INSIDE

THE ECM ISSUE

THEIR DATA SAFE

WHY ORGANIZATIONS

BY CAL SLEMP

INSIDE

ECM ISSUE

THEIR DATA SAFE

WHY ORGANIZATIONS

CAN’T KEEP

EFSS:IT’S TIME TO FISHOR CUT BAIT

A GUIDETO THE ECMMARKETPLACE

FOLDERS MUST DIE

CLASSIFYING DATA CORRECTLY IS KEY, BUT MANY LAG BEHIND

DSF ’15Q&A

WITH JACKSON CHIN, WELLS FARGO

BRUCE BERBERICH, GE CAPITAL AMERICAS

JAMES WATSON, DOCULABS

DOCUMENTmedia.com | winter.14

4 winter.2014 DOCUMENTmedia.com

Features

DOCUMENTmedia.com

Folders Must Die Say hello to metadata and tagging By Nick Inglis

EFSS It’s time to fi sh or cut baitBy Bud Porter-Roth

The ECM Strategy DSF ’15 Q&A With Bruce Berberich, Jackson Chin & James K. Watson

24

26

30

A Guide to the ECM Marketplace What’s the right tool? By Apoorv Durga

32

Why Organizations Can’t Keep Their Data Safe Classifying data correctly is key, but many lag behind By Cal Slemp

20

Winter.14volume 21 issue 4

Deliver in Every Channel By Matt Swain

Departments Columns

12

Digital CommunicationsBy Tom Roberts

16

The Rise of Inkjet PrintingBy David Davis

How Is Your Mobile Strategy Working Out for You? By Richard Rosen

14

18

What’s New Masthead Editor’s View Contributors

05

0810

06

Connectfacebook.com/DOCUMENTmedia

twitter.com/DOCUMENTmedia

linkedin.com/company/document-media

DOCUMENTmedia.com winter.2014 5

How This $2M Success Story Will Change Information Governance to Be Business- and Results-DrivenBy Barclay T. Blairwww.documentmedia.com/Main/articles/How-This-2M-Success-Story-Will-Change-Information-1534.aspx

Yes, Your Physical Signatures Are Slowing Down the ProcessBy Bob Larriveewww.documentmedia.com/Main/articles/Yes-Your-Physical-Signatures-Are-Slowing-Down-the-1529.aspx

5 Leadership Skills of Successful Project ManagersBy Lew Sauderwww.documentmedia.com/Main/articles/5-Leadership-Skills-of-Successful-Project-Managers-1526.aspx

Why the Future Is Really Just the Past: What’s in Store for 2015 By Matt Mullen www.documentmedia.com/Main/articles/Why-the-Future-Is-Really-Just-the-Past-Whats-in-St-1539.aspx

FeaturesWinter 2014

Adobe, Microsoft and IBM Are Changing the E-Forms Market: What You Need to KnowBy Ray Killamwww.documentmedia.com/Main/articles/Adobe-Microsoft-and-IBM-Are-Changing-the-EForms-Ma-1535.aspx

10 Features That Should be in Your ManagedPrint Contract By Edward Crowley www.documentmedia.com/Main/articles/10-Features-That-Should-be-in-Your-Managed-Print-C-1533.aspx

Can Reputation Overcome Perceptions?By John Pattersonwww.documentmedia.com/Main/articles/Can-Reputation-Overcome-Perceptions-1532.aspx

Predictive Hiring: Getting Talent Down to a Science By Dave Smithwww.documentmedia.com/Main/articles/Predictive-Hiring-Getting-Talent-Down-to-a-Science-1528.aspx

Content Marketing That Serves Your Customer ExperienceBy Oliver Jaegerwww.documentmedia.com/Main/articles/Content-Marketing-that-Serves-Your-Customer-Experi-1531.aspx

Get People in the Content Management Door By Laurence Hartwww.documentmedia.com/Main/articles/Get-People-in-the-Content-Management-Door-1527.aspx

What’s New

6 winter.2014 DOCUMENTmedia.com

DOCUMENT Strategy Media (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 reproduced in whole or in part without written permission from the publisher. Any correspondence sent to DOCUMENT Strategy Media, RB Publishing Inc. or its staff becomes the property of RB Publishing Inc.

The articles in this magazine represent the views of the authors and not those of RB Publishing Inc. or DOCUMENT Strategy Media. RB Publishing Inc. and/or DOCUMENT Strategy Media expressly disclaim any liability for the products or services sold or otherwise endorsed by advertisers or authors included in this magazine.

SUBSCRIPTIONS: DOCUMENT Strategy Media is the essential publication for executives, directors and managers focused on document strategies and hands-on tools for overall document manage-ment. Free to qualified recipients; subscribe at www.documentmedia.com/subscribe.

REPRINTS: For high-quality reprints, please contact our exclusive reprint provider, ReprintPros, 949-702-5390, www.ReprintPros.com.

2901 International DriveMadison WI 53704-3128p: 608-241-8777f: 608-241-8666email: rbpub@rbpub.com

president Chad Griepentrog

publisher Ken Waddell

editor Allison Lloyd[ allison.l@rbpub.com ]

contributors Bruce Berberich Jackson Chin David Davis Apoorv Durga Nick Inglis Bud Porter-Roth Tom Roberts Richard Rosen Cal Slemp Matt Swain James K. Watson

advertising Ken Waddell[ ken.w@rbpub.com ]

[ 608.442.5064 ]

audience development Rachel Chapman [ rachel@rbpub.com ]

marketing Cierra Bauer

creative director Kelli Cooke

manager

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8 winter.2014 DOCUMENTmedia.com

EDITOR’S VIEW

STRATEGIC ALIGNMENT VERSUS EXECUTION: DON’T PUT THECART BEFORE THE HORSE

strategy (in fact, this was one of our most popu-lar articles this year; read it here), success can be found fi rst in aligning your strategy across your business units. This is actually the glue to your strategic initiative. Companies are made up of many different stakeholders, all of which hold different values, perspectives and pro-cesses. Communicating to each area of your business, engaging in open discussions around the strategy and aligning the organization from there is where the building blocks to execution really exist. I have simplifi ed this process a lot here, but once you align your business units to your strategic vision, then you can begin to align the execution departments—how you will deliver the strategy.

