The paper-to-digital

transformation
workbook
A hands-on guide to reducing waste,
improving your processes and changing
how you work with documents

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The paper-to-digital transformation workbook 2

From paper to digital

Every business must deal with its own Fueled by the four key elements of digital transformation
set of challenges. But arching above – social, mobile, analytics and cloud (SMAC) – we’re
increasingly living and working in a world where:
them all is a single unifying trend:
digital transformation. • Remote working and cloud computing mean
“the office” is no longer a place, but a mindset.
No matter what issues you’re facing,
• People spend most of their time focused on high-
success will largely depend on how value tasks, while analytics and automation enable
well every aspect of your business machines to take care of the repetitive, mundane jobs.
adopts digital technology.
• Overall, your people have access to the information
they need, where and when they need it. This helps
them make informed decisions more quickly, which
lets them work in a responsive, customer-centric way.
Meanwhile, your operating environment is orderly,
optimized and lean.

That future is closer than you think. And much of it

starts with paper-to-digital transformation. Challenge
the way you work so you’re less dependent on paper,
and you free your organization to focus on high-value
activities that drive customer satisfaction and
top-line performance.

Going digital will involve changing the way people

work, and how they think. People fear the unknown,
so communicating the reasons and benefits of change
is crucial. Everyone needs to see that the future is
brighter than the past.

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Why go from paper

to digital?

You can probably think of some reasons • Competition. If you don’t offer the best service at a
already, but here are a few of the competitive price, someone else will. And prospective
customers want to be assured that they’ll be working
most common: with suppliers who use innovation in all aspects of
their business. Being digital makes a statement about
• Data volume. Information is a vital resource, and your market leadership.
there’s more of it than ever before. It needs to be
processed quickly and securely, and paper just isn’t • Security. Paper is inherently insecure. A printed
up to the job. sheet of customer data can go just about anywhere,
anytime, with anyone. Keep it digital and you have
• Efficiency. Processes based on paper are inherently far more control over who can access what. More
slow, cumbersome and error-prone. Digital processes importantly, you establish a full audit trail that shows
are fast, responsive and accurate. your document’s chain of custody over its lifecycle.
• Savings. Removing paper from business nearly • Regulations. Complying with privacy legislation
always means saving money, whether in terms is a lot easier when you know exactly where and
of consumables, printer management, energy, how your records are stored, who has accessed
productivity or storage costs. them (and when), and what they’ve done with
the document or record.
• Customer service. The faster and smarter you work,
the better the service you deliver to customers. And • Sustainability. Using paper inevitably expands
by lowering your back-end printing and infrastructure your carbon footprint and consumes more energy.
costs, you free up funds and resources for front-of- Going digital means going greener.
house operations like marketing and customer service.

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Who this workbook

is for

You’ll find this workbook useful if you:

• Are an IT leader trying to cut costs while providing
more valuable services to business users.

• Are concerned about providing a customer

experience that keeps your business competitive
and your clients loyal.

• Are responsible for a managed print services (MPS)

initiative and are looking for ways to unlock more
savings and efficiency gains.

• Manage a team, department or business area and

are looking for practical digital transformation
initiatives that will deliver quick wins.

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How this workbook

will help

In this workbook, we’ll show you a simple,

four-stage path for paper-to-digital
transformation that uses managed print
services (MPS) as a springboard for more
wide-ranging changes.
We’ll also suggest a range of tools and techniques you
can use along the journey, and suggest some simple
activities to help you think through the key issues.

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The paper-to-digital transformation workbook 6

Who we are

We’re Xerox. We know business documents

and workflows like no one else. This
workbook is the result of hundreds of
engagements with companies just like
yours. We’re here to help you any way
we can, whether as a partner in digital
transformation or simply in optimizing
the way you use print and documents.

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The paper-to-digital transformation workbook 7

Overview

Why digital transformation is essential,

and how to approach it.

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The path to
transformation

We’ve divided the path to paper-to-digital

transformation into four stages.

1234
Understand

Establish how and where

you use paper today,
and identify what you
could change.
Educate

Set targets, make your

case and change
user behaviors.
Execute

Replace key functions

and processes with
digital equivalents.
Improve

Use data and

automation to take
your transformation
to the next level.

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The paper-to-digital transformation workbook 9

Why start with paper?

