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CONTENT COMMUNITY CONVERSATION CONVERSION CONTENT COMMUNITY CONVERSATION CONVERSION
Conducted on behalf of OpenText
Presented by: IDG Research Services
Market Pulse: Approaches to Enterprise Information Management
September 2012
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2
Introduction
This survey was conducted via the Internet among members of the CIO Forum on LinkedIn to explore how senior IT and business executives perceive enterprise information management.
On August 27, 2012, members of CIO’s LinkedIn Forum received an email notification inviting them to participate in the survey.
Respondents are primarily IT executives (74%) and senior business executives (18%) at enterprise companies (the average IT budget is $248 million) employed in a cross-section of industries. Sixty percent (60%) report directly to the CEO, CIO or CFO. A more detailed respondent profile is included at the back of this report.
The study closed on September 7, 2012. Results in this report are based on a total of 137 responses.
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Key Findings IT’s involvement in enabling top business objectives has grown over the past 2 years.
Respondents report that increasing business productivity is their number one business objective, and 75% indicate IT is playing an increasingly crucial role in enabling productivity.
While just under one-third (31%) indicate information management is a strategic priority at their organizations, nearly all view information management as an important means of solving business challenges.
The majority (80%) consider it highly important to have a comprehensive enterprise-wide information management strategy, however many organizations are still in the planning stage. Just over one-third have an enterprise-wide information management strategy in place currently and 40% report their organizations are planning to develop one.
IT management is highly involved in driving information management strategy, especially at organizations where information management is a strategic priority.
Enabling better data access, reducing costs, and increasing IT/business alignment are top business drivers for implementing an enterprise-wide information strategy. Mobility and Big Data initiatives are also significant contributors to increased demand for a comprehensive strategy.
The organizational culture is often the biggest barrier to implementing an enterprise-wide information management strategy. Lack of standardized processes and/or organizational role definitions, as well as internal politics and culture issues, are most often identified as challenges.
Respondents prefer a tighter level of integration between information management initiatives. More than two-thirds consider complete information, better collaboration, and better agility to be highly important potential benefits of integrating information management initiatives.
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SURVEY RESULTS
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Top business objective over the next 12 months: Increasing business productivity
Q1: In your opinion, how important are the following business objectives at your organization over the next 12 months?Base: 137 respondents
(NET)Top 2
CriticalVery
important
Somewhat
important
Not very important
Not at all important
Increasing business productivity 80% 26% 55% 12% 2% 5%
Growing revenue 77% 43% 34% 15% 1% 7%
Improving the quality of information 75% 24% 51% 18% 3% 4%
Reducing costs/improving efficiency 74% 33% 41% 18% 4% 4%
Improving customer satisfaction 74% 30% 44% 20% 2% 4%
Increasing business agility 66% 22% 44% 26% 4% 4%
Improving employee engagement 64% 15% 50% 25% 7% 4%
Creating competitive advantage 63% 26% 36% 22% 9% 7%
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IT’s involvement in enabling top business objectives has grown over the past 2 years, although this change is not as significant when it comes to IT’s role in growing revenue.
Q2: In your opinion, how has IT’s role in enabling the following business objectives changed over the past 2 years? Base: 137 respondents
Imp.Rank
(NET)Top 2
Increased significantl
y
Increased somewhat
No changeDecreased somewhat
Decreased significantl
y
#4 Reducing costs/improving efficiency 76% 33% 43% 20% 2% 2%
#1 Increasing business productivity 75% 35% 40% 22% 1% 2%
#3 Improving the quality of information 73% 38% 35% 24% 1% 2%
#6 Increasing business agility 70% 33% 37% 26% 1% 2%
#5 Improving customer satisfaction 66% 29% 36% 31% 1% 2%
#8 Creating competitive advantage 60% 26% 34% 36% 1% 2%
#7 Improving employee engagement 57% 20% 37% 37% 4% 2%
#2 Growing revenue 57% 18% 39% 38% 4% 1%
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Nearly all report their organizations view information management as being of some importance; 31% consider information management to be a strategic priority.
31%
55%
5%9%
How Does Your Organization Generally Perceive Information Management?
As a strategic priority, critical to supporting future busi-ness objectivesAs a necessary means of solving existing business challengesOf low importance due to a lack of need by the organiza-tion at this timeDon't know
Q3: Regardless of current investment plans, how does your organization generally perceive information management? Base: 137 respondents
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The majority (80%) consider it highly important to have a comprehensive enterprise-wide information management strategy…
Critical31%
Very important49%
Somewhat important14%
Not very important1%
Not at all important5%
Importance of Having a Comprehensive Enterprise-wide Information Management Strategy
Q5: Regardless of your company’s current approach, how important is it to have a comprehensive enterprise-wide information management strategy? Base: 137 respondents
9
38%
40%
13%
9%
Does Your Organization Have an Enterprise-Wide Information Management Strategy?
