When riding a dead horse, dismount - #ECM in the era of Digital Disruption

Mar 25, 2015 4:56:00 PM by John Mancini

Download Content Management 2020!

The challenge of managing the intersection of people, processes, and information is not a new one. However, the technologies and the timeframes that we use to manage this intersection DO change, and we are currently in the middle of a phase of high disruption and uncertainty.

Specifically, I am talking about how we manage the intersection of people, processes, and information to:

  1. Improve business processes to produce optimal business results; and
  2. Document or record those results and the information associated with them.

Organizations have dealt with the challenge associated with the intersection of people, processes, and information through a series of technology waves.  In each wave or era, it took some time for norms and best practices and standards to emerge. Ultimately these norms did -- generating a period of widespread adoption of that particular technology -- only to be disrupted by the next wave of technology innovation.

A couple of things are constants during periods of transition:

  1. In between eras, the technologies that ultimately become dominant in the next era struggle for an identity and a label.  Ultimately an “industry” of key players emerge, and once this happens, the chaos that was characteristic of the time between eras is forgotten.
  2. In the early stages of each era, early adopters struggle with an absence of clear rules and best practices on how to best proceed.  Again, these ultimately emerge, but not without a great deal of confusion during the interim.

I believe there have been five main eras in managing the people, process, and information intersection.

  1. The Paper Era:  For hundreds of years, the technology that fueled the intersection of people, processes and information was paper. 
  2. The Micrographics Era:  During the 1950s, paper began to be replaced -- especially for the task of documenting and recording -- by microfilm and the Micrographics Industry was born.  But, paper still remained the primary technology tied to the unstructured information in a business process.
  3. The ERP Era:  In the 1960s, 1970s and into 80s, the first great wave of enterprise IT spending replaced ledgers with data, automated a significant portion of core back-end business processes, and gave birth to the ERP Industry.  Amidst this automation, paper still retained its dominant role -- it remained the primary means to convey information and was the primary way that business was documented on a daily basis.
  4. The Document Management and Workflow Era:  In the 1980s and 1990s, we replaced some of this paper -- mostly the high-volume kind -- in selected, mission-critical processes (like new drug applications in pharmaceuticals or claims processing in insurance).  We used closed local area networks to move these new electronic documents around among a limited number of specialized workers within the four walls of the enterprise. Document Management/Workflow emerged as the label we used to describe this era of people, processes and information.
  5. The ECM Era:  The emergence of the internet and the maturation of core document management and imaging technologies ushered in the Enterprise Content Management Era in the early 2000s. Never a perfect industry label -- and probably more accurately a verb (something you do) than a noun (something you buy) -- “ECM” nonetheless served as a useful umbrella term for a decade.  ECM described a cluster of capabilities and technologies that organizations used to capture, store, manage, deliver, and preserve the “content” (mostly images and documents) associated with processes that were 1) document intensive; and 2) mission-critical.

We are now beginning the transition to a sixth era -- beyond ECM --  in managing people, processes, and technology. 

The combined impact of consumerization, cloud and mobile, and the Internet of Things are rapidly signaling the end of the ECM Era as we know it.  Organizations are struggling with best practices and norms as they make the transition to this sixth era dominated by Mobile, Analytics, Cloud, and Collaborative (MACC) technologies, and the solution providers that are part of this change are struggling with their identity as an industry.  We at the cusp of a sixth era, still to be defined.

There are several key MACC-stack driven trends on the 2020 horizon – and remember, 2020 is just 5 years away:

  • New approaches to privacy and security.
  • Ubiquitous broadband connectivity.
  • Bottom up rather than top down innovation.
  • Lots more virtual and distributed work.
  • A shortage of IT “connective” and analytic skills.
  • An OPEX vs. CAPEX procurement model.
  • Increased regulation of the cloud by national governments.

As we prepare for these massive changes, we need to do so conscious that best practices in this emerging era do not yet exist. The community forged at AIIM15 represents the community of leaders who will help forge them.

Just having come out of AIIM15 (get a cool e-book summary HERE), my challenge for this community is this: Between now and AIIM16, we need to break down the issues we face into very practical and direct terms that can be understood by the business. 