The information in documents is the Traditionally, paper-based workflows have ferried

information between users. With the increased focus on
lifeblood of your business, and many digital, there has been an associated loss of focus on paper.
vital processes depend on them. In many senses, the thinking seems to be, “The paper
problem is solved.” Nothing could be further from the truth.

Printing and paper may seem marginal in operational

terms, but many essential documents are still managed
and processed this way. In fact, almost half of all business
information is still held in hard copy. That’s why changes
driven by MPS have so much potential to transform the
way you work.

If you have an MPS contract, the basics are in place, and

much of the data you need is already in your hands. The
chances of success are much greater because you can
work bottom-up, breaking down the problem into bite-
sized chunks, and deliver solutions that are based on
your data. A measured pace of change allows your
company to move at a rate you can manage.

Positive changes achieved through MPS can become

powerful success stories that show what digital
transformation, in the widest sense, could deliver.

Improvement grows organically from the inside out,

as the benefits of going digital can “ripple through” the
whole organization – particularly when IT professionals
team up with business and financial managers to pursue
wide-ranging projects.

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The paper-to-digital transformation workbook 10

Task assignment:
Are you ready?

Is your organization ready for paper-to-digital

transformation? Review the following statements and
see how many you agree with. The more times you
answer “yes,” the more ready you are.

No Maybe Yes

We’ve realized some benefits from MPS, but we believe we could do much more.

Key information moves into, out of and around the organization on paper.

People print documents that are rarely consulted again.

People print the same documents over and over again.

People spend a lot of their time transferring information to and from paper.

We have too much space dedicated to storing paper documents.

We’re not sure what archives we hold, or where specific records can be found.

We use paper purely because “that’s the way we’ve always done it.”

We use paper to support traditional physical processes such as adding

wet-ink signatures to documents.

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1. Understand

Determine where you are now, and what

you could change first.

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Good paper, bad paper

The distinction between “good” and “bad” “Bad” paper refers to documents that are in paper
paper helps identify where you really format, but without any compelling reason to be so.
That might be because:
need to use paper, and where you could
get rid of it. • They originate in digital format, are printed at some
point, and never get re-digitized.
“Good” paper refers to documents that have a valid reason
to be in hard-copy form. For example: • They’ve always been that way and no one has thought
of digitizing them.
• They originate on paper – for instance, customers’
handwritten letters, or a researcher’s notes • They get shared, transported and stored using
in a workbook. physical systems.

• They are used by stakeholders who will only transact • Current business processes require the use of paper,
on paper, or who much prefer it. even though you want to change and may already
be in the process of doing so.
• There is a legal requirement for a “wet ink” signature.
(Or there is no longer such a requirement, but Sometimes, paper is “bad” from one perspective, but “good”
perceptions lag behind the law.) from another. If your customers prefer to transact on paper,
it makes commercial sense to let them, even though it might
not be in line with your digital or sustainability goals. But
there may still be a way to minimize “bad” paper – for
example, by capturing customer letters electronically as
soon as they arrive, and immediately submitting them to
a digital workflow for the next step in the handling process.

Wherever and however you can shift a task (or part of

one) from a non-digital channel to a digital one, you’ll
serve customers at lower cost, reduce time to revenue,
and make communications more timely and responsive.

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Follow the paper,

find the problems

Looking at the way people use paper in Since you’re aiming to make a move away from print, it
your organization can help you pinpoint makes sense to go where the paper is to find processes that
could be improved. The more paper-intensive the process,
areas for improvement. the more inefficient it’s likely to be.

Moreover, wherever there’s a lot of paper, there is likely to be

a lot of human interaction with it – because it’s people who
are creating and using all that information. It would be far
better if they were doing more value-added work, instead
of dealing with paper documents.

Danger signs to look for include:

• People annotating paper documents that are

disposed of soon afterwards.

• People sharing documents on paper when they could

be easily shared digitally.

• People printing entire documents multiple times

to track or share a minor change.

• People printing documents simply to “keep a record.”

• Too much space, time or resource dedicated

to managing physical paper archives.

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The paper-to-digital transformation workbook 14

Don’t just think print

Now that you’ve followed the paper to find the problem, – When does it end up on paper?
you can dig deeper into the issues by asking second-level
questions. And don’t just think about print! For example, – How many times do you need to rework
you can consider: the document when mandatory data is missing?