Yes, there is one consistent in-formation management strategy across the organization
No, but we have plans to develop an enterprise-wide information management strategy within the next 12 months
No, and we have no plans to de-velop an enterprise-wide informa-tion management strategy
Don't know
Q4: Does your organization currently have an enterprise-wide information management strategy? Base: 137 respondents
…however many organizations are still in the planning stage. Just over one-third have an enterprise-wide information management strategy in place currently.
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IT management is highly involved in driving information management strategy, especially at organizations where information management is a strategic priority.
Marketing executives (CMO, VP, etc.)
Executive management (CEO, Board, President, etc.)
IT management (CIO, CTO, VP, etc.)
26%
41%
76%
43%
41%
18%
31%
18%
6%
Level of Involvement in Driving Information Strategy at Organization
Significant involvement Some involvement Little to no involvement
94%
82%
69%
(NET) Involvement
Q6: How involved are each of the following groups in driving information strategy at your organization?Base: 137 respondents
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Enabling better data access, reducing costs, and increasing IT/business alignment are identified as top business drivers for implementing an enterprise-wide information strategy.
None of the above
Other
Entering new market segments
Improving new customer acquisition efforts
Designing/launching new product or service offerings
Boosting productivity/time to market
Improving customer responsiveness/satisfaction
Improving the ability to react quickly to changes in the market and identify opportunity
Increasing IT alignment with the business
Reducing costs and increasing efficiencies
Enabling better data access and analysis
9%
5%
22%
24%
31%
34%
44%
45%
57%
61%
64%
Top Business Drivers for Implementing an Enterprise-Wide In-formation Management Strategy
Q7: What are the top business drivers for implementing an enterprise-wide information management strategy? (Please select the top five.)Base: 137 respondents
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Mobility and Big Data initiatives are the most significant contributors to increased demand for an enterprise-wide information management strategy.
Increased interest in collection and analysis of data from social
media initiatives
Cloud computing deployments
The need to manage information across a wide variety of devices
Big Data/Increased demand for analytics
An increasingly mobile/remote workforce
12%
23%
29%
36%
34%
37%
34%
41%
34%
39%
38%
28%
24%
22%
17%
13%
15%
6%
8%
9%
Significant impact Moderate impact Little to no impact Not applicable
(NET)Impact
74%
70%
70%
58%
49%
Q8: How significant are the following trends contributing to increased demand for an enterprise-wide informationmanagement strategy at your organization? Base: 137 respondents
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Lack of standardized processes and/or organizational role definitions, as well as internal politics and culture issues, are top barriers to implementing an enterprise-wide information management strategy.
None of the above
Other
Inflexible IT structure
Costs of improving the infrastructure
Complex systems
Hard to build an ROI case for integrating these initiatives
Skill/knowledge gaps within IT
Streamlining information management processes
Information is of poor quality - poorly organized, redundant, etc.)
Poor communications within the company
Lack of an integration strategy
Legacy technologies
Dealing with an increasing variety of data sources
Corporate culture
Internal politics
Clarifying org. roles & responsibilities for information management
Lack of standardized processes
9%
4%
14%
24%
24%
28%
29%
31%
31%
31%
31%
31%
32%
35%
35%
38%
39%
Q9: What are your organization’s top challenges in creating and implementing a comprehensive, enterprise-wide information management strategy? (Please select all that apply.)Base: 137 respondents
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Respondents have multiple information management initiatives underway.
None of the above
Other
Web content and customer experience management (CEM)
Business Process Management (BPM)
Collaboration
Information governance
Content management (documents, email management, digital assets)
13%
6%
34%
44%
47%
47%
56%
Information Management Initiatives Underway
Q10: Which of the following information management initiatives are underway at your organization? (Please check all that apply.) Base: 137 respondents
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Respondents prefer a tighter level of integration between information management initiatives.
48%
37%
5%9%
Level of Integration Between Informa-tion Management Initiatives -PRE-
FERRED-
Q11a: How integrated are various information management initiatives at your organization (e.g., business processmanagement (BPM), enterprise content management (ECM), content and experience management (CEM)?Q11b: Regardless of how integrated these initiatives are today, what is the preferred level of integration between various components of information management (e.g., business process management (BPM), enterprise contentmanagement (ECM), content and experience management (CEM)? Base: 137 respondents
15%
50%
28%
8%
Level of Integration Between Informa-tion Management Initiatives -TODAY-
Highly integrated Somewhat in-tegrated Siloed Don't know
Highly integrated - the various components of information management are tightly merged and executed in conjunction with each other to achieve common business goalsSomewhat integrated - there is some degree of coordination between the various components of information management, but these are primarily seen as separate initiativesSiloed - there is little to no coordination between different components of information management; these are separate initiatives with separate goals
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More than two-thirds consider complete information, better collaboration, and better agility to be highly important potential benefits of integrating information management initiatives.