The problem is not that ECM is no longer relevant. It IS a good description of the set of capabilities that evolved from document management and workflow, and a good label for the technologies and capabilities needed to automate relatively static, document-intensive, mission-critical processes. “Every organization, every executive, every individual, every object is on a digital journey and content is at the heart of that journey,” notes futurist Thornton May. “Content is ubiquitous and critical, but ECM is rapidly becoming invisible.”

However, “ECM” as has problems on three fronts as we think about the "6th era": 1) we have tended to use it as a noun rather than a verb (something you buy and plug-in, rather than a strategy that you pursue); 2) it no longer works as an umbrella for the content and information-centric technologies that are at the core of the Mobile, Analytics, Cloud, and Collaborative era; 3) it is almost exclusively associated with cost reduction and people reduction.

Automation and people reduction are how “ECM” has been sold over the past decade -- and particularly in bad economic times. We’re coming to the end of that cycle; we’ve pretty much automated what we can automate. A new “umbrella” term is needed. ECM needs to become PART of the puzzle, rather than the puzzle itself. There will be many pieces to this puzzle in 2020 -- Content Management, Information Governance, Smart Process Applications, Collaboration and Social Technologies, Taxonomy and Metadata, Scanning and Capture, Content Analytics, Customer Engagement, and Search -- and the lines between “unstructured” and “structured” information will further blur. Organizations must combine analytics, collaboration, governance and processes to manage and leverage information assets more intelligently.

As an industry and as information professionals, we usually tend to explain the business problems we solve in “elevator pitches” that would take a 4,000-story elevator to tell and in insider terms that the business just doesn’t get.  And pitches that are so rooted in where we have been that we forget to tell people where we are going.  So as John Leggate, former CIO at BP said during a recent AIIM ELC meeting, "When riding a dead horse, dismount!"

So over the next year, let’s get very practical. Let’s tell our story and build best practices in straight-forward terms focused on the twin problems confronting all knowledge workers who operate in the transforming digital workplace: 

Where do I put my “stuff” so that it is secure, shareable, and searchable so that my ORGANIZATION can accomplish its goals?


How can I do so in a way that works the way I work and is useful to ME in getting my job done?

Let’s get to work.  What do you think?

  Download Content Management 2020!

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Finding the 'Weak Links' in Your ECM Ecosystem - Alix Kneifel

Mar 10, 2015 2:21:11 PM by John Mancini

[ This is a guest post from Alix Kneifel, President and Principal Consultant of A.Kneifel and Associates. Alix will be speaking at The AIIM Conference in San Diego on how to assess your ECM status. ]

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Topics: ecm, aiim15

Yet Another "The Dog Ate My Homework" Email Scandal

Mar 3, 2015 2:45:00 PM by John Mancini


As the quote goes, "Fool me once, shame on you. Fool me twice, shame on me."

I guess fool me a gazillion times, and we're talking politicians.

Sometimes I feel like it is getting impossible to figure out where the politicians on The Good Wife and House of Cards leave off and where the real ones begin.

So let me get this straight.  We've got us another "Case of the Missing Emails."

Per the New York Times,

Mrs. Clinton did not have a government email address during her four-year tenure at the State Department. Her aides took no actions to have her personal emails preserved on department servers at the time, as required by the Federal Records Act....Under federal law, however, letters and emails written and received by federal officials, such as the secretary of state, are considered government records and are supposed to be retained so that congressional committees, historians and members of the news media can find them. There are exceptions to the law for certain classified and sensitive materials.


Jason Baron, who is smarter than anybody else I know on this kind of thing, had this nuclear winter take (as quoted in the Times):

“It is very difficult to conceive of a scenario — short of nuclear winter — where an agency would be justified in allowing its cabinet-level head officer to solely use a private email communications channel for the conduct of government business,” said Jason R. Baron, a lawyer at Drinker Biddle & Reath who is a former director of litigation at the National Archives and Records Administration....

“I can recall no instance in my time at the National Archives when a high-ranking official at an executive branch agency solely used a personal email account for the transaction of government business,” said Mr. Baron, who worked at the agency from 2000 to 2013.

You can't make this stuff up.

In the interest of being balanced, here's an alternative take in the Daily Beast but the whole thing still doesn't sit right.


You might also enjoy...

The IRS E-Mail Scandal, Or How the Dog Ate My Homework -- Information Governance


We'll be talking about information chaos -- this is a good example -- in a couple of weeks at AIIM15.  Join us.



