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Two statisticians were traveling next to me last on the trip from Dulles to LAX. ... The groundhog is like most other prophets; it delivers its prediction ...

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ECM Grand Slam: Using Process Optimization, Compliance, and Risk Reduction to Achieve Organizational Transformation

John Mancini

President, AIIM


  • Or

    • Five Key Trends Shaping the ECM Industry


  • Two statisticians were traveling next to me last on the trip from Dulles to LAX.

  • About 10 minutes into the flight, the pilot announced that they had lost an engine, but don't worry, there are three left. However, instead of 5 hours it would take 10 hours to get to LAX.

  • A little later, he announced that a second engine failed, and they still had two left, but it would take 12 hours to get to LAX.

  • Somewhat later, the pilot again came on the intercom and announced that a third engine had died. Never fear, he announced, because the plane could fly on a single engine. However, it would now take 20 hours to get to LAX.

  • At this point, one statistician turned to the other and said, "Gee, I hope we don't lose that last engine, or we'll be up here forever!"


  • AIIM: The leading industry association representing professionals working in Enterprise Content Management (ECM).

    • Market Education

    • Peer Networking

    • Industry Advocacy

    • Professional Development


www.aiim.org/training

The only roadmap for competency in

Electronic Records Management (ERM) and Enterprise Content Management (ECM)

Give me your card for a free course --

module 6 -- access controls

and copy of presentation


  • AIIM End User Survey Results

  • Survey information can be found at www.aiim.org/industrywatch

  • Get e-mail updates at my blog at www.aiim.typepad.com


  • The groundhog is like most other prophets; it delivers its prediction and then disappears.

  • Bill Vaughan


  • Bit and Atoms

  • Moving to the mainstream.

  • Moving to the desktop.

  • Shakespeare was right.

  • Think big. Think differently.


  • For a list of all the ways technology has failed to improve the quality of life, please press three.

  • Alice Kahn


During the next five years, how important do you expect these trends to be in terms of impact on the profitability of your company?

Source: McKinsey Quarterly, Global Survey of Business Executives, March 2006


  • Bit and Atoms

  • Moving to the mainstream.

  • Moving to the desktop.

  • Shakespeare was right.

  • Think big. Think differently.


  • In accordance with our principles of free enterprise and healthy competition, I'm going to ask you two to fight to the death for it.

  • Monty Python


The Next Wave

  • Product focusPlatform focus

  • Aggregating contentLeveraging content

  • Structured and limitedad hoc and ubiquitous

  • Automating tasksoptimizing performance

  • Centralized content creationDecentralized

  • Wired Unwired

  • High cost per seatLow cost per seat

  • Complex solutions Portable solutions

  • Inflexible Flexible

  • Transactions Collaboration


4 stages of industry consolidation

  • Opening

  • Scale -- top 3 control 15% to 45%

  • Focus -- top 3 control 35% to 70%; five to twelve major players; the period of megadeals

  • Balance and alliance -- the titans reign; alliances with peers

    • The Consolidation CurveHarvard Business Review


ECM Software Market

ECM is now a Stage 3 industry

segment with a Consolidation Factor

of 1.2. The top three vendors control

over 60% of the market. Consolidation

occurred rapidly in the ECM segment

due to a series of

blockbuster acquisitions.

Source: InfoTech Research Group


  • Bit and Atoms

  • Moving to the mainstream.

  • Moving to the desktop.

  • Shakespeare was right.

  • Think big. Think differently.


  • If we don't change direction soon, we'll end up where we're going.

  • Professor Irwin Corey (1914 - )


  • Two quick data points

    • 166,000

    • Large pharmaceutical end user


The Rush to the Desktop

  • Entry of core content services

  • Expansion of enterprise contracts for the traditional ECM players

  • Impact of the rush to the desktop

    • Users must decide how ubiquitous core content services will tie to mission critical, process-centric ECM

    • Power shifting to users


  • Bit and Atoms

  • Moving to the mainstream.

  • Moving to the desktop.

  • Shakespeare was right.

  • Think big. Think differently.


  • If you laid all of the lawyers in the world, end to end, on the equator ---- It would be a good idea to just leave them there.

  • Unknown


COST-DRIVEN USERS

Improve efficiency

Reduce costs

Increased profits and better performance

CUSTOMER-DRIVEN USERS

Better customer service

Leadership and competitive advantage

Faster turnaround/Improved response

RISK-DRIVEN USERS

Compliance

Risk management and Business continuity


AIIM State of the Industry survey, N=1226


  • Electronic Records Management


Does your organization have formal programs (in other words, specific programs that include designated employees, policies, procedures, and information technology) relative to ELECTRONIC information?

AIIM ERM Survey, large organizations only, N=466


Ind employee responsibility

Stand alone application

Part of overall IM strategy

Have not given it a thought

How does your organization view e-mail archiving?


How does your organization view e-mail archiving?