The reality is that this alignment is chal-lenging. If it weren’t, the percentage of failure wouldn’t be so high. However, we are commit-ted in our partnership with you to help fi nd these answers together. In fact, we are so com-mitted in this mission that you might have no-ticed a slight change in our publication’s name. Eight years ago, we launched our conference, the DOCUMENT Strategy Forum, as a think tank on building such strategies. Now, we too, are aligning our publication to this mission in more ways than one. I look forward to discover-ing the new path to real, sustained, end-to-end strategies with you in 2015!

Until next time,

s you might have noticed this year, we have been talking at great lengths about building content and document strat-egies—and for good reason. Back in the summer, we pub-lished an article reporting, “70% of all strategies fail to achieve desired results.” So while strategic initiatives are top-of-mind in many board-rooms across many different

industries, few really know how to achieve success from such projects. Given these bleak numbers, it’s no surprise, really, that many business leaders out there approach me every year asking me to focus on building end-to-end strategies.

Our publication, for all of its 21 years, has always understood that the document and content process is dependent on the full life cycle of information—no matter how that information is being delivered. Yet, it seems that organizations are becoming more siloed in their processes and strategies, not less. Back in May, a frustrated senior executive asked me, “Why aren’t people talking about how to build end-to-end strategies?” I answered him quite honestly, “Because it’s hard.” The number of organi-zations failing is not a fl uke. It’s reality.

However, if we start to dig a bit deeper into the numbers, we can begin to understand why these organizations are failing. According to Gart-ner, “More than 20% of enterprises successfully execute against their corporate strategies and strategic initiatives,” with some experts citing this number actually closer to 10%. The important word here is “exe-cute.” So, why can’t companies execute well? Harvard Business Review authors Gary L. Neilson, Karla L. Martin and Elizabeth Powers report that their research shows “that the fundamentals of good execution start with clarifying decision rights and making sure information fl ows where it needs to go.” In other words, your strategy begins with your organiza-tional alignment—or culture.

Last time, I talked about strategic maturity where organizations must look at their core business principles, vision and mission—really, your values as a company and how these dictate your behaviors toward your customers. Even though many discussions revolve around selling your

@DOCUMENTmediaby Allison Lloyd

10 winter.2014 DOCUMENTmedia.com

CONTRIBUTORS

Cal SlempMr. Slemp is a managing director with Protiviti and currently leads the firm’s security and privacy solutions consulting business globally. Prior to joining Protiviti in September 2008, he was with IBM Corporation for 30 years

and led their global security and privacy services team from its creation in 1998 until 2008. He has worked with clients of all sizes in a wide variety of industries providing a broad array of information security and risk management services.

Nick Inglis Mr. Inglis is a founding partner of Optismo and co-founder of The In-formation Governance Conference. He was formerly a director at AIIM, the global community of information professionals. He is an AIIM Share-

Point Master, AIIM ECM Master, AIIM Enterprise 2.0 Master, AIIM Electronic Records Management Specialist and an IMCP. He resides in Providence, RI and is a highly sought consultant and educator nationally.

Bud Porter-Roth Mr. Porter-Roth has over 20 years of experience as an ECM consultant, with a focus on electronic document management, records management and paper document projects. Mr. Por-ter-Roth is the author of the following

books: Document Conversion Project Guidelines, Request for Proposal: A Guide to Effective RFP Development, Writing Killer Sales Proposals: Win the Bid and Close the Deal and Proposal Development: How to Respond and Win the Bid.

Apoorv Durga Mr. Durga is a senior analyst at the Real Story Group and covers search, web content and experience man-agement, portals, digital marketing, social media monitoring, mobile and SharePoint. He was formerly the

practice head of the portals and content management (PCM) practice at Wipro Technologies, where he led clients in the de-velopment of their PCM strategies.

Communicating effectively with your customers is important for brand loyalty and high Net Promoter scores. This is es­pecially true when the information contains time sensitive, confidential, personal, financial or health information that your customer needs to act on. A communication that might come to mind is a bill from a credit card company, health care provider or your mortgage statement, insurance policy or cell phone bill. For Maggie, the Director of Compliance for a mid­size Bank in the United States; making sure customers are able access their critical communications from the bank is one of her primary responsibilities.

As many around the U.S. and Canada are finding out, accessi­bility for customer communications isn’t just about making sure the bill is delivered to the customer; it is also of primary impor­tance to make sure the customer can read it and interact with the statement. Maggie has had to give this a lot more attention in the past year. On one hand the customer dissatisfaction of not addressing alternate and accessible formats was becoming a brand loyalty and customer service issue. Then there was also the trend of many financial institutions making it into the news due to the large settlements levied against them for non­compliance to Americans with Disabilities Act (ADA) legislation.

Maggie knew addressing customer needs around accessible customer communications was becoming more and more im­portant, but her bank was still trying to make sense of how to achieve accessible document formats with their current work­flows and systems. To date, her bank hadn’t yet had an issue with accessibility compliance, but she knew that is was just a matter of time; she did not want to become one of the stories on the news where they talk about millions of dollars in lawsuits or settlements due to non­compliance with laws like ADA.

As Maggie did her research on the internet and in different trade journals, it seemed like the only thing she needed to provide her customers to be compliant with the accessibil­ity regulations was what people were calling a “tagged PDF”. There were more specific descriptions about PDF/UA & WCAG 2.0, but she wasn’t sure what that meant or how a PDF/UA document would be created. However, from her reading, the tagged PDF seemed to be the easiest and cheapest solution. However, she wasn’t sure if it was the right solution.

Then she came across an on demand webinar that discussed business documents and how to meet the accessibility needs of the visually impaired. The webinar not only spoke directly to

Maggie’s fears of non­compliance, but also offered clear and concise action that could be taken to meet current legislature. The overview of the legislature was helpful to put everything in perspective, but for Maggie the real piece­of­mind was in the description of the different types of content ranging from printed content to documents prepared and delivered online or via email. As the picture started to become clearer, the methods for reaching people via these different channels also became clearer. Maggie had always thought of Braille as one of the only solutions for those with vision trouble; the webinar changed her view as she began to understand that there were Large Print formats, Audio CDs, e­Text and Accessible PDFs (PDF/UA) that could be added to the solution possibilities.

Her next step? Contacting Crawford Technologies and speaking to one of their Document Accessibility Solution experts.

Does this story sound familiar? If you are looking for the re­quirements for providing accessible documents then join the on demand Crawford Technologies webinar on Implementing Accessible Documents in Your Workplace.

