mcafee and aiim task force findings

John Mancini President, AIIM 25 Jan 2012

From Records to Engagement to Insight -- Putting Social Technologies to Work Report of AIIM McAfee TF

@jmancini77 blog = DigitalLandfill.org If you are an information professional, AIIM is where you belong. www.aiim.org For white papers, go to http://www.aiim.org/socialmeetsbusiness

Records

Engagement

Insight

AIIM Task Force - 1

§ Alfresco

§ EMC

§ Hyland Software

§  IBM

§  Iron Mountain

§ Kodak

§ Microsoft

§ OpenText

§ Oracle

AIIM.org/futurehistory

Typical thing

managed

Best known

company

Content mgmt focus

Mainframe

1960-1975

A batch trans

Microfilm

1975-1992

A dept process

Digital Equipment

Image Mgmt

1992-2001

A document

Microsoft

Document Mgmt

Internet

2001-2009

A web page

Google

Content Mgmt

Social and Cloud

2010-2015

An interaction

Facebook

Social Business Systems

Systems of Record

Systems of Engagement

Consideration Systems of Record Systems of Engagement

Focus Transactions Interactions

Governance Command & Control Collaboration

Core Elements Facts & Commitments Ideas & Nuances

Value Single Source of Truth Discovery & Dialog

Standard Accurate & Complete Immediate & Accessible

Content Authored Communal

Primary Record Type Documents Conversations

Searchability Easy Hard

Usability User is trained User “knows”

Accessibility Regulated & Contained Ad Hoc & Open Retention Permanent Transient

Policy Focus Security (Protect Assets)

Privacy (Protect Users)

AIIM Task Force - 2

§ ABBYY

§ Alfresco

§ Box

§ EDB ErgoGroup

§ EMC

§ EvoApp

§ Huddle

§ Hyland Software

§  IBM

§  Igloo

§  Iron Mountain

§ Jive

§ Microsoft

§ Moxie Software

§ Newsgator

§ OpenText

AIIM Task Force - 2

§ 2 in person meetings and 3 web conferences

§ Survey of 403 user organizations § > 10 employees, non vendor/consultant § 56% North America § AIIM list, not necessarily AIIM members § Open Innovation = 101 responses § Sales & Marketing Collaboration = 73

responses § Enterprise Q&A = 118 responses

§ 10 user interviews

AIIM.org/research

http://www.flickr.com/photos/20144155@N00/5683294429

Open Innovation

§  Open innovation (OI) is surprisingly widespread and successful.

48% report that OI has already yielded major changes to internal processes.

34% report major changes to their external offerings.

§  Idea voting and ranking capabilities are underutilized.

In more than 70% of OI environments, participants can comment on others’ ideas.

Fewer than half support the ability of participants to vote, refine, or volunteer to work on others’ ideas.

§  OI is not yet tightly integrated into company cultures.

Only 44% report that OI is an excellent or good fit with corporate culture.

Only 35% report that OI communities are tightly or fairly tightly tied to the way the company currently conducts innovation.

§  OI appears widespread within organizations, but not outside them.

Over 90% report that “anyone inside the company” can contribute to their OI environments.

Only 15% said that outsiders – even pre-screened outsiders – can participate.

§  Rewards and incentives for OI participation vary widely.

44% said that they offer no rewards at all for participation, while 42% of OI environments include quantitative reputation and/or status scores.

§  Rewards and incentives for OI participation vary widely.

29% of organizations offer monetary rewards of some kind.

Marketing & Sales

§  Marketing and Sales integration is the least mature and most difficult of our 3 use cases.

Only 18% of survey respondents report that they have efforts underway in this area.

The “sales culture” and typical sales force incentives are problems, as is the difficulty of gathering together all of a company’s digital marketing content, putting it in one place, and organizing it so that it makes sense to users and is navigable.

§  M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.

After E2.0 was in place, over 60% said that the two departments were performing “fairly well” or “very well” in each of these areas.

§  Once E2.0 is in place between M&S, it gets used.

79% of respondents say that their environments are “reasonably well used,” “heavily used,” or “quite heavily used.”

§  Once E2.0 is in place between M&S, it gets used.

§  The most common reasons given for not pursuing E2.0 have to do with lack of awareness of its benefits.

Three of the four most common reasons for not pursuing E2.0 are “we work closely together anyway,” “we’ve never really thought about it,” and “we have regular face-to-face sessions to share knowledge.”

http://www.flickr.com/photos/horiavarlan/4273168957

Enterprise Q&A

29% of survey respondents report that an EQ&A initiative is already in place.

§  EQ&A is the most popular social business use case we asked about.

45% of respondents say that they are either “extremely satisfied” or “moderately satisfied” with their capability.

§  EQ&A generates powerful results.

Few organizations had a general question-answering capability in place before the era of social business. As a result, there is no incumbent technology or resource to overcome.

§  EQ&A adoption is relatively straightforward.

Serendipity happens to EQ&A participants. Over 30% of respondents say that answers came equally from expected and unexpected sources.

§  Many answers to questions come from the expected people and places, but not all of them.

Over 40% of survey respondents who report not having this capability indicate that they saw no need for it, or already felt they knew who could answer any given question.

§  Many answers to questions come from the expected people and places, but not all of them.

§  EQ&A remains under-appreciated.

Open Innovation - Recommendations

1.  OI is appropriate now for most, if not all, organizations.

2.  Most OI environments are not focused enough.

3.  Reputation matters, and OI communities should seize on this fact.

4.  Open innovation should be opened up to customers as well.

5.  Open innovation requires patience.

Connecting Sales and Marketing- Recommendations

1.  Start unifying now.

2.  Building one more “walled garden” won’t cut it.

3.  Make the conversations between Marketing and Sales two-way, public, and permanent.

4.  Work on changing the culture and/or incentives of the sales force to encourage them to participate and contribute.

5.  Be patient.

Enterprise Q&A - Recommendations

1.  Enterprise Q&A is an excellent candidate for a first social business/Enterprise 2.0 initiative within an organization.

2.  Put some structure in place with your EQ&A environment.

3.  Take advantage of the fact that reputation matters to many people.

4.  Make the EQ&A tools easy to find, and easy to use.

5.  To best position EQ&A for success, seed the environment.

@jmancini77 blog = DigitalLandfill.org If you are an information professional, AIIM is where you belong. www.aiim.org For white papers, go to http://www.aiim.org/socialmeetsbusiness

mcafee and aiim task force findings

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