• Documents • Business processes

– What documents are at the heart of your – What are the tasks carried out within your team,
business processes? department or business?

– Where do they live, and how do they move around? – How does paper fit into them?

– Who creates, owns and uses them? – How many are unique to your team, task or line
of business?
– How and why do they start out as paper, spend
a portion of their lifecycle in paper format or – How many are different simply because nobody
get archived as paper? looked for ways to standardize them?

– How much does it cost to process that – What’s the lag in your process?
document? How long does it take on average?
• User behavior
• Data
– Who prints what, where, when and why?
– What data does your business processes depend on?
– Is there a good reason for them to print it?
– Where does it originate, and how is it processed? (Is it “good” paper?)

– Who produces it, works with it or uses it? – What rules, conventions, performance criteria or
incentives might affect their propensity to print
less – or print more?

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The paper-to-digital transformation workbook 15
The paper-to-digital transformation workbook 15

Document workflow
Document workflow
analytics
analytics

IfIfyou
youhave
havean an MPS
MPS arrangement in
contract in place, Thereare
There arefive
fivelevels
levelsofofanalytics,
analytics, each
each offering
offering different
different
place, document
document workflow
workflow analytics
analytics give give insightsthat
insights thatcomplement
complementand and build
build onon each
each other:
other:
youhard
you harddata
data onon how paper is being
being • •Device
Deviceanalytics.
analytics.Overall
Overallprint
printvolumes and
volumes costs
and costs
used.That,
used. That,inin turn,
turn, can show you which
which bybydevice.
device.
documentsand
documents and processes
processes could be
be • •User
Useranalytics.
analytics.WhoWhoprints
printswhat,
what,and
andwhere
whereand
and
worthdigitizing.
worth digitizing. when
whenthey
theyprint
printit.it.

• •Document
Documentanalytics.
analytics.User-based
User-basedprinting and
printing
and
filing data for key documents, showing how they
filing data for key documents, showing how they
move
movethrough
throughyour
yourorganization.
organization.

Processanalytics.
• •Process analytics.Data
Dataononyour print-centric
your
print-centric
processes and the steps that drive them.
processes and the steps that drive them.
• Service analytics. Information about service
• Service analytics. Information about service
performance response and how issues are resolved.
performance response and how issues are resolved.
To learn more about document flow analytics,
To learn
check outmore aboutondocument
our eBook flow analytics,
the subject.
check out our eBook on the subject.

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The paper-to-digital transformation workbook 16

Ad-hoc and structured

workflows

While some workflows have a fairly rigid

structure and sequence, others are more
flexible and dynamic. Understanding the
difference is essential.

Ad-hoc workflows Structured workflows

Used by individual knowledge workers Used by teams or the entire organization

Promote personal productivity Promote business-wide productivity

Often focus on one-off documents Usually involve higher volumes of documents

Make ad-hoc relationships more efficient Reduce cost and increase transparency

Variable number and sequence of steps Fixed number and sequence of steps

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The paper-to-digital transformation workbook 17

Ad-hoc and structured

workflows

A Maturity Assessment Tool Xerox Analytics

At Xerox, we have developed a maturity assessment At Xerox, we offer analyses of data generated by our
tool that helps our clients come to grips with where suite of print management applications. These tools
they are on their MPS journey. track all five levels of MPS, from device level to service
level. Analytics presents the data in visual and interactive
The maturity assessment tool gauges both your dashboards, which makes data analysis much faster
organization’s current state and desired future state, and more meaningful.
and it benchmarks how your results stack up against
the market. It assesses maturity in six dimensions:
insight, security, mobility, sustainability, cost and
productivity. It also measures against the three stages
of the Xerox Next Generation MPS Journey: Assess &
Optimize, Secure & Integrate and Automate & Simplify.

Finally, we use our expertise to develop a roadmap

for the future, with a set of recommendations that
we can put into action on your behalf.

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The paper-to-digital transformation workbook 18

What could you change?

Remember, one size doesn’t fit all.

