ECM Toolkit

Bringing Enterprise Social Technologies into Your Organization

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Planning and Implementation Questions to Ask Yourself and Possible Vendors What Experts Are Saying

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Bringing Enterprise Social Technologies into Your Organization

Table of Contents
AIIM Wiki
Planning and Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Change Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Top-down and Button-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Managing the Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Pilot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Usability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Doculabs - Questions to Ask as Your Organization Gets Ready to Go Social

Questions to Ask as Your Organization Gets Ready to Go Social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 20 Questions to Ask Yourself . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Benefits of Asking these Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 A Dozen Questions to Ask Vendors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Asking Questions: Dont Go It Alone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 About Doculabs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Expert Blog Postings - AIIM Communities

When People Need to Change - The People Side of Enterprise 2.0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Ultimate Context - Social Business Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Silver Bullet - Real Social Networking Enterprise Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 What about Socializing Business Information Instead of People? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 What do AIIM Members think about Enterprise 2.0? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Bringing Home the Power, Softly... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Social Content Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Enterprise 2.0 In a Small Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

About AIIM
About AIIM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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Planning and Implementation

Source: Enterprise 2.0 Wiki, AIIM Communities There are many implementation methodologies, but many organizations have abandoned the traditional linear or waterfall approach in favor of an iterative approach called continuous implementation. They prefer to not seek perfection in any one pass, but start small with the system, with the people who are the early users of the system, and continue to build out from there. An open methodology for this is MIKE2.0 (Method for an Integrated Knowledge Environment). Change Management Culture may support or hinder any types of change. Users need to see the business benefits and personal benefits of change, they need to be listened to, engaged, and have a role in the new environment. They need to be responsible and accountable for certain parts or use cases, and the organization needs both positive and negative incentives to change their way of working. Top-down and Button-up A successful implementation requires both bottom up adoption and emergent behaviors as well as have support from the top down. Top-down focuses more on the business needs of all users, and its tied to real business problems. Bottom-up means that users understand, and to some extent demand, new ways of working. Managing the implementation One of the key concepts of Web2.0 and E2.0 is to start small and build and expand on it as with agile and lean development. So dont spent too much time creating the perfect structure. The Mike 2.0 Implementation Methodology suggests an iterative, not linear, approach so that development is continuous with a starting goal as functioning technology. Tools There are specific enterprise 2.0 tools that you can start using today to accomplish your enterprise 2.0 goals; the Enterprise 2.0 Technology to Case Matrix provides a quick glance of which tool can work for various enterprise 2.0-type applications. Whether project management or capturing meeting agendas, an enterprise wiki can be used for multiple purposes; including using a wiki as a simple online database. Blogs can help in locating internal experts and SharePoint has multiple uses in the context of enterprise 2.0. Finally, 8 Reasons Why GoogleWave May - or May Not - Kill E-Mail may be a useful collaboration tool and perhaps a replacement for email. Pilot Always take into consideration what the sponsor wants. Start small and see how the organization can learn from the pilot phase. Correct things based on lessons learned, improve them, and then roll out. Set the priorities, make sure that the organization gets maximum return from very easy low hanging fruit: areas where people are already looking for improvement and/or willing to change the way they work. Test the system constantly with real users attempting real tasks, to see if usability and overall business usefulness is happening, and remember to feed back what you learn into the next iteration of fixes, expanded functionality, or expanded #s of users.

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Usability Plan usability testing a part of your entire implementation process. Develop personas and scenarios, and do user interface mockups of work flow to understand before implementing any code that changes work flow exactly how the workflow might be improved and get feedback. Pre-Rollout Checklist Start the rollout by ensuring that the organization is ready to rollout E2.0. Before we begin to implement anything we have a pre-implementation checklist. These are the things that you should have that are complete, in position, documented and actually understood and agreed upon by the people involved in this project.

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Questions to Ask as Your Organization Gets Ready to Go Social

So youre considering bringing enterprise social technologies into your organization. Where should you begin? Doculabs, the experts in enterprise social collaboration and content management, recommends you ask some questions first. Here are the questions to ask yourself and a few more to ask potential providers as you prepare to leverage social computing in your business.