AIIM E-Mail Survey, large organizations only, N=582


Has an executive communicated with you about RM in past 18 months?

Is there a statement about RM in your standard employee materials?

Does your organization regularly deliver RM training?

AIIM E-Mail Survey, large organizations only, N=582


My organization takes its RM obligations seriously.

My organizations RM directives are consistently enforced.

AIIM E-Mail Survey, large organizations only, N=582


  • E-discovery


  • Federal Rules of Civil Procedure 26 and 34, which went into effect December 1, 2006, use the term electronically stored information rather than the term data compilation and identify it as a distinctive category of information subject to discovery obligations on par with documents and things.


  • Understanding e-Discovery (1):

    • Requires a framework for early attention.

      • Organizations not ready to address issues when litigation or regulatory requests hit will immediately be behind; significant early disclosure.


  • Understanding e-Discovery (2):

    • Gives a safe harbor for routine data destruction and information not reasonably accessible.

      • There are no penalties for deleting electronically stored information in keeping with routine operation of IT systems if the party took reasonable steps to preserve it.

      • Organizations must have granular retention policies in place, and technology to enforce those policies and audit the enforcement as well.


  • Understanding e-Discovery (3):

    • Requires native file production.

      • Organizations must be able to produce electronically stored information in its native format with its metadata intact and prove a valid chain of custody.


If this isnt complex enough

  • This is just for federal cases

  • Still unclear how this will pass to the states

    • DIRECTLY -- By direct legislation

    • INDIRECTLY -- through legislation tied to the National Conference of Commissions of Uniform State Laws

    • OBLIQUELY -- in modified form


  • The average worker sends or receives 56 e-mail messages per day (Microsoft).

  • If 20% of these messages have a 200K attachment....


  • RM and e-discovery and compliance

  • Usual marketing approach

    • Buy our hardware/software/stuff or else Go to Jail, Go Directly to Jail. Your Organization will not Pass GO.

  • Conflicting and inconsistent compliance interests--privacy, government, security, legal--cant be solved by continual and additive one-off solutions

  • Think about these as core processes, with costs that will be reduced--or increased!--depending on how you deal with your underlying content, document, and records issues.


  • Bit and Atoms

  • Moving to the mainstream.

  • Moving to the desktop.

  • Shakespeare was right.

  • Think big. Think differently.


  • I get up every morning determined to both change the world and have one hell of a good time. Sometimes this makes planning my day difficult.

  • E. B. White (1899 - 1985)


  • Think big about ECM


How does your organization think about ECM and BPM?


I fully understand this term.

Enterprise ECM only, N=140


Enterprise ECM and Move to BPM

For BPM slice, Enterprise ECM only, N=140


Enterprise ECM and Move to BPM

For BPM slice, Enterprise ECM only, N=140


Payback Period for ECM and BPM Initiatives

ECM

Those with enterprise perspective only


Payback Period for ECM and BPM Initiatives

ECM

BPM

Those with enterprise perspective only


Likely to consider a BPM solution?

Enterprise ECM only, N=140


  • Think differently about ECM


High electronic records competency of IT staff

(those responding 7, 8, 9, 10 on 10 pt scale)

# of organizations viewing themselves as effective = 3.8X more in strategic sample

AIIM State of Industry survey


High electronic records competency of executive management (those responding 7, 8, 9, 10 on 10 pt scale)

# of organizations viewing themselves as effective = 4.0X more in strategic sample

AIIM State of Industry survey


High IT competency of RM staff

(those responding 7, 8, 9, 10 on 10 pt scale)

# of organizations viewing themselves as effective = 2.2X more in strategic sample

AIIM State of Industry survey


Confidence in electronic information

(% confident or better)

# of organizations viewing themselves as effective = 2.0X more in strategic sample

AIIM State of Industry survey


PUBLIC SECTOR: How does the effectiveness of your organization compare to your peers? (% more effective or much more effective)

# of organizations viewing themselves as effective = 2.3X more in strategic sample

AIIM State of Industry survey


PRIVATE SECTOR: How does the profitability of your company compare to your peers? (% more profitable or much more profitable)

# of organizations viewing themselves as effective = 1.5X more in strategic sample

AIIM State of Industry survey


  • The Japanese eat very little fat and suffer fewer heart attacks than the British or the Americans.

  • On the other hand, the French eat a lot of fat and also suffer fewer heart attacks than the British or the Americans.

  • The Japanese drink very little red wine and suffer fewer heart attacks than the British or the Americans.

  • The Italians drink excessive amounts of red wine and also suffer fewer heart attacks than the British or the Americans.

  • Conclusion: Eat and drink whatever you like. It's speaking English that kills you.


  • Survey information can be found at www.aiim.org/industrywatch

  • Get e-mail updates at my blog at www.aiim.typepad.com

Give me your card for a free course -- access controls

and copy of presentation


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