Your opportunities to switch from paper to digital will
depend on the nature of your organization and where
you currently are in the transformation journey.
Examples of tasks or processes you could digitize
might include:

Process Current state: instead of… Future state: you could…

Approvals Gathering “wet ink” signatures… Use electronic signature tools

Customer communications Passing customer letters around Scan customers’ documents when
the organization and archiving them they arrive, then route and archive
on paper… them digitally

Applications Offering a PDF form that respondents Gather all the necessary
must download, print, complete by hand information via online forms
and return…

Education onboarding New recruits (or students, delegates, etc.) Have students register online and
report to a physical location, provide all material in PDF format via
where they receive printed collateral and e-mail or secure portal, so they can serve
complete paper forms… themselves without your intervention

Manufacturing logistics Struggling to run a supply chain using Use e-forms and electronic workflows
paper-based documentation… to make processes more accurate
and streamlined

Banking services Conducting onboarding and customer Deliver a digital mobile experience via
support via in-person, paper-based actions a secure portal and e-forms

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The paper-to-digital transformation workbook 19

Task assignment:
identify candidates
for change

First, identify your top five candidate Now, rank them in order of importance, then again in
processes for digitization in your order of ease of transformation. Any that appear near
the top of both lists could be “quick wins” that you can
organization or department. Which push through quickly to realize benefits and build the
documents or process steps could case for further change.
you make digital?

Process Importance Ease of transformation

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2. Educate

Make the case for change, and show

people what they need to do to make
change happen.

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Set targets

Before you can make improvements, you Targets / metrics you could use:
need to decide what “good” looks like. • Reduction in print volume (such as by team,
document type or individual; one-off or year-on-
That means determining policies, setting targets and
year; percentage or absolute; focus on print waste or
defining metrics – at the organizational and team levels
duplicate printing reduction)
and for individuals, too. Here are some examples:
• Reduction in consumables used (paper, toner)
Policies you might consider include:
• Device usage; more users per device means a smaller
• “When to print” policy (acceptable or appropriate
print fleet
reasons for using paper)
• Energy savings, carbon-footprint reductions, trees saved
• “How to print” policy (when to use color, double-sided,
high-quality, use of cover sheets, when to send to a
• Cost savings
central print facility)
• Reclaimed storage space
• Archiving policy (which documents to retain, where,
how long)
• Increased use of scanning
• Recycling policy
• Number of documents diverted from the print stream
and handled digitally
• Energy-saving policy
Targets at the individual level can help people understand
• Overage policy – monthly hard cap, or per-copy
what they have to do to make change happen. However,
charge if printing goes over a specified volume
it’s vital to respect the role of printing in people’s daily
activities – balance is key in achieving your overall
objectives. The last thing you want is to drive users to
costly workarounds such as printing at home or offsite
service providers.

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Task assignment:
metrics and targets

Identify three high-level metrics you could

use to assess your progress, and targets
you could set for each one.
What data can you use to make sure targets
are realistic and achievable?

Metric Target Source of data

Overall print volumes Reduce by 30% within six months Managed print services dashboard

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The paper-to-digital transformation workbook 23

Change user
behaviors

The best way to encourage behavior change is to give Xerox® Print Awareness Tool
people ownership and control. If they know the targets
they’re working toward, and how to achieve them, One enemy of digital transformation is unconscious
you’re already halfway to success. printing: People simply aren’t aware of how much or
how often they print. So before they can change their
However, there will be times when you need to be more printing behavior, they need to become aware of it.
proactive. For example, you may need to build awareness
of the reasons for change, as well as what will change. The Xerox Print Awareness Tool is designed to do
exactly that. It uses the principles of “gamification”
Email, intranet content and e-learning programs can all to appeal to people’s competitive instinct and make
help to spread the word. A simple online “cheat sheet” desired behavior something they actively want to do.
could summarize the “dos and don’ts” of printing, or
present a decision tree or Q&A flowchart to help people The tool uses a simple graphical interface to show users
resolve helpdesk-style questions, or make decisions on their print history, key stats and how they compare with
how and when to print. their peer group, their department and the entire
organization. A flower graphic provides simple, “at
Sometimes, it might even be necessary to offer people a glance” feedback on how they’re doing that month
incentives to change. For example, you could award a – as they print, the petals fall away. Finally, helpful
prize to staff or teams who perform best against their hints suggest ways people could change their
goals. This is a basic, but too often forgotten, aspect behavior further.
of change management.
See how the Xerox Print Awareness Tool
can help you save money in our video:
www.xerox.com/en-us/services/managed-print-
services/assessment/audit

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The paper-to-digital transformation workbook 24

Change champions

A change champion is the public face

of your digitization project within the
organization. They use their abilities
and profile to build awareness and
enlist broad support.
Change champions help carry the digitization message
beyond IT; they may well be a department or team
leader who wants to make their area more productive.
More important than title or seniority is:

• An understanding and appreciation of your

digitization project and the goals you’re trying
to achieve.

