moving from records to engagement to insight
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From Records to Engagement to Insight -- Putting Social Technologies to WorkTRANSCRIPT
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John ManciniPresident, AIIM1 December 2011
From Records to Engagement to Insight -- Putting Social Technologies to Work
Report of AIIM McAfee TF
http://www.flickr.com/photos/designmark/6325852715
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@jmancini77blog = DigitalLandfill.org
If you are an information professional, AIIM is where you belong.www.aiim.org
Text …GILBANE<space>your email to 22333 for copy of new AIIM Task Force report
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Records
Engagement
Insight
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AIIM Task Force - 1
Alfresco EMC Hyland Software IBM Iron Mountain Kodak Microsoft OpenText Oracle
AIIM.org/futurehistory
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Era
Years
Typical thing
managed
Best known
company
Content mgmt focus
Mainframe
1960-1975
A batch trans
IBM
Microfilm
Mini
1975-1992
A dept process
Digital Equipmen
t
Image Mgmt
PC
1992-2001
A document
Microsoft
Document Mgmt
Internet
2001-2009
A web page
Content Mgmt
Social and Cloud
2010-2015
An interaction
Social Business Systems
Systems of Record
Systems of Engagement
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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)
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AIIM Task Force - 2
ABBYY Alfresco Box EDB ErgoGroup EMC EvoApp Huddle Hyland Software IBM Igloo
Iron Mountain Jive Microsoft Moxie Software Newsgator OpenText Oracle PFU SocialText Yammer
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AIIM Task Force - 2
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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 interviewsAIIM.org/research
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http://www.flickr.com/photos/20144155@N00/5683294429
Open Innovation
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Open innovation (OI) is surprisingly widespread and successful.
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48% report that OI has already yielded major changes to internal processes.
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Open innovation (OI) is surprisingly widespread and successful.
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34% report major changes to their external offerings.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
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In more than 70% of OI environments, participants can comment on others’ ideas.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
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Fewer than half support the ability of participants to vote, refine, or volunteer to work on others’ ideas.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
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Only 44% report that OI is an excellent or good fit with corporate culture.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
© AIIM | All rights reserved
Only 35% report that OI communities are tightly or fairly tightly tied to the way the company currently conducts innovation.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
OI appears widespread within organizations, but not outside them.
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Over 90% report that “anyone inside the company” can contribute to their OI environments.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
OI appears widespread within organizations, but not outside them.
© AIIM | All rights reserved
Only 15% said that outsiders – even pre-screened outsiders – can participate.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
OI appears widespread within organizations, but not outside them.
Rewards and incentives for OI participation vary widely.
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44% said that they offer no rewards at all for participation, while 42% of OI environments include quantitative reputation and/or status scores.
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Open innovation (OI) is surprisingly widespread and successful.
Idea voting and ranking capabilities are underutilized.
OI is not yet tightly integrated into company cultures.
OI appears widespread within organizations, but not outside them.
Rewards and incentives for OI participation vary widely.
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29% of organizations offer monetary rewards of some kind.
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Marketing & Sales
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Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
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Only 18% of survey respondents report that they have efforts underway in this area.
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Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
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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.
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Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.
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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.
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Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.
Once E2.0 is in place between M&S, it gets used.
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79% of respondents say that their environments are “reasonably well used,” “heavily used,” or “quite heavily used.”
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Marketing and Sales integration is the least mature and most difficult of our 3 use cases.
M&S use triggers Big gains in knowledge sharing, timely communication, ability to work together.
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.
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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.”
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http://www.flickr.com/photos/horiavarlan/4273168957
Enterprise Q&A
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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.
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45% of respondents say that they are either “extremely satisfied” or “moderately satisfied” with their capability.
EQ&A is the most popular social business use case we asked about.
EQ&A generates powerful results.
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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 is the most popular social business use case we asked about.
EQ&A generates powerful results.
EQ&A adoption is relatively straightforward.
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Serendipity happens to EQ&A participants. Over 30% of respondents say that answers came equally from expected and unexpected sources.
EQ&A is the most popular social business use case we asked about.
EQ&A generates powerful results.
EQ&A adoption is relatively straightforward.
Many answers to questions come from the expected people and places, but not all of them.
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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.
EQ&A is the most popular social business use case we asked about.
EQ&A generates powerful results.
EQ&A adoption is relatively straightforward.
Many answers to questions come from the expected people and places, but not all of them.
EQ&A remains under-appreciated.
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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.
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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.
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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.
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@jmancini77blog = DigitalLandfill.org
If you are an information professional, AIIM is where you belong.www.aiim.org
Text …GILBANE<space>your email to 22333 for copy of new AIIM Task Force report
![Page 37: Moving from Records to Engagement to Insight](https://reader036.vdocuments.us/reader036/viewer/2022070301/545b7e95b1af9f39378b61d2/html5/thumbnails/37.jpg)
37
@jmancini77blog = DigitalLandfill.org
If you are an information professional, AIIM is where you belong.www.aiim.org
Text …GILBANE<space>your email to 22333 for copy of new AIIM Task Force report