Moving from Records to Engagement to Insight

From Records to
Engagement to Insight
-- Putting Social
Technologies to Work

Report of AIIM McAfee TF

John Mancini
President, AIIM
1 December 2011

http://www.flickr.com/photos/designmark/6325852715

@jmancini77
blog = DigitalLandfill.org

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Records

Engagement

Insight

© AIIM | All rights reserved

AIIM Task Force - 1

 Alfresco
 EMC
 Hyland Software
 IBM
 Iron Mountain
 Kodak
 Microsoft
 OpenText
 Oracle AIIM.org/futurehistory

© AIIM | All rights reserved 4

Systems of Engagement
Social and
Era Mainframe Mini PC Internet
Cloud

Systems of Record

Years 1960-1975 1975-1992 1992-2001 2001-2009 2010-2015

Typical
A batch A dept A A web An
thing
trans process document page interaction
managed

Best
Digital
known IBM Microsoft Google Facebook
Equipment
company

Content Social
Image Document Content
mgmt Microfilm Business
Mgmt Mgmt Mgmt
focus Systems

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 Privacy (Protect Users)
Assets)

AIIM Task Force - 2

 ABBYY  Iron Mountain
 Alfresco  Jive
 Box  Microsoft
 EDB ErgoGroup  Moxie Software
 EMC  Newsgator
 EvoApp  OpenText
 Huddle  Oracle
 Hyland Software  PFU
 IBM  SocialText
 Igloo  Yammer


AIIM Task Force - 2

© AIIM | All 8
rights reserved

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 interviews AIIM.org/research

Open Innovation

http://www.flickr.com/photos/20144155@N00/5683294429

48% report that OI has already yielded major  Open innovation (OI)
changes to internal processes. is surprisingly
widespread and
successful.


34% report major changes to their external  Open innovation (OI)
offerings. is surprisingly
widespread and
successful.


 Open innovation (OI)
is surprisingly
widespread and
successful.

In more than 70% of OI environments, participants  Idea voting and
can comment on others’ ideas. ranking capabilities
are underutilized.


is surprisingly
widespread and
successful.

Fewer than half support the ability of participants  Idea voting and
to vote, refine, or volunteer to work on others’ ranking capabilities
ideas. are underutilized.


is surprisingly
widespread and
successful.
 Idea voting and
ranking capabilities
are underutilized.

Only 44% report that OI is an excellent or good fit  OI is not yet tightly
with corporate culture. integrated into
company cultures.


is surprisingly
widespread and
successful.
 Idea voting and
are underutilized.

Only 35% report that OI communities are tightly or  OI is not yet tightly
fairly tightly tied to the way the company currently integrated into
conducts innovation. company cultures.


is surprisingly
widespread and
successful.
 Idea voting and
are underutilized.
 OI is not yet tightly
integrated into
company cultures.

Over 90% report that “anyone inside the company”  OI appears
can contribute to their OI environments. widespread within
organizations, but not
outside them.


is surprisingly
widespread and
successful.
 Idea voting and
are underutilized.
integrated into
company cultures.

Only 15% said that outsiders – even pre-screened  OI appears
outsiders – can participate. widespread within
outside them.


is surprisingly
widespread and
successful.
 Idea voting and
are underutilized.
integrated into
company cultures.
 OI appears
widespread within
outside them.

44% said that they offer no rewards at all for  Rewards and
participation, while 42% of OI environments include incentives for OI
quantitative reputation and/or status scores. participation vary
widely.

is surprisingly
widespread and
successful.
 Idea voting and
are underutilized.
integrated into
company cultures.
 OI appears
widespread within
outside them.

29% of organizations offer monetary rewards of  Rewards and
some kind. incentives for OI
participation vary
widely.

Marketing &
Sales

http://www.flickr.com/photos/59937401@N07/5857375238

Only 18% of survey respondents report that they  Marketing and Sales
have efforts underway in this area. integration is the least
mature and most
difficult of our 3 use
cases.


The “sales culture” and typical sales force  Marketing and Sales
incentives are problems, as is the difficulty of integration is the least
gathering together all of a company’s digital mature and most
marketing content, putting it in one place, and difficult of our 3 use
organizing it so that it makes sense to users and is cases.
navigable.


 Marketing and Sales
integration is the least
mature and most
cases.

After E2.0 was in place, over 60% said that the  M&S use triggers Big
two departments were performing “fairly well” or gains in knowledge
“very well” in each of these areas. sharing, timely
communication, ability
to work together.


mature and most
cases.
 M&S use triggers Big
gains in knowledge
sharing, timely
to work together.

79% of respondents say that their environments  Once E2.0 is in place
are “reasonably well used,” “heavily used,” or between M&S, it gets
“quite heavily used.” used.


mature and most
cases.
 M&S use triggers Big
gains in knowledge
sharing, timely
to work together.
 Once E2.0 is in place
between M&S, it gets
used.

Three of the four most common reasons for not  The most common
pursuing E2.0 are “we work closely together reasons given for not
anyway,” “we’ve never really thought about it,” and pursuing E2.0 have to
“we have regular face-to-face sessions to share do with lack of
knowledge.” awareness of its
benefits.

Enterprise Q&A

http://www.flickr.com/photos/horiavarlan/4273168957

29% of survey respondents report that an EQ&A  EQ&A is the most
initiative is already in place. popular social
business use case we
asked about.


 EQ&A is the most
popular social
asked about.
45% of respondents say that they are either  EQ&A generates
“extremely satisfied” or “moderately satisfied” powerful results.
with their capability.


popular social
asked about.
 EQ&A generates
powerful results.
Few organizations had a general question-  EQ&A adoption is
answering capability in place before the era of relatively
social business. As a result, there is no straightforward.
incumbent technology or resource to overcome.


popular social
asked about.
 EQ&A generates
powerful results.
 EQ&A adoption is
relatively
straightforward.

Serendipity happens to EQ&A participants. Over  Many answers to
30% of respondents say that answers came questions come from
equally from expected and unexpected sources. the expected people
and places, but not all
of them.


popular social
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.
Over 40% of survey respondents who report  EQ&A remains under-
not having this capability indicate that they appreciated.
saw no need for it, or already felt they knew
who could answer any given question.


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.

33

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.

34

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.
35

@jmancini77

professional,
www.aiim.org

Text …
to 22333 for copy of new AIIM Task Force
report

36

@jmancini77

professional,
www.aiim.org

Text …
to 22333 for copy of new AIIM
Task Force report

37

Moving from Records to Engagement to Insight

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