• Communication skills, so they can reach people

at every level.

• Charisma and energy, so they can generate

enthusiasm and positive commitment to the change.

• Respect and credibility within the organization,

so people listen when they talk.

• Time to devote to the project and a reason to help,

so you’re not left high and dry once the project starts.

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The paper-to-digital transformation workbook 25

Get management
buy-in

If your change is to succeed, it will Typically, you’ll need to cover three bases: technical,
need management at many levels to business and financial aspects.
put their weight behind it. The more If you’re in charge of IT, or have an IT management
transformative your project, the more role, you might already have the technical side covered.
important this becomes. But unless your change is so local or tactical that it’s
covered by your own budget, you’re also going to need
buy-in from:

• Someone with high-level business authority

(e.g. a C-level executive)

• Someone with financial authority and a good view

of potential savings

Ultimately, the manager of each affected line of business

needs to get behind the initiative too. Initially, it makes
sense to focus on departments or lines of business that are
print-intensive and have high visibility – human resources,
accounting and compliance are good examples.

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The paper-to-digital transformation workbook 26

Task assignment:
identify supporters

Identify three potential change champions

or senior sponsors, and consider how and
why they’d help or support your project.

Name How could they help? Why would they help?

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The paper-to-digital transformation workbook 27

3. Execute

Remove paper from your workflows

and replace it with alternatives based
on digital technology.

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The paper-to-digital transformation workbook 28

The people-to-paper API

Although paper is still widely used by When important processes are paper-based, people
many businesses, it’s rarely the best way can’t easily access information, and it’s harder to share
that information across teams – especially when those
to work. Think about it – if you were teams are global, mobile or outsourced. Paper imposes
setting up your business from scratch unnecessary barriers between people and their work
today, would you design paper into processes; or between different functions within the
organization, creating “silo” systems. It’s inefficient,
your processes? and it’s frustrating to work around, too.

Borrowing a metaphor from computing, we call this

the “people-to-paper API.” An API (application
programming interface) is a gateway between two
digital services that need to work together or share
information. The better the API, the smoother the
operation – but the API between people and paper
is rarely that efficient. As part of paper-to-digital
transformation, you’ll probably want to replace the
people-to-paper API and take paper out of the loop
when it makes sense.

Providers of next-generation managed print services,

such as Xerox, have experience guiding organizations
on their paper-to-digital journey. MPS serves as a
connection across documents, processes, information,
and users. In the right hands, MPS is a platform for
innovation and a path from paper to digital ways
of working.

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The paper-to-digital transformation workbook 29

Task assignment:
identify your people-
to-paper API

Take some time to discuss and consider

these questions:
• Where are the people-to-paper APIs in
your organization?

• Which teams and functions are most affected (i.e

which people or teams are most impacted by paper)?

• What information is “passed over the API?” (Do

users spend inordinate amounts of time finding,
transcribing, and keystroking information contained
in documents?)

• Who could help you build a digital “bridge” that

would make the API obsolete?

Identify your people

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Why do people
use paper?

If you want to replace paper, you first So it’s worth considering the five main reasons people
need to understand the functional use paper:
role that it plays in people’s work. • To annotate documents by adding comments,
feedback or proposed amendments, or signing them
for legally binding purposes

• To read documents, either now or later, perhaps

somewhere users can’t access a computer or
other device

• To save documents, either to keep them safe

permanently (archiving) or to remember them
for later use

• To share documents with other people, meeting

members, project teams, partners or customers

Crucially, all these purposes can also be met by digital

solutions – by better applying the technology you have
today, adding new functionality or extending the reach
of your digital infrastructure so the desired capability
is always accessible.

Once you’ve done that, the challenge will be to

encourage adoption of the digital methods, even
among those people who are psychologically attached
to paper. For them, it’s not just about doing things
digitally, but also their experience of doing them.

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Why do people
use paper?

