, right now. This is a story about a group of customer service people who did exactly that. Their proactive response led to a positive outcome for themselves and for their customer—me.

Recently, I experienced an almost several hour delay on an airplane trav-eling from New York to San Francisco. It was a mechanical delay, and there was no explanation for it really. The is-sue in this delay was the time it took to actually get the mechanical log. I had a connection to make, which I was now going to miss. So sitting there on the plane, I decided to tweet my dis-pleasure at the airline. Within a matter of minutes, I received a tweet from the airline apologizing for the delay. They engaged me in a Twitter conversation that resulted in being immediately booked on the following connecting flight. I tweeted my thanks and appre-ciation of their efforts.

This situation represents how under-standing behaviors and needs can lead to better customer experience, engage-ment and overall satisfaction. By un-derstanding my sentiment and needs on social media, the airline responded in kind and pushed relevant messages to me in context of my situation and resolved my dilemma. I was, maybe, somewhat emotional, but the airline was perceptive of it. They were, in this case, intuitively human. My digital body language on Twitter was loud and clear.

In saying that, organizations, whether they focus on employees or customers, have to go deeper in reading digital body language and targeting content to people in context. O

To contact Mr. Smith, follow him on Twitter

@DaveMario or visit www.aragonresearch.com.

S

CUSTOMER COMMUNICATIONS

David Day, Product Marketing Manager, Output Management, Crawford Technologies

Dennis Quon, Business Development Manager,Document Accessibility Services, Crawford Technologies

Tim Nelms, Business Unit Manager, Archive Solutions, Crawford Technologies

John Bourdeau, Product Manager,ECM Solutions, Crawford Technologies

Jonathan McGrew, EDP, Marketing Communications Manager, Crawford Technologies

Gerhard Heide, Director, Global Market Strategy, Pitney Bowes

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