Q12: How important are the following potential benefits of more tightly integrating information management initiatives at yourorganization (e.g., business process management (BPM), enterprise content management (ECM),content and experiencemanagement (CEM)?Base: 137 respondents
(NET)Top 2 Critical Very
importantSomewhat important
Not very important
Not at all important
More complete/reliable information available for decision-making 78% 39% 39% 18% 1% 3%
Better ability to collaborate/share information across applications or departments 72% 28% 43% 22% 3% 4%
Better agility/ability to react quickly to changing business needs 67% 28% 39% 24% 4% 4%
Improved customer responsiveness 64% 23% 41% 26% 7% 4%
Enhanced business continuity/disaster recovery 64% 19% 45% 27% 5% 4%
Improved ability to meet compliance and regulatory requirements 62% 28% 34% 28% 6% 4%
Improved TCO and cost efficiencies 61% 14% 47% 31% 5% 4%
Increased protection from security threats and data leaks 60% 26% 34% 29% 5% 6%
Improved data access and self-service for employees 60% 25% 35% 28% 7% 4%
Better ability to enforce information access policies 55% 15% 41% 36% 4% 4%
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Poor business decisions, lower productivity, increased burden on IT and increased costs are viewed as the top risks associated with information silos.
None of the above
Other
Inability to adequately meet compliance and regulatory requirements
Missed opportunities to gain market share
Inability to enforce information access policies
Security risks
Increased costs/lower efficiency
Increased burden on IT to manage multiple data silos
Lower productivity/less ability to collaborate across departments or functions
Business decisions based on poor quality or incomplete information
9%
3%
28%
28%
36%
39%
54%
56%
58%
62%
Risks Presented By Information Silos
Q13: What are the top risks presented by information silos at your organization? (Please select the top five.) Base: 137 respondents
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The majority agree that their organizations have yet to maximize the potential business value of their data.
Strongly agree39%
Agree45%
Neither agree nor disagree
12%
Strongly disagree4%
Q15: Please rate your level of agreement with the above statement:Base: 137 respondents
“We have yet to maximize the potential business value in the data and/or mediaour organization currently owns and collects.”
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What are the top three business goals or objectives that your organization could accomplish with a more comprehensive, integrated information management strategy? (Open-ended)*
Current Use of Private or Hybrid Cloud Model
Better data access Better decision-making
Cost reductionBetter complianceIncreased customer
retention
Better productivity Increased revenue
More complete view of the customer
Standardization
*These represent top mentions. A complete list of verbatim responses will be provided.
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DEMOGRAPHIC PROFILE
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Job Title
Other (Non Manager)
Consultant
OTHER (NET)
CFO, Controller, Treasurer
Manager, Supervisor
VP
Executive VP, Senior VP, General Manager
Director
CEO, Chairman, President
BUSINESS MANAGEMENT (NET)
Supervisor
CSO
VP
Executive VP, Senior VP, General Manager
Manager
Director
CIO, CTO
IT MANAGEMENT (NET)
3%
5%
8%
1%
1%
2%
2%
4%
7%
18%
1%
2%
4%
6%
16%
19%
26%
74%
Q16: Which of the following best describes your title within your organization? Base: 137 respondents
22
Direct Report
Other
Board of Directors
Director/Manager (non-IT)
SVP/EVP/VP (non-IT)
IT SVP/EVP/VP
IT Director/Manager
CFO, Controller
CIO/CTO
CEO/President/Owner/Partner
7%
3%
5%
6%
9%
10%
13%
18%
29%
Q17: To whom do you directly report? Base: 137 respondents
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Industry/Function
Other
Entertainment, Travel & Hospitality
Aerospace/Defense
Communications/Media
Wholesale/Retail trade
Chemicals/Energy/Utilities
Consumer Goods, Food & Beverage
Manufacturing/Auto/Industrial
Business/Professional Services
Life Sciences, Pharmaceuticals, Biotechnology, Healthcare
Public sector/Nonprofit (including government and education)
Hardware/Software/Networking Technology
Banking & Financial Services, Insurance
11%
1%
2%
3%
4%
4%
5%
6%
11%
12%
13%
14%
14%
Q18: Which of the following best describes your organization’s industry or function? Base: 137 respondents
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IT Budget for FY2013
Not sure
Less than $10 million
$10 million to $49.9 million
$50 million to $99.9 million
$100 million to $249.9 million
$250 million to $499.9 million
$500 million to $999.9 million
$1 billion to $1.49 billion
$1.5 billion or more
11%
39%
17%
4%
9%
5%
6%
4%
6%
Q19: ;What is your organization’s overall IT budget for FY2013 (including any business unit spending)? Base: 137 respondents
Average IT budget: $248.4 million
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