Click here to:

View the Webinar

Download the Document Accessibility White Paper

APPLICATION ARTICLE

Including Customers With Vision Trouble Using Accessible CCM

sales@crawfordtech.comwww.crawfordtech.com

12 winter.2014 DOCUMENTmedia.com

Fast-evolving tactics for customer communications, outsourcing and bill payment adoption

statement providers to move custom-ers away from receiving paper-based communications, consumers still cite that they value the physical docu-ment as a hard copy archive and as a reminder to pay. While many pay-ments have moved away from paper, InfoTrends estimates that only 23% of

businesses (senders) and consumers (recipients) in the United States (US) tracks how these delivery and payment markets are evolving. At a high level, our research continues to suggest that busi-ness expectations for paperless deliv-ery adoption always exceed realized gains. Despite the efforts of bill and

Consider this: Americans will receive more than 24 bil-lion household bills and statements this year and make 15 billion house-

hold bill payments. InfoTrends research, including our “State of the Customer Communications Market Survey,” on

BY MATT SWAIN

IN EVERY

CHANNEL

Fast-evolving tactics for customer communications, outsourcing and bill payment adoption

BY MATT SWAIN

IN EVERY

CHANNEL

DOCUMENTmedia.com winter.2014 13

bills and statements

will be deliv-ered as “paper-

less” this year. Many discussions around document

delivery are focused on paper versus paperless; however, it is much more than that since the number of delivery

and payment channels has expanded dramatically. For instance, when a

communication is delivered as paperless, the customer may want to access it via the web (desktop, mobile, smart TV), via

a mobile app or within an email or email attachment—not to mention

that his/her preferred source of interac-tion with the communication could be through a third party, such as a bank, digital mailbox or other non-bank con-solidation service. Needless to say, this market is more complex today than ever before.

From a document outsourcing per-spective, this complexity is driving net new wins from mid-sized enterprises that lack the internal resources to keep up with these changes. There has also been several very large customer com-munications print outsourcing wins in the US over the last 18 months. For instance, American Express, Fidelity and a top fi ve bank made the decision to close their in-house printing opera-tions and move to an outsourced envi-ronment. Compared to other global markets where customer communi-cations print outsourcing is mature—such as Australia and the United Kingdom (UK)—there remains sig-nifi cant opportunity for outsourcing

customers to centrally receive and pay their bills. While these attendees were interested in the bill payment compo-nent of the discussion, the implica-tions of broader bill payment adoption via consolidation services for document design, presentment and broader strat-egy are signifi cant.

With the complexities that come with advances in the customer com-munications market, it is critical for enterprises to focus on optimizing customer experience across channels.

By 2018, we expect that 37% of bills and state-ments will be delivered as paperless—with signif-icant growth in customer demand for alternative digital access beyond a desktop-friendly viewing experience. In the enter-prise drive to improve the digital experience for customers, however, note that we expect the other 63% of bills and state-ments will still be print-based. This means that it is important for enter-prises to continue to invest in improving on and optimizing the printed communication as well. For enterprises to keep

pace in this fast-evolving presentment and payment market, expand your customer communications strategy to include new channels, optimize every channel and outsource where you lack the resources or drive to make these changes. O

MATT SWAIN is a director for InfoTrends and

responsible for driving global research and

consulting initiatives in the customer commu-

nications and document outsourcing markets.

He is also a frequent speaker at industry events

worldwide. Follow him on Twitter at @Swainfo-

Trends, or for more information on InfoTrends

research and advisory services in this area,

please contact scott.phinney@infotrends.com.

service providers in the US. While some of the deals are strictly for out-sourcing of print services, other enter-prises are asking for support with managing creative services, optimiz-ing for all delivery channels, customer onboarding, data analytics, as well as inbound interactions like the call cen-ter and household bill payment.

On this last point, household bill pay-ment trends are of particular interest to InfoTrends as it relates to the digital mailbox and broader bill consolidation

channel. Whether the payment pro-cess is managed by an outsourcing ser-vices provider or within the enterprise, our view is that where customers pay these bills will have a greater infl uence on where they prefer to receive them—which will directly impact the senders of these customer communications. In fact, InfoTrends recently led a session at Money20/20, an event for emerging payments and connected commerce, on the digital mailbox and house-hold bill payment. Few of the 400-plus session attendees would likely be DOCUMENT Strategy Forum partici-pants; however, they gravitated toward the concept of the digital mailbox as a customer destination and a driver for

By 2018, we expect that 37% of bills and statements will be delivered as paperless—with signifi cant growth in customer demand for alternative digital access beyond a desktop-friendly viewing experience.

bills and statements

will be deliv-ered as “paper-

less” this year. Many discussions around document

delivery are focused on paper versus paperless; however, it is much more than that since the number of delivery

and payment channels has expanded dramatically. For instance, when a

communication is delivered as paperless, the customer may want to access it via the web (desktop, mobile, smart TV), via

a mobile app or within an email or email attachment—not to mention

that his/her preferred source of interac-tion with the communication could be through a third party, such as a bank, digital mailbox or other non-bank con-solidation service. Needless to say, this market is more complex today than ever before.

From a document outsourcing per-spective, this complexity is driving net new wins from mid-sized enterprises that lack the internal resources to keep up with these changes. There has also been several very large customer com-munications print outsourcing wins in the US over the last 18 months. For instance, American Express, Fidelity

service providers in the US. While some of the deals are strictly for out-sourcing of print services, other enter-prises are asking for support with managing creative services, optimiz-ing for all delivery channels, customer onboarding, data analytics, as well as inbound interactions like the call cen-ter and household

ment trends are of particular interest to InfoTrends as it relates to the digital mailbox and broader bill consolidation

channel. Whether the payment pro-cess is managed by an outsourcing ser-vices provider or within the enterprise, our view is that where customers pay these bills will have a greater infl uence on where they prefer to receive them—which will directly impact the senders of these customer communications. In fact, InfoTrends recently led a session

By 2018, we expect that 37% of bills and statements will be delivered as paperless—with signifi cant growth in customer demand for alternative digital access beyond a desktop-friendly viewing experience.

In the last issue, we focused on some macro trends in the transactional market in North America based on in-depth surveys we recently con-ducted with large third-party trans-actional operations and corporate

transactional providers and buyers. Now, we take a closer look at the operational details based on our surveys.