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Topics: email management, email, records management, nara

Prelim #ECM #Survey Results -- What's Your #ECM Strategy?

Mar 3, 2015 10:09:00 AM by John Mancini

In AIIM's new survey, "ECM Decisions: strategic options for managing, accessing and preserving content," we look at how organizations are optimizing their content management systems some 15 years since the term "ECM" was first introduced.

What's your ECM strategy?

Preliminary findings are pretty sobering:

  1. 46% have no access to their ECM systems from mobile devices
  2. 22% have no business-wide mobile policy.
  3. ECM is now a core platform for so many business functions, yet most organizations have more than one system, and they aren’t connected. Some of those systems support capture, or BPM, or mobile access, or cloud, or social -- or all, or none.

How about you? We have been surveying user issues in ECM for 10 years, and would love to have your input to this year’s survey.  We think that it will help focus your own strategic content management decisions.

Take Survey

At the end of the survey, you can opt in to a prize drawing for an Apple iPad-Air or a Microsoft Surface 2 (RT).

The survey should take approximately 10 minutes to complete (and you can skip questions if you wish). Your response is completely anonymous and your details will not be passed on to any third parties.


You might also be interested in this recent post -- Wanted: Practical Document Management Advice for Small Companies

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Topics: industry watch, ecm, Industry statistics and research

Wanted: Practical Document Management Advice for Small Companies

Mar 2, 2015 3:52:00 PM by John Mancini

Going back a few years, I used this chart from Geoffrey Moore from Dealing With Darwin – internally we call it the two-humped camel jpeg -- to talk about some of the changes occurring in the enterprise IT space, and more specifically, in the content management space. 

The way to interpret this diagram is like this…(Per Harvard Business Review)

Most companies in the first category [Complex-Systems Model] have large enterprises as their primary customers, while many in the second tend to be consumer oriented, but the distinction is not as simple as B2B versus B2C. Rather, it is more deeply rooted in their contrasting economic formulas. In the complex-systems model, vendors seek to grow a customer base of thousands, with no more than a handful of transactions per customer per year (indeed, in some years there may be none) but at an average price per transaction in six to seven figures. In this model, a thousand enterprises paying a million dollars each per year generate a billion dollars in revenue.  By contrast, in the volume-operations model, vendors seek to acquire a customer base of millions of consumers, with tens or even hundreds of transactions per consumer per year, at an average price of relatively few dollars per transaction. Here it takes ten million customers each spending $8 per month to generate a billion dollars in annual revenue.

In the Content Management space, we clearly have lots of left-hump, right-hump confusion at the moment. 

When we say the phrase “ECM” we immediately create left-hump images – images of complex, expensive, mission critical applications driving high volume transactional processes.  Or images of case management systems that operate at scale, linking together disparate content and data repositories to create a consistent and rationalized view of the customer in context.

SharePoint originally entered the market as a project-team-focused collaborative solution dealt out by IT staffs to business people to handle very basic file share replacement functionality. Clearly a right hump solution. However, as time has gone on, and the scale and complexity of SharePoint has grown – and as SharePoint began to be viewed as a business platform rather than a document-sharing application -- it migrated into Complex Systems Land.  This confusion is clearly reflected in AIIM’s just released SharePoint Industry Watch, Connecting and Optimizing SharePoint – important strategy choices.

But since SharePoint came along, the market flipped again, and there’s another set of solutions like (just for example, NOT intended as an exhaustive list) Evernote, Box, DropBox, Google at Work, Office365, and M-Files clearly focused on right-hump land.  And truly opening up the market to thousands of companies and organizations who previously and justifiably viewed document management (or heaven help us, ECM) as something way beyond their means.

Of course, there is nothing wrong with EITHER the left hump or the right hump.  They are just different.  I like to think there are two questions we should ask about a technology solution – 1) is it good technology?; and 2) is it appropriate technology?

I was reminded of this Complex Systems/Volume Operations dichotomy last week by an article in Forbes, The One Thing That Can Transform An Idea Into A Phenomenon.

We like to think that disruption happens in Silicon Valley and other technological hot spots, but the reality is that things only take off when they gain traction somewhere else.  The true face of revolution looks more like The Good Wife than it does Homeland. Innovation doesn’t become real when you read it in Wired, but when you see it on CNN….Ironically, it is often the early adopters, usually hobbyists who have built a tight knit community around new technology, who are most resistant to spreading it....And that’s why we call people like Steve Jobs geniuses.  They are the ones who are able to see that the grimy bunch that collected around the Homebrew Computer Club could one day morph into a throbbing mass of soccer parents shopping for sleek laptops.  It’s the interface, not the mechanics, that makes an idea “insanely great.”