Xerox® Digital Alternatives Xerox® DocuShare®

Digital Alternatives is a software platform from Xerox DocuShare is Xerox’s enterprise content management
that replicates some key uses of paper in a digital form. system. Built on open standards, it lets our clients store
and manage all their key documents in one place, using
It simplifies personal document workflows and a single platform across departments.
collaboration, helping users stay connected and
productive in the office, at home or on the road. DocuShare supports both digital files and imaged (scanned)
paper documents, making it ideal for organizations
Users can read, annotate, sign, share and manage that are making, the transition from paper to digital.
business documents with an intuitive user interface
available for Mac, PC, iPad and Android tablets. DocuShare integrates with Xerox Digital Alternatives,
allowing users to add files to DocuShare collections from
Digital Alternatives helps organizations transition from any application they’re currently using, rather than printing
paper-based tasks to streamlined digital workflows, the documents. It also supports other Digital Alternatives
increasing the efficiency of routine document processes. functions, such as digital signing.
Management benefits from increased insight and
control, with critical business content protected and Users can also create content rules and workflows to
accessible either on premise or via a Xerox-hosted automate the handling and sharing of information,
private cloud service. irrespective of source. It’s offered as an on-prem
solution, or hosted via Xerox’s secure cloud for optimal
Digital Alternatives is fully integrated with document security and flexibility when managing content across
management applications such as Xerox’s own teams or organizations.
DocuShare platform.
For more information on DocuShare, visit
Learn more about Digital Alternatives at www.xerox.com/ecm
www.xerox.com/about-xerox/videos/mps_digital_
alternatives/enus.html Learn more about DocuShare at
docushare.xerox.com/resource/resource_cs.html

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The paper-to-digital transformation workbook 32

Phased introductions
and pilot projects

Some processes are simply too large or Pilot projects can be used to trial digitization approaches
complicated to be changed quickly. If within a targeted area – whether that’s a process,
building, department, state or country. Once your
changing everything in one go would be success case is validated, you can roll out the same
risky, consider targeting just one stage of approach to other areas.
a process first. Then, once that stage has
Phased introductions and pilots also have the benefit
been transformed, move on to the others. of highlighting the sort of challenges your initiatives
will typically face, so you can prepare for similar
It may be slower, but if it avoids the risk of business
situations in the future.
disruption or data loss, that’s probably a wait worth having.

Target area

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The paper-to-digital transformation workbook 33

Task assignment:
encourage buy-in

Execution will only succeed if everyone To give one simple example, if you’re switching to a
within the affected group is on board. cloud-based document management system, people
may need to get used to keeping their files there, rather
Unless your change is very minor or than on their own desktops. They’ll also need to
localized in scope, this will be a big job, remember their logins and consider when they’ll need
and it’s important to take it seriously. internet access. But the benefit is that they’ll be able to
work wherever and whenever they want, with no more
As a first step, list the teams, managers and individuals worries over information security, version control or
who will be affected by the planned change, and managing their own backups.
determine how each one will be affected. How will their
work change? What will they need to do differently If you feel the pros might not outweigh the cons for
from day to day? certain people (at least in their perception), consider
what incentives you could offer that might encourage
Now, for each team or person, consider which benefits of them to change.
change are most significant, or most directly relevant to
their work. How can you express each benefit so they can
easily understand and relate to it? An experienced MPS
provider can offer valuable assistance with this analysis.

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4. Improve

Once you’ve successfully switched

some of your tasks and processes from
paper to digital, you can explore the
potential for more wide-ranging change
projects to automate and simplify
key business workflows.

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Analytics shows
the way

Many ideas for further improvement

can come from data on how paper
and printing are being used within
your organization.
MPS tools generate data that can show you how much
you’re printing and the cost. This often reveals some
surprising findings, such as a disparity between estimated
and actual print volumes; or usage per device across
a building or department.

User analytics go a level deeper, showing you who is

printing what and when. That can open up opportunities
to tighten up security, increase automation and spread
printing best practices, or simply monitor print usage to
make sure your previous changes are taking root.

Document analytics uncover the story behind users and

devices, showing you the role that printed documents and
their associated processes play in your organization.

Finally, custom dashboards make sense of it all by

consolidating key information in a single, intuitive view
and highlighting key trends and findings, so you can make
better management decisions without wading through
reams of data.

To learn more about Xerox’s analytics offerings,

check out our dedicated eBook on the subject.