It’s no secret that high-speed inkjet printing has flourished in the transactional market. We find dramatic evidence of this in our surveys conducted in recent years. In 2009, when inkjet was beginning to establish a firm foothold in the market, slightly more than one-third of the trans-actional output reported by respondents was printed on inkjet presses. Five years later, that percentage has jumped to well over half of the output.

Inkjet has dramatically changed trans-actional production. High-speed, roll-fed toner presses have traditionally been used for black-only output and for overprinting

black variable data content onto preprint-ed shells, which typically carry a company logo or masthead. The practice is cost-ef-fective but fraught with overhead related to stocking and handling preprinted rolls, which can quickly be rendered obsolete. Inkjet presses have made a big impact in overprinting and opened the doors to in-creased use of dynamic, full color to en-hance documents and cross-sell services.

Three years ago, nearly two-thirds of the output produced by respondent com-panies was overprinted; in 2014, that percentage is down to about one-third—a dramatic change in relatively short order. Not all of the overprinting has transi-tioned to color, but a sufficient number has made this switch to reduce black-only impressions by about 20%. In our most recent survey, respondents indicate the top three trends they see in the mar-ket are the adoption of full-color printing, the migration to electronic delivery and “white paper factory” solutions, which

are designed to eliminate preprinted forms with sin-gle-pass inkjet solutions.

Electronic diver-sion, postal issues and the rise of inkjet will con-tinue to exert the biggest impacts on the market in coming years. Among respon-dent companies plan-ning to acquire digital printing equipment in the com-ing year, the largest percentage plans to acquire continuous feed ink-jet equipment; slightly less than one-fifth are considering cut-sheet inkjet equip-ment; and well under 10% are planning to purchase black-and-white continuous feed or cut-sheet, toner-based presses.

Although the transactional market will continue to contract, it remains a large

and import- ant print

market. The decline in

First-Class Mail has slowed as the economy

has improved, and many households continue to prefer transactional doc-

uments to be printed, even if they are also delivered online. We expect transac-tional volume in North America to decline by three to four percent annually over the next five years; the decline in trans-actional mail pieces will be greater than the drop-off in transactional print volume

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 transactional print-

ing, “Digital Transactional Printing

in North America: Market Analysis

& Forecast (2014-2019),” is avail-

able. For more information, contact

INTERQUEST at 434-979-9945 or

visit www.inter-quest.com.

due to continued consolidation of mailings. O

DOCUMENTmedia.com winter.2014 15

16 winter.2014 DOCUMENTmedia.com

WHAT TO CONSIDER FIRST

DOCUMENTmedia.com winter.2014 17

By Tom Roberts

experience and ensure your communi-cations are aligned with that vision.

Firms are wrestling through their mobile strategies and are at different levels of maturity and implementation. Mobile communications and delivery of content to mobile platforms will drive, perhaps, the biggest change within your digital communications plan. Using responsive design techniques can help address form factor differences, but you should also think through how you’ll deliver content through “apps.” The tra-ditional document container is no lon-ger the only, or even primary, method of communicating with your custom-ers. An additional consideration you’ll have to address is to simplify your tem-plate inventory. Ask yourself if you can deliver the experience you want for your customer across all the channels they desire using an old, bloated and ineffi-cient set of document templates.

I’m certainly not suggesting that you jump to “digital first” before you’re ready, but you’d better be thinking about it now, because your competitors are. Start planning today; the future will be here before you know it. O

TOM ROBERTS has more than 20 years of expe-

rience in business technology. He serves as a

principal consultant at Doculabs, where he de-

velops strategic plans to help organizations use

ECM technologies to achieve their business

goals. Follow him on Twitter @tomroberts72 or

email troberts@doculabs.com.

DIGITAL COMMUNICATIONS

The world is getting more and more connected; the baby boom generation is rapidly embracing the use of technology; and mobile devices are outnumbering

traditional PCs and laptops. In fact, IDC predicts that by the year 2017, 87% of connected device sales will be tablets and smartphones. These undeniable trends should be informing your cus-tomer experience and customer commu-nications strategies today, not tomorrow.

Given the large investments that many firms have made in traditional document composition platforms, or what Forrester calls document output for customer communications man-agement (DOCCM), it’s only logical to try to leverage these platforms to bring together a consistent, cross-channel customer experience.

If you are considering digital first, you may be thinking about the implications that it has for both your internal orga-nization and for your customers. Many digital initiatives are driven by a desire to improve the overall customer expe-rience that is being delivered. Yet, one of the issues often faced is that there is a lack of clarity within the organi-zation over who is truly responsible for the customer experience. Perhaps there’s a chief customer officer, or the chief marketing officer has ownership, or maybe it’s ownership by committee. Regardless, you must develop a com-mon vision of your desired customer

SIMPLE: Speak in plain language, minimize the

legalese and don’t try to do too much within a single message or document.

CONCISE: Be brief but comprehensive. Attention

spans and patience in the digi-tal world is far different than in the print space. Long-winded digital messaging will frustrate and turn away customers.

TIMELY: Customers expect their data at their finger-

tips when they want it. Multiple days for delivery doesn’t cut it anymore. It starts upstream in your admin systems, but the pace of communication in the digital space is much quicker.

ACCURATE: You can’t reach your objectives if

you’re delivering the wrong data or message, even if it is concise and timely. Your message, your data and your offers need to be accurate. Nothing will lose you credibility faster than delivering the incorrect data.

CONSISTENT: Finally, you’ve got to be consistent

across messages and channels. Coordinate messaging across lines of business or geography, but ensure that customers are getting a consistent experience regardless of channel.

1

4

5

2

3

CONSIDER THESE FIVE KEYS FOR

ENSURING THAT YOUR DIGITAL

MESSAGES SERVE YOUR CUSTOMERS

THE WAY THEY WANT.

18 winter.2014 DOCUMENTmedia.com18 winter.2014 DOCUMENTmedia.com

By Richard Rosen

HOW IS YOUR MOBILE STRATEGY

WORKING OUT FOR YOU? The impact of mobile on business-client interaction

DOCUMENTmedia.com winter.2014 19DOCUMENTmedia.com winter.2014 19

TToday, more than ever, having an effective mobile strategy is key to effective cus-tomer communications. Mobile devices have become a way of life for consum-ers to get content, read mail and stay in touch with friends and acquaintances.