Think for a moment about small businesses with between 10 and 100 employees.  Just as a data point, there are 1,074,459 of these firms just in the United States. 

How many of these 1,074,459 companies would be interested in a left hump “ECM” solution?  Probably less than 1%.

How many could benefit from a right-hump “good enough” document management and workflow solution?  I would bet almost all of the remaining 99%.  How many of these have even rudimentary document management capability and how many are just utilizing a mess of unmanaged file shares and local hard drives? I’ll bet the ratio is 5%/95%. 

I was talking to some colleagues about this "keep it simple" challenge today and they came up with a good personal analogy that is extendable to organizations.  How many people use all -- or even a majority -- of the functionality built into Excel?  Answer -- probably just a very few finance types.  How many just want to do some pretty simple things with spreadsheets, things that are terrifically useful but not very complicated?  Almost everyone else.

I recently spoke with a legal clinic that had these fairly typically information chaos challenges:

  1. They process about 2,000 submissions per year (and 20,000 files needing back-file conversion)
  2. They don’t have a lot of IT staff and those they have aren’t terribly helpful with “document” questions.
  3. They have about 75 people on staff. Relatively few process the submissions, but a lot of the 75 access them.
  4. They need a solution that is 1) cloud-based, 2) easy to use, 3) able to scan directly into a repository (all submissions initially paper) using the MFPs they already own, 4) able to do so with full-text search (currently just static PDFs) and to automatically apply basic metadata, 5) able to check on who accessed which files.

Clearly this legal clinic needs mid-range right hump functionality.  Complex Systems Land is not even on the radar screen.

Which brings me to my point, and the points upon which I would like your help.

What does a company with 10-100 employees need to know to simply manage documents effectively and responsibly? 

How can they do this for less than $25,000? (Can they?)

Post a comment and let’s get the “Document Management on a Shoestring” conversation started.


We'd love to see you at AIIM15 in a few weeks.


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Topics: document management

If I had 30 seconds with Satya Nadella, what would I tell him about the future of #SharePoint?

Mar 2, 2015 2:13:00 PM by John Mancini

In my post SharePoint Lover? Partner? Skeptic? - 20 Data Points You Need to Know I took a look at some of the highlights of our just announced SharePoint Industry Watch.  

The core conclusion of the research was this:  SharePoint is still being adopted -- but rather chaotically, with mixed results, and with a lot of confusion re Office365 and the cloud.

In the post, I encouraged readers to respond to this question:

If I had 30 seconds with Satya Nadella (Microsoft CEO), what would I tell him about the future of SharePoint?

So here are a few of the answers...Thanks for the input...