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Workflow automation

Workflow automation means using

digital technology to streamline or fully
automate a business process, ensuring
that everything happens on time and
in sequence.
Workflow automation from Xerox focuses on reducing
or eliminating human involvement in repetitive
document-intensive activities, enabling the processes
to run more efficiently, and freeing up workers to focus
on higher-value tasks.

Automation often follows naturally from lower-level

changes, such as digitizing certain process steps or
establishing basic MPS. Once the technology is in
place, you can start to evaluate the other benefits
it might provide.

Simpler, generic processes often represent “low-hanging

fruit” – that is, strong candidates for automating first.
More complex, business-specific processes involve more
work and may be better handled in phased stages.
or as a discrete structured project.

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Overcoming
resistance

The more wide-ranging your change, Some other points to consider are:
the more likely it is that people will resist
• People do what works. Is the new process clearly
it. So it’s worth considering where that better? Are there teething troubles to address? Are
resistance comes from, and how you can people trying to work around it, and if so, why?
overcome it.
• People do what helps. Are people finding the
Above all else, people fear what they don’t know. To allay experience of using the new process positive? Have
their fears, you need to make sure they understand what you asked them? Are there functions they have lost,
the change actually involves, by clearly communicating or believe they’ve lost?
the drivers, aims and benefits of change, as well as the
tactical “who, what, when and how.” If you don’t, rumors • People do what they want. They don’t like being
and hearsay will fill in the blanks. You need to make the pushed around, and they like to feel they own the
future exciting rather than daunting, and the past “old work they do. Have you involved them in decisions?
hat” rather than comforting.
People will always ask, “What’s in it for me?” So have your
answer ready – for example:

• You’ll be able to get your work done quicker.

• The new process is easier and simpler to use.

• There’s less to remember and less that can go wrong.

• You can do more of what you’re good at.

• You can now work from anywhere, and you’re no

longer tied to your computer and desk.

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Success stories

One important way to overcome resistance and build We can help

up momentum for change is to communicate success
across the organization. Success stories give people a At Xerox, we have proven experience in supporting
vivid, memorable way to grasp the benefits of change. clients through the process of change.

Stories can show readers the path from a problem (the Through our leadership in MPS, we can leverage it as
old process) through a challenge (the change) and on your foundation and path for digital transformation.
to a solution (the new process). And by featuring real As experts in how documents are used, we can help you
people (who readers might actually know), stories also with the technological side of paper-to-digital
humanize the change, emphasize that it’s achievable transformation and process automation. But we can
and that others are realizing benefits from it right now. also help you change the attitudes and behaviors that
will ultimately make or break your change initiative.
In some instances, success stories can fire people’s
competitive nature, driving adoption or success in other We use tried and tested best practices to set the right
areas so they’re not seen as lagging. Have your transition expectations, make sure users are happy with the
communications team consider ways to publish and change and accelerate adoption. We help you spend
promote stories to your employees and other change less time overcoming resistance and realize the benefits
stakeholders. Channels could include webinars, town of change as soon as possible.
halls, emails, newsletters, intranets and more.

Video is a powerful and memorable way to tell stories,

often using the actual words of the people involved.
Instead of just telling people what to do, you’re actually
showing them why they should act.

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Ready to get started?

We hope you’ve found this workbook To learn more about paper-to-digital transformation,
a useful introduction to the process check out these other resources from Xerox:
of paper-to-digital transformation. • Our Analytics eBook provides an introduction to the
By reading it, you’ve taken the first step five levels of MPS analytics, explaining how analytics
toward a more efficient, streamlined data can suggest areas for improvement.
and “less paper” business. • Our blog post 14 Reasons MPS Is Your Bridge to
Didge (Digital, That Is) offers a snappy summary of
the case for paper-to-digital transformation enabled
by managed print services.

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About Xerox

Xerox is helping change the way the world works.

By applying our expertise in imaging, business
process, analytics, automation and user-centric
insights, we engineer the flow of work to provide
greater productivity, efficiency and personalization.

We conduct business in 180 countries, create

meaningful innovations and provide business
process services, printing equipment, software
and solutions that make a real difference for
our clients – and their customers.

Learn more at www.xerox.com

© 2016 Xerox Corporation. All rights reserved. Xerox®, Xerox and

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