In fact, 50% of Internet traffi c today is now performed on mobile devices, and 80% of this mobile Internet activ-ity is performed using mobile apps. These stats are remarkable given the relatively short life span of smart-phones. Every one of our daily activi-ties is converging to our smartphones, and pretty soon, almost everything will be accessible on your smartphone. Even wallets, physical credit cards and keys will be passé. Smartphones have already replaced, or are replac-ing, independent devices for listen-ing to music, taking pictures, physical tickets to get on a train or plane and health monitoring equipment.

Keeping up with technological change is always a challenge, and supporting multiple platforms is complex and expen-sive. Not only is technology ever-chang-ing and complex, but customers behave differently, with their own preferences for how they want to interact with compa-nies they do business with: website, social media, apps and email being the big four.

As part of the answer, companies are turning to mobile apps. Leaders are now looking at turnkey mobile engagement

platforms that: can link up all con-tent from across the different platforms and bring it together in one central-ized location; monetize the app via location-based directories, as well as clickable banner advertisements to pro-mote supporters; connect and engage with supporters on a time- and/or loca-tion-based manner and touch them via rich push messaging (i.e., video, map, interactive link, etc.), geo-fencing (mes-saging them when they cross a certain perimeter) and with iBeacons (low-en-ergy Bluetooth transmitter allowing for indoor/close proximity messaging); and allow customers to easily pay their bills and get the latest news conveniently and seamlessly from their mobile devices.

Mobile apps should be a component of any business’s communications strategy. While mobile apps may, or may not, lead to increased paper sup-pression, done right, they can make for a better customer experience and leverage investments already made in your website, social media and cus-tomer analytics. O

RICHARD ROSEN is the chief executive offi cer

of The RH Rosen Group, a fi rm that pro-

vides solutions to help businesses improve

processes and customer communications.

Contact him at RichR@RHRosenGroup.com

or visit www.rhrosengroup.com.

DOCUMENTmedia.com winter.2014 19

20 winter.2014 DOCUMENTmedia.com

CLASSIFYING DATA CORRECTLY IS KEY, BUT MANY LAG BEHIND

BY CAL SLEMP

Why Organizations Can’t Keep Their Data

20 winter.2014 DOCUMENTmedia.com

DOCUMENTmedia.com winter.2014 21DOCUMENTmedia.com winter.2014 21

22 winter.2014 DOCUMENTmedia.com

data isn’t the lifeblood of an organiza-tion, it is, without question, a critical component in its success. Analogous

to the role of water in a hydroelectric plant, data powers an organization, pumping “fuel”—through information,

knowledge and insights—to virtually every company function. It, therefore, must be managed—and managed well. With the recent plethora of cyber attacks and data breaches, prevailing wisdom suggests companies are work-ing diligently to “get their houses in order,” but findings from Protiviti’s “2014 IT Security and Privacy Sur-vey” suggest otherwise.

There are numerous data manage-ment and security policies organi-zations should have in place to help

DOCUMENTmedia.com winter.2014 23

prevent data loss (for example, in-formation security, passwords, user access, incident response, etc.). Re-markably, this year’s survey results show across-the-board decreases in the number of organizations that have these policies in place. Most of these policies are required in some form in order to comply with various govern-ment and industry regulations. Thus, organizations potentially face signifi-cant liability, along with security risks, by not having these policies in place.

Our survey findings also indicate that there is an increase in the number of organizations that lack a data clas-sification scheme. A look at these find-ings reveals significant gaps between top-performing organizations and other companies. Some organizations may lack definitions of their sensitive data and, consequently, fail to make meaningful progress in formalizing a scheme and policy. It’s important to note, though, that these definitions do not need to be perfected in order to begin categorizing data effectively.

Effective data classification, without question, is difficult to achieve. Com-panies should strive to simplify their approach where possible, which will enable greater progress and success with these efforts.

In our study, we continue to see a rel-atively small percentage of organizations that have a detailed data classification system in place, which involves strati-fying the importance of data types and applying appropriate retention periods to each type based on regulatory and legal requirements, as well as industry or company-defined standards. Such a system becomes more critical every day due to the growing volumes of data orga-nizations are accumulating. An essential practice in effective data management and security is a comprehensive clas-sification system that provides a clear understanding of how the organization is managing all types of data—whether sensitive, confidential or public.

The survey also uncovered that the percentage of organizations that retain all data and records without a defined destruction date has nearly doubled. Retaining all data and records without a defined date to discard and destroy is not only inefficient and costly but opens the organization to significant security risk and liability. The great-est effects of large-scale, high-impact breaches are felt in organizations that hold on to large volumes of data that they no longer need. Put simply, “If you don’t need it, don’t store it.”

Similar to last year’s findings, in one out of four organizations, management

is viewed to have limited or no under-standing of its sensitive data and infor-mation. Given the risks and liabilities this information poses if not managed properly, these findings continue to be surprising. There are striking differenc-es in the findings among top-perform-ing organizations (for example, high levels of board engagement in informa-tion security risks and all core informa-tion security policies in place). Clearly, these best practices are driving a much greater understanding of the organiza-tion’s sensitive data and information. O

For more information on Protiviti’s “2014

IT Security and Privacy Survey,” visit www.

protiviti.com/itsecuritysurvey.

There are two data classification approaches every company should employ.

1

2

A data classification scheme: The groups or

categories under which data is classified (for example, per-sonally identifiable information; sensitive, health and confidential identifiable information; and non-sensitive and public information).

A data classification policy: The guidelines dictating how, when and

where the organization—including, but not limited to, all employees, functions and third parties working on behalf of the organization—classifies, manages and secures its data.

2

24 winter.2014 DOCUMENTmedia.com24 winter.2014 DOCUMENTmedia.com

Say hello to metadata and tagging By Nick Inglis

FOLDERSMUST DIE

24 winter.2014 DOCUMENTmedia.com

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fi ndability of relevant content rather than being forced into a rigid folder structure. By way of example, let’s say there are two folders—one for department A, and one for depart-ment B—each with a similar report. The two users leveraging those reports would never serendipitously learn of each other’s report without leveraging search. Users search for items that cannot be found, not for content that they know how to browse to or for content that they could fi nd. It is through these unseen connec-tions between content that additional value is created in the organization.

An additional way of enhancing the post-folder view is through the use of user-generated content tags. Tagging is a way for users to loosely group content together by associated words and phrases. By combining both the less rigid metadata model and the non-rigid tagging model, users are given more fl exibility in serendipi-tously fi nding related content and leveraging that content for the better-ment of the organization.