  1. Don't add more features. Focus instead on making it smart, simple, secure, and sexy. And don't forget Mac users.  
  2. There will be a REALLY long on-premise tail to SharePoint no matter how fast people would like to go to the cloud, and thus hybrid information governance -- not an easy task -- will be with us for many years.
  3. Don't forget your customers who don't want to move to the cloud. Will we still be your customers in 2 years? In 5 years?
  4. I know SharePoint wants us all in the cloud ASAP, but moving to the cloud isn't the answer to everything for everyone. I'd love to see more focus on the hybrid customers.
  5. It seems (from recent posts and dropped hints) that there is a renewed level of interest and commitment from Microsoft to hybrid scenarios, which is good to know. Hybrid or blended solutions will have to be the new normal for most customers for the next 2 to 6 (or more!) years as the feature sets evolve, get retired, or are matured on each of the platform levels. Counting on that commitment will be critical for customers, but it needs to be accompanied by clear and articulated visions and guidelines so that customers can deploy the right solutions in the right ways on the right platforms. Some capabilities are clearly strong in the cloud (i.e., video content), while other features seem to be unavailable or disappearing as cloud options (i.e., branded UI, custom code, public sites, etc.). As cloud features are dropped, please have in place viable alternatives (perhaps through partners?) and guidelines on how to transition. Also, tightly integrated/blended/hybrid solutions will be required until valid and reliable 3rd party add-ons can run as completely in the cloud as they currently do on-premises. Most fall well short currently, so the on-premises parts of the overall SharePoint solution for many customers will have to continue to be supported for quite some time.
  6. Organizations that have embraced a true, robust Enterprise Content Management (ECM)/Business Process Management (BPM) strategy understand that there is not a single, magic solution. Many of these successful organizations leverage the strengths of SharePoint's content repository and federated search within an infrastructure that includes complimentary software that is best in class for workflow, RM, case management, etc. It would be great if Microsoft focused on making SharePoint spectacular at its strengths and stop trying to rebuild the wheel in the areas that are not strengths. I've seen too many cases where SharePoint was sold as the end-all and be-all for ECM, and the IT staff spent too much time and money building bespoke systems that could have been point-and-click configured with off-the shelf software.
  7. From the report you can see one of the major issues is user adoption and training. I've heard this for years. Not to pitch a solution but more of a interesting concept, these guys at Content Panda have built a pretty robust plug-in for SharePoint that enhances the built in help to offer tutorials from around the web. I can only see training concepts like this helping with user adoption. 
  8. Make it easy to integrate Sharepoint with any other enterprise systems, and don't try to make it into a solution that can solve all enterprise needs, focus on its core capabilities. When it comes to the cloud, make sure that all security concerns are addressed and understood.
  9. SharePoint is great if you need flexibility and little structure (e.g., collaboration). But a lot of companies have complex requirements related to case/claim management, workflow, RM where other solutions provide standard functionalities. Combining the strength of various solutions increases the user acceptance but also increases the complexity for managing these solutions for IT. Making this bit easier would be nice. This means among other things good monitoring, upgrade processes, professional transport systems from development systems to Quality and Productive Systems, and audit trails.
  10. Remember your customers and what they actually need. Get out and see how people are actually using your technologies then use that insight as you develop the next generation of products.

Good stuff!  Post additional comments and join the conversation.  Here's the link to download the (free) survey results if you need it.

Download new SharePoint Research


Lots of SharePoint and non-SharePoint content at AIIM15, with a focus on the challenges of Digital Transformation.  Check out the agenda...


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Topics: industry watch, sharepoint, aiim15

Association Friends – A Manifesto to Survive Disruption -- Am I a Genius, a Nut, or just plain Cranky?

Mar 2, 2015 1:02:00 PM by John Mancini

This post is one mainly for my peeps in the association community.  But all comments welcome.  

The central question:

Am I a Genius, a Nut, or just plain Cranky?

As many of you know, over the past few months I have voiced some concerns about the match between technology strategies, AMS (Association Management Systems) capabilities, and the need for CEOs to get engaged and own their organization’s technology strategies. 

You may recall my somewhat hyperbolic e-book, “The AMS as We Know it is Dead,” likening our AMS systems to the German word EierLegendeVollMicheSau, the fictional perfect farm animal, uniting the qualities of chickens (laying eggs), sheep (producing wool), cows (giving out milk) and pigs (can be turned into bacon).

Those of us who have been around a while remember all the tumult when the Internet originally intersected with associations. Those that were really tuned in back then may remember a company called VerticalNet, one of the most famous bubbles in the overall Internet bubble (eventually reaching a theoretical valuation of $12 billion!), and conversations about associations being "road kill on the information superhighway."

Well, while a lot of change occurred, massive road kill did not, and most associations lived to fight another day.  We adjusted, often making dramatic changes to our business models and dramatic changes in where we placed the “toll booths” to create a sustainable financial base.

Lest we get too comfortable, I think the disruption we saw in Chapter One of the story of the Internet and Associations is just that – Chapter One.  At the risk of being accused of being Chicken Little, I think the disruption that is coming in Chapter Two of the Internet and Associations is far more profound and far more disruptive.

I recently spoken to the Association Forum of Chicagoland about the challenge of the disruptive times we are in, and how we can turn the tables and convert Information Chaos into Information Opportunity (my free e-book on this topic HERE if you are interested). 

Let me lay out some of my assumptions about how the next five years will be far more disruptive to associations than what we experienced in Chapter One. Here is my... 

My 9-Point Manifesto to Survive Disruption

1 -- There is a shakeout coming in the association space.

2 -- The associations that are currently financially sustainable have at their core:

  1. a professional certification that is a necessary ticket to be in that profession (i.e., you MUST have it to do your job);
  2. a big trade show; and/or
  3. a clear policy enemy or objective.

