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OpenText Confidential. ©2016 All Rights Reserved. 1

DISRUPT OR DIE

OpenText Confidential. ©2016 All Rights Reserved.


BUSINESSWhat is it?


TRADITIONALENTERPRISE

SUPPLIERSMANUFACTURER RETAILER CUSTOMER

TRADITIONAL LINEAR VALUE CHAIN


EXTENDED ENTERPRISE ECOSYSTEM

SERVICEPROVIDERS 3PL

DISTRIBUTORSCUSTOMERS

SUPPLIERSFINANCIAL

INSTITUTIONS

PROCUREMENT MANUFACTURING

ENGINEERING SERVICES

MARKETING SALES

HQ


WORKPLACEThe Emerging


MULTI-GENERATION WORKFORCE

TRADITIONALISTS BOOMERS GENERATION GENERATION GENERATION



1928-1945(69-86 years)

Hierarchical, loyal to institutions, motivated by financial rewards and security

Traditional, instructor-led, reading, homework“teach me”

BORN: AGE RANGE

VALUES, TRAITS,CHARACTERISTICS

LEARNING STYLES

MULTI-GENERATION WORKFORCETRADITIONALISTS



1946-1964(50-68 years)

Idealistic, competitive,Striving to achieve

Traditional group effort, expert-driven, self-driven, “lead me to information”

BORN: AGE RANGE


LEARNING STYLES

MULTI-GENERATION WORKFORCEBOOMERS


BOOMERSTRADITIONALISTS GENERATION GENERATION GENERATION

1965-1976(38-49 years)

Self-reliant, willing to change rules, tribal and community oriented

Team-driven,collaborative,“wisdom of crowds,”peer-to-peer“connect me to people”

BORN: AGE RANGE


LEARNING STYLES

MULTI-GENERATION WORKFORCEGENERATION X


BOOMERS GENERATIONTRADITIONALISTS GENERATION GENERATION

Give context andmeaning, make itfun, search and explore, entertain me“connect me toeverything”

LEARNING STYLES

1977-1997(17-37 years)

Confident, impatient,socially conscious,family centric,technology savvy

BORN: AGE RANGE


MULTI-GENERATION WORKFORCEGENERATION Y



After 1997(less 17 years)

Digital natives, communicate withpeers throughtext messages

Enjoy learning newthings, giving their opinion, sharinginformation“connect me only to what isimportant to me”

BORN: AGE RANGE


LEARNING STYLES

MULTI-GENERATION WORKFORCEGENERATION Z


GOVERNANCEFinding the Balancebetween Opportunityand Risk


MORE THAN 100,000 RULES AND REGULATIONS WORLDWIDE AND GROWING


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 trends—from the CIO to legal counsel to records managers.

GLOBAL REGULATORY PRESSURES


INFORMATION is the New Currency


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


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:


SUPPLY CHAINYour Business Network


THE BUSINESS NETWORK

UTILITIES

OFFICE

PRODUCTION

WAREHOUSE

UNSTRUCTURED INFORMATION FROM

IOT MACHINES

IoT API

SERVICEPROVIDERS 3PL

DISTRIBUTORSCUSTOMERS

SUPPLIERSFINANCIAL

INSTITUTIONS

PROCUREMENT MANUFACTURING

ENGINEERING SERVICES

MARKETING SALES

HQ

BIG DATA BIG DATA

EIMERP


STRATEGIC CIO


END-TO-END PROCESS AGILITY

HUMAN RESOURCES ACCOUNTING MARKETING LEGAL CALL CENTERIn 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.


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


ENGAGEMENTand the New Customer


CEM CREATES VALUE ACROSS THE CUSTOMER LIFECYCLE


DIGITAL EXPERIENCEIS THE KEY DIFFERENTIATOR


ENTERPRISEBuilding the


AN INTEGRATED EIM STRATEGY WILL DELIVER BETTER RESULTS, RELATIONSHIPS,

AND IT INFRASTRUCTURE


DISRUPTION


DIGITAL LEADERS ARE 26% MORE PROFITABLE THAN COMPETITORS

History is often written by the winners and in a Digital-First World, there’s 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.


- FIRST WORLDDisruption in a


THE THIRD WAVE OF IT-DRIVEN DISRUPTION

Technological 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.


CAPITALIZE ON DIGITAL DISRUPTION TODAY

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