In addition, tags and metadata can be utilized to learn from the user population (i.e., their vernacular, their shorthand, their phrasing, what they fi nd to be important) through the use of logging. If a particular phrase is being used for tagging on a regu-lar basis, it may be fruitful to explore that particular phrase further to see how it may be encompassed within the formal enterprise taxonomy. This can help to improve fi ndability of content through fi ltering and sorting, as well as improving search.

Folders create artifi cial barriers in our content, at best, and confusion, at worst; yet, they are what we are com-fortable in utilizing. With the technol-ogy at our disposal today, it is time to let go of our folders and move towards the serendipitous fi nding of value in our content through the better utiliza-tion of both metadata and tagging. O

To contact Mr. Inglis, follow him on Twitter

@nickinglis or visit infogovcon.com.

combination of any of the aforemen-tioned three options.

All of these options, however, place a limitation on users. If the folder structure is established along the lines of the organizational chart, a user will likely not be comfortable navigating outside of his/her depart-ment or division. For example, the accountant in department A would have a diffi cult time validating his/her work against an accountant in depart-ment B. Likewise, this would be the same for sharing by department if the folder structure is established along a document type arrangement.

There are options for avoiding these types of issues today through the use of metadata and/or tagging. A fl at fi le structure that leverages metadata can arc beyond typical boundaries to pro-vide more value to users. Filtering by a “department” metadata fi eld could give a user a departmental view of con-tent, much like an organizational chart-based folder structure would. Filtering metadata by document type would pro-vide a view much like the document type folder structure. The fi ltering and sorting of metadata can provide more to users than a simple folder structure.

It is true that some systems are achieving this already through the use of “virtual folders.” Vendors, who sell systems that have these types of virtual folders, are already leveraging metadata to create folders that don’t actually exist in order to provide alternate ways of viewing the content in the system.

Users, by combining multiple fi elds of fi ltered metadata, can expand the

We love folders. They are our dig-ital comfort food. We can create them with ease;

we can add to them; we can nest them. In our organizations, however, they become cumbersome to man-age, make it diffi cult to fi nd content and create artifi cial barriers between similar pieces of content. For all of these reasons, it is time to end our love affair with folders.

Folders can be structured in four ways in the enterprise. They can be aligned to the organizational chart, which is most often the case. In this model, folders are present along divi-sion and department lines and the like. Folders, too, can be structured to align with roles so that, for exam-ple, accountants all work within a similar folder structure. They can also be structured along document types so that reports all end up grouped together. The fourth option for structuring folders would be some

It is time to end our love affair

with folders.

DOCUMENTmedia.com winter.2014 25

26 winter.2014 DOCUMENTmedia.com

EFSSFISH OR CUT BAITIT’S TIME TOBy Bud Porter-Roth

As we begin to close the year out and assess what happened in the enterprise file sync and share (EFSS) world, let’s look at a little history to gain some perspective and possible future directions.

DOCUMENTmedia.com winter.2014 27

28 winter.2014 DOCUMENTmedia.com

new technology of document imaging was essentially born in the early 1980s, because of optical disk technology—that is, we had a “relatively” cheap medium to store large files on, and even better, the medium was write once, read many (WORM), meaning it passed as a legal replacement for paper. Within several years, there were a number of ven-dors getting on the bandwagon, but they struggled with an ever-changing technology, customer wariness and very long sales cycles. As expected, many of these vendors filed for Chapter 11, merged with other similar vendors or were pur-chased by a larger vendor. In the early to mid-90s, it was pretty grim to be a document imaging vendor.

Nevertheless, a new technology arose on the tails of doc-ument imaging. Electronic content management (ECM) and workflow allowed a system to manage office-type files, such as Microsoft Word, WordPerfect, PDFs and other office document types. In the early days of ECM, these systems only managed office documents—not document images—and remained as separate systems. Again, due to a rapid-ly changing technology, long sales cycles, high prices and adoption issues, the early ECM companies began to struggle, and their fate was to be purchased by larger companies or simply go out of business. For example, PC DOCS (a leader and innovator in the field) was purchased by Hummingbird, which was then purchased by OpenText. Documentum, a leading competitor to PC DOCS, was purchased by EMC, and FileNet, one of the original document imaging companies, purchased Saros (another early leader) to add the document management product to its existing document imaging prod-uct line. FileNet was later purchased by IBM.

Why was this happening? Because many of these com-panies were really not doing well financially, their products were either too broad or too narrow, price per seat licenses were astronomical, products were becoming more and more complex to justify the prices, customers were still feeling the burn from failed document imaging systems, workflow was oversold and underperformed and the “technology” was just too unstable and continued to change and evolve at a rapid pace. Many customers began to back off from their vision of an enterprise system, and in reality, very few companies ever achieved a true enterprise system with one vendor.

Is this beginning to sound familiar? Today, we have a strikingly similar situation with the cloud-based sync and share companies in that the technology is rapidly changing,

vendor products are not clearly differentiated (does the av-erage company know the difference between Box, Dropbox and Huddle?), customers are very cautious and the customer base is not replacing their enterprise-wide legacy systems but, instead, buying at the department level, which means sales are for 10 seats, not hundreds or thousands of seats. For the most part, EFSS sales are still at the “try and see” stage, and a company may bring in multiple EFSS solutions in different departments to see which one the users like best.

Think of the leading EFSS companies and their claims that they are in 90% (or more) of the Fortune 100. What this re-ally means is that one group, or person in one department, may have purchased five licenses for Dropbox, but Dropbox counts that as a Fortune 100 customer. For example, I know of one Fortune 100 company with 200 licenses for a leading EFSS vendor. These licenses are for one department, and of

DOCUMENTmedia.com winter.2014 29

4 Add functionality via application program interface (API) connections. Box has a wide variety of apps that it can connect to, as well as other apps connecting to Box. For

example, Box can have its own tab on the Salesforce toolbar, and DocuSign can connect to Box as an internal service. Box has also introduced e-discovery with Guidance Software. Expect to see more and more of this type of integrated functionality in the near future.

5 Add specialized functionality that other vendors do not have to differentiate your product from others. Several EFSS vendors have concentrated on security and have developed

a platform in which documents are controlled independently, such that document access can be rescinded in XX days or the ability to print/forward the document is limited. Other vendors promote such application enhancements as video conferencing, an instant messaging (IM) service, a virtual whiteboard or project management-oriented applications.