3 -- Everyone else is essentially in the a) networking, b) training, or c) content development/delivery business.

4 -- All of the items in #3 are in the midst of accelerating disintermediation from the web and social technologies. Thinking about each of these…

  1. Networking by itself will not survive as a differentiated benefit for associations in the face of consumer grade social technologies.  Networking is much more easily accomplished – in terms of usability, scale, and at no cost – on Facebook or LinkedIn than it is on the leading association platforms. This carries risk – just Google LinkedIn and “Site Wide Auto Moderation” for an example of the perils of relying on a platform you do not control – but ultimately thinking we can set up walled gardens just for “networking” is unsustainable.
  2. Training is in the midst of a massive change upsetting the traditional monopoly of associations. Association training businesses are being challenged from the bottom by You Tube and user-generated content and from the high end by for-profit competitors like Lynda.com. Lynda.com is now a $150+ million business after venture capital infusions of $103M and $150M in the past 3 years. They are moving from individual training to enterprise training and from stand-alone training to training linked to assessment (quasi-certification).  They have higher production values than an association could ever hope to replicate at scale, with course paths and combinations generated dynamically based on customer needs, and with association-like networking and engagement of class participants a top future priority.  I just recorded a course with them on Digital Transformation, and I can tell you most associations cannot hold a candle to the sophistication that Lynda.com brings to the creation of training content.
  3. Content development and delivery is occurring everywhere and by anyone, without the traditional overhead of an association, archaic business models (print), and byzantine committee approval processes.  Content delivery is largely dependent on CMS/WCM platforms.

5 -- My conclusion:  Each of these individual value propositions – networking, training, and content -- is not a sustainable value proposition for most associations.

6 -- I believe there IS a source of sustainable value, though, and that associations can do better than anyone else. The only source of sustainable advantage for most associations is to do ALL of these, with adult supervision, curated to the needs of a particular community.

7 -- The problem is the capabilities of the systems we use to currently do the above are not sufficient to deliver an integrated and curated experience:
  1. Our community platforms, while excellent at community (albeit with a somewhat clunky user experience) and with the benefit of a rich experience of integration with the major AMS platforms, are: 1) not connected with the training experiences we deliver through LMS solutions, and 2) are not strong enough to operate as a CMS and thus operate as a segregated community ghetto independent of the rest of an association’s content.
  2. Most LMS solutions are great in delivering learning experiences, but terrible at connecting/engaging the participants and at connecting with non-training content.  There are also not powerful enough on their own to act as a CMS solution to run an overall website.
  3. CMS solutions don’t have LMS capabilities, and while their community capabilities are developing, they lack experience at connecting to the AMS solutions that are still at the heart of how we managing membership and transactional processes. 

8 -- These 3 capabilities – community, LMS, and CMS – are converging, but they are not yet there.  And the required expertise to connect them all into a seamless experience is beyond the reach of most associations.

9 -- A platform that does this and can do so as a turnkey solution – and preferably in the cloud as a SaaS solution -- has the potential to become the defacto standard for a host of associations, and the way for many associations to navigate the challenging times ahead. Requirements of this platform:

  1. Community is not bolted on to the website as a separate ghetto; it IS the web site.
  2. All content visible to everyone, optimized for SEO, and navigable and findable via faceted search. Differentiated access to content based on either purchase or member status.
  3. Learning paths definable by combinations of modular assets – including non-training assets – and with mastery measured by assessment engine tied to certificates. 

So let the conversation begin. Am I a Genius, a Nut, or just plain Cranky?


Might be of interest re these issues!...AIIM15 -- Coming up in 3 weeks in San Diego...



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Topics: digital transformation,, disruption

5 Disruptive Books You Should Read -- and then come meet the authors at #AIIM15

Feb 24, 2015 5:45:00 PM by John Mancini

5 Great Reads to Challenge Your Assumptions

Here are 5 great books to help create a framework to understand the disruptive times that are ahead. As consumerization, mobile and cloud, and the Internet of Things sweep through our organizations over the next few years, some organizations will be prepared, agile, and thrive, and others will be left in the dust by competitors they never event imagined. 

