Digital Disrupt or Die eBook

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DISRUPT OR DIEOpenText Confidential. 2016 All Rights Reserved.

OpenText Confidential. 2016 All Rights Reserved.#

BUSINESSWhat is it?

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TRADITIONALENTERPRISESUPPLIERSMANUFACTURERRETAILERCUSTOMERTRADITIONAL LINEAR VALUE CHAIN

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EXTENDED ENTERPRISE ECOSYSTEM

SERVICEPROVIDERS3PLDISTRIBUTORSCUSTOMERSSUPPLIERSFINANCIALINSTITUTIONSPROCUREMENTMANUFACTURINGENGINEERINGSERVICESMARKETINGSALESHQ

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WORKPLACE

The Emerging

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MULTI-GENERATION WORKFORCE

TRADITIONALISTS

BOOMERS

GENERATION

GENERATION

GENERATION

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TRADITIONALISTS

BOOMERS

GENERATION

GENERATION

GENERATION

1928-1945(69-86 years)Hierarchical, loyal to institutions, motivated by financial rewards and securityTraditional, instructor-led, reading, homeworkteach meBORN: AGE RANGEVALUES, TRAITS,CHARACTERISTICSLEARNING STYLESMULTI-GENERATION WORKFORCETRADITIONALISTS

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TRADITIONALISTS

BOOMERS

GENERATION

GENERATION

GENERATION

1946-1964(50-68 years)Idealistic, competitive,Striving to achieveTraditional group effort, expert-driven, self-driven, lead me to informationBORN: AGE RANGEVALUES, TRAITS,CHARACTERISTICSLEARNING STYLESMULTI-GENERATION WORKFORCEBOOMERS

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BOOMERS

TRADITIONALISTS

GENERATION

GENERATION

GENERATION

1965-1976(38-49 years)Self-reliant, willing to change rules, tribal and community orientedTeam-driven,collaborative,wisdom of crowds,peer-to-peerconnect me to peopleBORN: AGE RANGEVALUES, TRAITS,CHARACTERISTICSLEARNING STYLESMULTI-GENERATION WORKFORCEGENERATION X

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BOOMERS

GENERATION

TRADITIONALISTS

GENERATION

GENERATION

Give context andmeaning, make itfun, search and explore, entertain meconnect me toeverythingLEARNING STYLES1977-1997(17-37 years)Confident, impatient,socially conscious,family centric,technology savvyBORN: AGE RANGEVALUES, TRAITS,CHARACTERISTICSMULTI-GENERATION WORKFORCEGENERATION Y

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TRADITIONALISTS

BOOMERS

GENERATION

GENERATION

GENERATION

After 1997(less 17 years)Digital natives, communicate withpeers throughtext messagesEnjoy learning newthings, giving their opinion, sharinginformationconnect me only to what isimportant to meBORN: AGE RANGEVALUES, TRAITS,CHARACTERISTICSLEARNING STYLESMULTI-GENERATION WORKFORCEGENERATION Z

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GOVERNANCEFinding the Balancebetween Opportunityand Risk

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MORE THAN 100,000 RULES AND REGULATIONS WORLDWIDE AND GROWING

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New and disruptive technologies are also introducing concerns about fraud, ethical behaviour, and data security to the enterprise. With the proliferation of big data, social media, cloud computing, and Bring-Your-Own-Device (BYOD) policies around mobile device usage, governance has become a major concern for those responsible for the regulatory and legal ramifications of related technologies and trendsfrom the CIO to legal counsel to records managers.

GLOBAL REGULATORY PRESSURES

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INFORMATION is the New Currency

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THE DIGITAL UNIVERSE: 50-FOLD GROWTH FROM THE BEGINNING OF 2010 TO THE END OF 2020

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REDUCED COSTSIdentify anomalies in data, duplicated efforts, errors, and opportunities for cost savings.INCREASED TRANSPARENCYMeasure program effectiveness using data sets, dashboards and comparative engines. Insight can fuel continual performance improvements, learning, and growth across the entire enterprise ecosystem.IMPROVED SECURITYConsolidating data across networks with security mechanisms built right into the system, along with secure information exchange and governance technologies to protect information and identify suspicious patterns that require immediate action.COMPLIANCECombined processes and information on a common infrastructure to protect assets help to achieve compliance. EIM helps organizations capture, track, and report on regulatory requirements.OPTIMIZED PRODUCTIVITYAutomated solutions eliminate the need for business users to sort and classify growing amounts content. EIM consolidates information, making it easier to access and minimizing duplicated efforts.

INFORMATION AS DIFFERENTIATOROther benefits the digital enterprise will realize from managing its information using a holistic approach based on EIM, include:

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SUPPLY CHAINYour Business Network

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THE BUSINESS NETWORK

UTILITIES

OFFICE

PRODUCTION

WAREHOUSEUNSTRUCTURED INFORMATION FROM IOT MACHINES

IoT API

SERVICEPROVIDERS3PLDISTRIBUTORSCUSTOMERSSUPPLIERSFINANCIALINSTITUTIONSPROCUREMENTMANUFACTURINGENGINEERINGSERVICESMARKETINGSALESHQBIG DATABIG DATAEIMERP

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STRATEGIC CIO

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END-TO-END PROCESS AGILITY

HUMAN RESOURCESACCOUNTINGMARKETINGLEGALCALL CENTER

In 2020, IT will have to adapt to support changing business models with new processes. Processes will move beyond packaged applications to EIM and Business Process Management (BPM) tools that are cross-functional, dynamic, easy to change, and repeatable. Agile process development and dynamic processes, such as case management, will enable the digital enterprise to be more nimble and focused.

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Savvy CIOs will get their CEOs to recognize that changes being brought about by disruptive shifts come at an accelerated pace and a global level of impact. IT is no longer just about the IT function. Instead, IT has become the catalyst for the next phase of innovation in personal and competitive business ecosystems.

FACILITATE AGILE PROCESS DEVELOPMENT

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ENGAGEMENTand the New Customer

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CEM CREATES VALUE ACROSS THE CUSTOMER LIFECYCLE

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DIGITAL EXPERIENCEIS THE KEY DIFFERENTIATOR

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ENTERPRISE

Building the

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AN INTEGRATED EIM STRATEGY WILL DELIVER BETTER RESULTS, RELATIONSHIPS, AND IT INFRASTRUCTURE

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DISRUPTION

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DIGITAL LEADERS ARE 26% MORE PROFITABLE THAN COMPETITORSHistory is often written by the winners and in a Digital-First World, theres a whole slew of them: Google, Amazon, Apple, Netflix, Facebook, Wikipedia, Pinterest, YouTube, GoPro, T-Mobile, Yelp the list goes on and on. Winning organizations have successfully fused imagination with technology to introduce new business models and change the way consumers buy, the way companies market, and the way enterprises operate. There are examples in every industry, as the winners outpace the losers who to fail to reinvent themselves as digital enterprises.

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- FIRST WORLD

Disruption in a

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THE THIRD WAVE OF IT-DRIVEN DISRUPTIONTechnological disruption is not new. In fact, today we are experiencing the third wave of IT-driven disruption to occur in the past 50 years. The first wave took place in the seventies with automation and resulted in dramatic increases in efficiency and productivity. This was followed by a second wave in the nineties when business models were radically transformed as the Internet enabled new levels of commerce and transactions both inside and outside the organization.

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CAPITALIZE ON DIGITAL DISRUPTION TODAYRead the Digital Disrupt or Die eBookwww.digitaldisruptordie.com

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