8 Move toward a hybrid model instead of a pure cloud model. The notion of a hybrid model really

goes against the pure cloud model, removing many of the cloud-only bene-fits. However, many vendors are seeing this as a customer demand and will spend valuable development time and resources trying to present themselves as hybrid cloud architecture. Instead of developing hybrid technology, vendors need to demonstrate that data is absolutely safe in the cloud, and for many companies, cloud-based data is actually safer than on-premise data.

10 Application-specific orientation. The early ECM vendors learned that most busi-

nesses want the vendor to have a product that is specific to their business—in-surance companies want an insurance application; banks want a banking application; and manufacturing compa-nies want a manufacturing application. That still holds true today. EFSS vendors are just now beginning to understand this concept and beginning to position their products within vertical markets. Expect to see more of this and EFSS vendors with specialized products that address markets like healthcare, insurance, etc.

TRENDS TO LOOK OUT FOR

1 Smaller EFSS companies will get bought by larger, mainstream companies. For example, Syncplicity was purchased by EMC Documentum. Expect to see more of this as the smaller EFSS

companies run out of cash and larger companies buy them for their customer base.

2 EFSS companies will embrace the channel and begin selling to channel partners, which will broaden their sales footprint. Box announced deals with AT&T, and Office 365

is sold through a number of large resellers, like Verizon.

3 EFSS companies are beginning to “integrate” with competitors to gain market share, e.g., the recently announced integration between Dropbox and Office 365.

7 Some early “limits” have now become table stakes and include unlimited storage and very large file

size limits for uploading and downloading. Vendors, like Microsoft Office 365 with OneDrive, have the deep pockets to win at this game, but many smaller vendors may find this is not a sustainable business model.

6 Purchase other companies, and integrate their unique technology into the product. A good example

of this is Citrix purchasing ShareFile in 2011 and, most recently, buying and adding RightSignature to its product for electronic signature capability.

9 Feature creep. Many EFSS vendors are under the mistaken notion that “more is better” and that to

compete with OpenText or Documentum, they must add more ECM features, like workflow. Please reread the above sec-ond paragraph—the big ECM vendors were never that successful. Why were they all bought? ECM vendors made their products so complex that very little of the product is actually used. Think 80/20 in which only 20% of the product is used by 80% of the users. EFSS vendors, don’t give in to feature creep—reread number four.

the 200 licenses, only 30 are actually being used. Another Fortune 100 company has all of the major legacy systems but also has adopted several EFSS systems at the department level—10 seats here, five seats there.

Some EFSS vendors may also be counting the “free” version of their software as a license in a Fortune 100 company, which is very misleading when trying to analyze the market and establish a baseline. While the EFSS ven-dors are claiming to do well, most of them are private and/or venture capitalized, which means their actual revenue numbers are hidden until they go public.

Press releases make it sound like the EFSS community is going gangbusters, but the real story may be that the EFSS community is experiencing the first signs of a struggle for market share and revenue. While no one has a handle on this, there are at least 100 EFSS-type companies, with one

analyst firm reporting the number to be around 1,000. If we look at some of the peripheral goings-on in the EFSS com-munity, we begin to see a familiar and emerging pattern. In this fast-moving, very competitive vendor landscape, EFSS vendors cannot remain static and expect to make it.

EFSS vendors should review the history of our document management community and learn from the mistakes we made 20 years ago (and continue to make). The original EFSS model is a breath of fresh air in our community—hence, the reason for its rapid growth when compared to the legacy ECM vendors. Emulating a failed technology is not the answer. However, mak-ing connections to other best-in-class applications is. O

To contact Mr. Porter-Roth, follow him on Twitter @BudPR or email

him at info@erms.com.

30 winter.2014 DOCUMENTmedia.com

Editor’s Note: It’s no surprise that organizations are looking at their information management and enterprise content management strategies—especially in this age of information overload. Yet, these strategies aren’t as easy as they might seem. To help companies overcome some very real challenges, we sat down with three of our speakers at the upcoming DOCUMENT Strategy Forum, to be held on May 12-14, 2015 in Greenwich, CT, for their perspectives on content management strategies.

ECMSTRATEGY

THE

DSF‘15

Q&A

E M

DOCUMENTmedia.com winter.2014 31

CHIN

Q: Successful strategies boil down to the people who use them

and carry them out. In your opinion, what are the leading characteristics of companies that are successful in user adoption over those that fail?

A: Test and learn; take calculated risks; and fail early. Understand

that you can’t put a return on invest-ment on everything. Consider the clas-sic project approval process that asks you to write a business case. The prob-lem is, sometimes, you don’t know what you don’t know. Successful companies—Google or Amazon, for instance—are willing to invest in research and develop-ment. Not all of their bets pay off, but the ones that do tend to be home runs.

Q: How do you see the proliferation of information transforming your

role in the enterprise, the business owners you serve and the overall suc-cess of the business as a whole?

A: I see my role as one that helps executives to see the value of

content and information—helping them see content as an asset, as opposed to the stuff you have to do to get the work done. It’s a role that helps them under-stand that you can leverage that content for insight, for predictive analytics or to know more about our customers. We col-lect a lot of information on our customers just in the course of providing services. Imagine being able to use this informa-tion to help identify other potential ser-vices they might need. Not everyone sees the value of this information just yet. My role is to help show the value. O

JACKSON CHIN is senior vice president of

business architecture services at Wells Fargo

Wealth Management. Mr. Chin will be speak-

ing on improving processes through informa-

tion management at the DOCUMENT Strate-

gy Forum in Greenwich, CT.

JACKSON

BERBERICH

Q: What are some of your biggest challenges in executing your

content management strategy?

A: The complexity of our company is our largest challenge. There

is a unified focus that is critical to concentrate on, but each data holder and their competing requirements are key items to build on. So that the process does not stifle the process of growth, we consult and partner to find compliant and effective solutions.

Q: What companies do you admire the most for their innovative

content strategy approaches, and why?

A: I am impressed at the way both Amazon and Google have

focused on and capitalized on the entire content management strategy—expanding and leveraging Big Data capabilities and related offerings. The way that information is leveraged is a key to the growth of our information management efforts.