The authors of these books will all also be speaking at AIIM15.  Here’s the official #AIIM15 must-read list:

The Engaged Leader: A Strategy for Your Digital Transformation
by Charlene Li

Technology has revolutionized the very idea and nature of relationships between leaders and their followers. The Engaged Leader is meant as a guide for business leaders needing to adapt to the demands, and opportunities of digital leadership.

The Engaged Leader addresses why leaders need to master a new way of developing relationships, which begins by stepping out of traditional hierarchies; how to listen at scale, share to shape, and engage to transform; the art of making this transformative mind shift; and the science of applying the right tools to meet your strategic goals.

About the Author
Charlene Li is CEO and Principal Analyst at Altimeter Group, and author of The New York Times bestseller Open Leadership and coauthor of the critically acclaimed, bestselling book Groundswell. She is one of the foremost experts on social media, and a consultant and independent thought leader on leadership, strategy, social technologies, interactive media, and marketing. Formerly, Charlene was vice president and principal analyst at Forrester Research.

See Charlene’s keynote address at AIIM15.

The Gen Z Effect: The Six Forces Shaping the Future of Business
by Thomas Koulopoulos and Dan Keldsen

One of the most profound changes in business and society is the emergence of the post-Millennial generation, Gen Z. While every new generation has faced its share of disruption in technology, economics, politics and society, no other generation in the history of mankind has had the ability to connect every human being on the planet to each other and in the process to provide the opportunity for each person to be fully educated, socially and economically engaged.

In The Gen Z Effect, the Tom and Dan explore what this might mean for business, markets, and educational institutions in the future.

About the Author
Tom Koulopoulos is the author of nine books and founder of Delphi Group, a 20-year-old Boston-based think tank, which was named one of the fastest growing private companies in the US by Inc. Magazine. Named one of the industry’s most influential consultants by InformationWeek magazine, his articles and market insights appear frequently in national and international print and broadcast media such as BusinessWeek, the Wall Street Journal, Forbes, The Economist, CNBC, CNN and NPR. Geoff James of CBS Interactive Media called Tom “one of the truly deep thinkers in the arena of technology and culture.”

See Tom’s keynote address at AIIM15.

Fierce Loyalty: Unlocking the DNA of Wildly Successful Communities
by Sarah Robinson

Fierce Loyalty is a practical guide with actionable tips for understanding, building and fostering a fiercely loyal community of clients, customers and raving fans. Doing so is critical for success in today's turbulent marketplace. Sarah lays out a clear model that any organization of any size can follow. She helps you break down the process and gives you clear, specific steps for creating and maintaining a fiercely loyal, wildly successful community and put it squarely in the center of your business plan.

About the Author
Sarah Robinson is a business strategist advising international clients on how to build thriving, successful communities and set their companies apart from the pack. She is a regular guest expert at MSNBC and is ranked by both Forbes and Dun and Bradstreet as a top Twitter expert on entrepreneurship and small business. Sarah has also been a featured business expert at Inc.com, Entrepreneur.com, AOL.com, The DEX Entrepreneur’s Summit, LOHAS, Social Media Marketing World and The National Press Club.

See Sarah speak at AIIM15.

Data Crush
by Chris Surdak

The Internet used to be a tool for telling your customers about your business. Now its real value lies in what it tells you about them. Every move your customers make online can be tracked, catalogued, and analyzed to better understand their preferences and predict their future behavior. And with mobile technology like smartphones, customers are online almost every second of every day. The companies that succeed going forward will be those that learn to leverage this torrent of information-without being drowned by it. Data Crush examines the forces behind the explosive growth in data and reveals how the most innovative companies are responding to this challenge. [I wrote the forward to this one!]

About the Author
Christopher Surdak is an information technology expert with over 20 years of experience. He has held roles with companies such as HP, Accenture, Siemens and Citibank. He began his career with Lockheed Martin as a rocket scientist.

See Chris speak at AIIM15.

Managing Chaos: Digital Governance by Design
by Lisa Welchman

Few organizations realize a return on their digital investment. They re distracted by political infighting and technology-first solutions. To reach the next level, organizations must realign their assets people, content, and technology by practicing the discipline of digital governance. Managing Chaos inspires new and necessary conversations about digital governance and its transformative power to support creativity, real collaboration, digital quality, and online growth.

About the Author
Lisa Welchman is a leading authority on digital governance. Her core strength is helping to resolve differences of opinion among digital stakeholders and maturing digital operations. She works closely with organizations to understand why there are challenges around managing the organization’s digital presence and then works collaboratively with her clients to create solutions to resolve those challenges.

See Lisa speak at AIIM15.

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Topics: ecm, infochaos, aiim15

SharePoint Lover? Partner? Skeptic? - 20 Data Points You Need to Know

Feb 24, 2015 3:33:00 PM by John Mancini

Download our new Industry Watch.

Connecting and Optimizing SharePoint – important strategy choices

Download new SharePoint Research

The core conclusion of the study is that a) SharePoint is somewhat ubiquitous in just about any organization at scale and it likely isn't going away; b) organizations are increasingly restless and uncertain re figuring out where to go with it.  

So there's plenty of insight and data for lovers and haters alike. Check it out; downloads are free for a limited time.

Data points for SharePoint lovers

1 -- In total, 75% remain committed to the platform.

2 -- 25% are committed to building their ECM, RM and collaboration around SharePoint.

3 -- For 22% it remains their ECM system of choice for the foreseeable future.

4 -- 28% will stick to it for the next few years.

Data points for SharePoint skeptics

5 -- 26% of respondents report that their SharePoint project has stalled

6 -- 37% have struggled to meet their original expectations

7 -- 37% are moving forward, but only 11% feel their project has been a success.

Data points for change management devotees

8 -- A failure of senior management to endorse and enforce SharePoint was the biggest reason for lack of success, followed by inadequate user training and a general lack of planning.

9 -- User resistance and a lack of investment and expertise are also quoted.

Data points for SharePoint partners and add-ons

10 -- A third use in-house or externally developed customization, and 36% use third party add-on products.

11 -- Workflow and BPM is the most popular add-on, followed by metadata and taxonomy management, collaboration tools, search enhancement and Outlook integration. 

Data points for Cloud Worriers & Advocates

12 -- At 42%, SharePoint 2010 is still the most popular live version; 22% are live on 2013.

13 -- Regarding cloud, 6% are live on 365/Online, with 18% rolling out.

14 -- 43% are happy with Microsoft’s product roadmap, but 49% are concerned about loss of focus on the on-prem version.

15 -- 20% feel SharePoint is under threat from more modern cloud systems.

16 -- Lack of mobile support and difficult external access has frustrated 35%.

Data Points for RM & InfoGov Peeps

17 -- 29% do not differentiate between records and other content.

18 -- 48% still have work to do to align SharePoint with their IG policies, and 19% are not aligned at all.

19 -- For 23%, SharePoint can match their records management needs (with careful set up), 15% are using specialist customization, and 16% use 3rd party add-ons.

20 -- 17% have a dedicated RM system but most (12%) are not connected to SP.

There has been a lot of change at Microsoft over the past year -- things are coming out of Redmond that one would never have expected prior to the arrival of CEO Satya Nadella.  There is also a lot of change going on right now re Office365 and SharePoint as well for those who worry about things like content management and business processes and information governance.  So let's have a bit of fun.  

Answer the following by posting a comment -- "If I had 30 seconds with Satya Nadella (Microsoft CEO), what single thing would I like to tell him about the future of SharePoint?"  Post your answer as a comment, and we'll create a blog post out of the responses.


5 great disruptive reads -- check them out.

Here's a quick video summary of the new Industry Watch report by my colleague, Bob Larrivee -- feel free to socialize... 

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Topics: industry watch, Microsoft Corporation, ecm, sharepoint

5 Document Management Practices That Make Companies Less Competitive

Feb 24, 2015 3:27:11 PM by John Mancini

5 Document Management Practices That Make Companies Less Competitive

For companies without effective document management solutions in place, it will be increasingly difficult to remain competitive. We are in a disruptive environment where there are going to be a lot of unexpected winners and losers.

I recently did an interview focused on the five document management practices that make companies less competitive and three tips on how to avoid these traps. The three tips?

  1. The first probably sounds somewhat basic: Figure out where your real, intensive paper pain-points are.
  2. The second thing — and this will sound really obvious — is that you need to start somewhere.
  3. The third thing is to get smart about content management. 


Check out the full interview HERE.  Let me know what you think...

John Mancini Interview


Interested in Process Automation and Document Management? Check out our tutorials...

Show me the 100+ tutorials in the membership toolkit

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Topics: ecm, document management, aiim15, docuware

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