BRUCE BERBERICH is the records and infor-

mation management leader of GE Capital

Americas. Mr. Berberich will be speaking

on information management program de-

sign and implementation at the DOCUMENT

Strategy Forum in Greenwich, CT.

BRUCE

WATSON

Q: For your customers, what does a content management strategy

include?

A: What we’ve learned from our work with a wide range of cli-

ents is that a “content management strategy” can’t be just a high-level vision statement with lofty business outcomes you’re looking to achieve (i.e., improve productivity, increase customer retention). The strategy has to articulate the specific business impact you expect to achieve from doing a better job of managing con-tent. And it does have to be targeted; you can’t boil the ocean. We help our clients identify specific business areas to start with and identify spe-cific targeted areas where the wins are big, as well as areas where the wins can be quick, too. We help the cli-ent define what they’re going to take on but also what they’re not going to take on. Finally, we get our clients to spend time thinking about the money. Recognize that an enterprise content management (ECM) initiative is going to have to compete with all the other projects and programs. We help them calculate the cost and benefit of their ECM initiative and tee that up. We make sure to tie the ECM strategy into corporate priorities.

JAMES K. WATSON is the founder and CEO of

Doculabs, a Chicago-based strategy consult-

ing firm that works with organizations to help

them improve the way they manage informa-

tion. Mr. Watson will be speaking on busi-

ness case development at the DOCUMENT

Strategy Forum in Greenwich, CT.

JAMES K.

DOCUMENTmedia.com winter.2014 31

32 winter.2014 DOCUMENTmedia.com32 winter.2014 DOCUMENTmedia.comwinter.2014 DOCUMENTmedia.com

MARKETPLACEWhat’s the right tool?

nterprise content management (ECM) is broad enough technology to touch multiple areas within your enter-prise. Enterprises turn to ECM technology to reduce costs and bring information overload under control. Indeed, with digital information mushrooming faster than most enterprises can manage it, ECM projects

have become a cost of doing business.Then, the question becomes: Which ECM technologies and suppli-

ers offer the best fi t for your circumstances? We will look at how to slice and dice the ECM marketplace in order to select the right tool for your needs. This approach is based on Real Story Group’s Real Story Group’s “ECM & Cloud File Sharing” research and our experi-ence with a large number of customers who have undertaken product selection initiatives.

We defi ne two categories in the ECM marketplace: The fi rst being traditional ECM vendors who provide a whole range of services around document and enterprise content management—which includes two sub-categories of major ECM platforms and simpler document man-agement (DM) products. The second category is cloud-based fi le sharing and sync (CFSS) services that excel in lightweight document management, collaboration, sharing and sync services.

These two might appear as separate marketplaces, but you’ll fi nd considerable overlap of services between CFSS vendors and ECM vendors. CFSS vendors have built traditional DM capabilities, like version control, while DM vendors have built or acquired cloud-based fi le sharing, sync and lightweight collaboration services.

Nevertheless, these two categories of tools tend to address dif-ferent types of use cases. In particular, ECM/DM vendors are more suitable for advanced and complex scenarios. Standalone CFSS tools, on the other hand, make sense for many simpler scenarios. In fact, they score better than full-fl edged DM tools in terms of ease of use and the fact that you can get an implementation running with-out too much of system integration work.

BY APOORV DURGA

A GUIDE TO THE ECM

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34 winter.2014 DOCUMENTmedia.com

THE MARKET PLACE

administration and management; cloud services; and security.

No two ECM implementations are exactly the same, and so, a product that works well for one customer may not be the best product for your needs. In order to find out the best “fit” from among the panoply of products out there, you need to follow a structured approach for product evaluation. First, do your research. Then, progressively filter out irrelevant options until you are left with three or four products that offer the best match, and then, test carefully from there. O

For more information on Real Story Group’s report

on “ECM & Cloud File Sharing” product evalua-

tions, visit www.realstorygroup.com/Reports/ECM.

ways to describe the functionality, based on our research, we recommend two broad areas: The first is the func-tional business services, where you’ll find a range of core features underneath any ECM offering. The key services RSG evaluates are document manage-ment; document collaboration; records management and archiving; business process management and workflow (including case management); e-forms; imaging and scanning; mobile access; and file sync and offline. Second, we look at technology services that are more horizontal, technical features, which are most relevant to informa-tion technology (IT) and system admin folks. The key features to consider here are architecture; integration and extensibility; application development;

Once you have decided the right category of tools for your needs, the next step is to identify your business use cases or “scenarios.” Explicitly or not, different products target different use cases. This is usually because of the product’s initial incubators or cus-tomers wanted it for those use cases. The product might have broadened its scope as it matured but, most often, the initial roots are still visible.

For ECM, Real Story Group (RSG) has identified the following common scenar-ios: enterprise content platform; basic document life cycle management; pro-cess and case management; cloud file sharing and sync; high-volume imag-ing; information governance; and docu-ment-centric collaboration.

To be sure, business scenarios are abstractions. Though your needs may not reflect any one of these precisely, it is likely that you will find some resonance in one or two scenarios or in some hybrid combination of scenarios. However, this, in itself, is a very good starting point for a product selection exercise.

In our vendor evaluations, RSG matches vendor suitability to these scenarios. It turns out that some ven-dors fit well into multiple scenarios; most scenarios fit multiple vendors, while some scenarios, alas, are still not well matched by any supplier.

Once you build an initial shortlist based on categories and scenarios, you should undertake an in-depth evalua-tion of features provided by these prod-ucts and how they stack up with your requirements. While there are many

SYNC AND SHARE

kiteworks by AccellionBox

Citrix ShareFileSyncplicity by EMC

Oxygen CloudWorkshare

ECM PLATFORMS

AlfrescoEMC Documentum

Microsoft SharePoint Nuxeo Platform

OpenTextOracle WebCenter Content

HP Autonomy

DM PRODUCTS

OnBase by HylandSpringCMM-Files

EVER TEAM

HERE ARE THE MOST COMMON BUSINESS REASONS TO APPLY ECM TECHNOLOGY

To bring order to the ever-in-creasing volume of electronic

documents.

To meet new legal or compli-ance requirements regarding

the management of information.

To reduce the amount of paper documentation within

the organization.

To provide more standardized means of gathering and

distributing data (e.g., via forms).

To re-engineer business processes and increase

efficiencies.

To support business continuity requirements.

To obtain more value from costly investments in content.

To more consistently communicate to employees,

partners and customers.

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