20 Questions to Ask Yourself

1. Which of our existing business processes would benefit from social capabilities such as messaging, collaboration, broadcasting, and knowledge-building? 2. Which categories of social computing functionality make the most sense for our organization? 3. How can we leverage communities to enhance employee morale, increase customer affinity, and foster innovation? 4. How can we ensure not just adoption, but participation on the part of our users? 5. How can we use social computing to enable better communications with internal and external parties such as customers, suppliers, and partners? 6. Can we quantify the return on investment (ROI) we can expect from implementing enterprise tools for social collaboration? 7. What are the potential drivers for social technology in our organization? 8. Whats the best way to proceed: Should we start with internal social applications for use by our employees, and then branch out to external communities with customers and partners? 9. How can we ensure proper lifecycle management (i.e. retention and disposition) of the content thats generated in enterprise social applications? 10. What policies and procedures should we put in place as governance, to ensure compliance with the applicable rules and regulations of our industry? 11. How can we ensure that our strategy for e-discovery aligns with our strategy for social technologies? 12. What degree of user oversight is necessary for the various types of social applications we plan to roll out? 13. How can we assess our organizational readiness for social technology and for a more collaborationcentric approach to work?

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14. How do we put together a strategy for deploying social technologies to users a strategy that includes internal communications, training, and change management? 15. Can all of our requirements be met by one vendor in todays market, or do we need to identify multiple vendors? 16. How should we sequence social applications and target specific types of social technologies as we roll them out? 17. How do we ensure consistency of our organizations message across all channels existing ones as well as the new social channels? 18. What kind of training should we consider for the various types of social applications we plan to roll out? 19. What are the considerations for building global communities? 20. How do we establish an effective program to ensure we get the most out of our investment in social computing technologies?

Benefits of Asking these Questions Obtain a clear understanding of your current situation and your go-forward business objectives for social technologies Assess your current processes and how they can be enhanced using social technologies Understand your organizations readiness to adopt social technologies Understand the key requirements, components, and interdependencies of your future-state environment

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A Dozen Questions to Ask Vendors

Today 1. What categories of applications does the vendor focus on (e.g. messaging, collaboration, broadcasting, and knowledge-building)? What specific applications does the vendor focus on within each of those categories? 2. Are the vendors products offered in a SaaS model, or for on-premise deployment? 3. Does the vendor have its own professional services organization? 4. What is the vendors company history, and how has the company evolved to date? 5. How likely is the vendor to become an acquisition target? 6. Can the vendor provide reference clients that are similar to our organization and that have deployed applications similar to those we plan to implement? Ongoing 1. Does the vendor provide tools for user training and guidance to ensure successful adoption and participation? 2. Would the vendor be willing to build a pilot program to help validate its system capabilities and applicability for our user base? 3. Who are the vendors key partners (including integration points with ECM products, dependencies, etc.)? 4. What support services does the vendor offer? 5. What integration service providers does the vendor partner with for installation and customization? 6. Can the vendor scale its solution to create a true enterprise platform for social computing?

Asking Questions: Dont Go It Alone The most important question is the one that never gets asked. Timelines and other market forces pressure many companies to make a decision on strategies and products without having answers to all the questions. Having a partner to support your efforts to see the entire picture of where you want to go with social capabilities someone on the outside, looking objectively at your needs and the offerings of the suppliers youre considering, to provide assistance in answering all the questions that you might have about going social.

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About Doculabs
We are experts in enterprise social collaboration and content management. We help our clients by delivering highly actionable and comprehensive strategic plans and road maps, helping our clients achieve their business goals and create competitive advantage. Our services also help our clients improve their records management and information governance approaches to facilitate compliance, reduce risk, and reduce the cost of e-discovery. Founded in 1993, Doculabs has an established track record in helping its clients bring content under control and improving the ways they collaborate. Our engagements focus on guiding our clients with our experience, analysis, and in-depth market knowledge. And were independent; because we dont sell software or implementation services, our clients can be sure that our recommendations are objective. Our consultants are all highly experienced, averaging more than 20 years of relevant professional background and many years of working together as part of the Doculabs team. Were recognized thought leaders in the industry, frequent speakers at industry events and webinars, and active contributors to leading publications, social media sites, and organizations like AIIM. Hundreds of Fortune 1000 organizations and government agencies have turned to Doculabs for assistance with their information management strategies. For more information about our services, please contact us at www.doculabs.com.

Doculabs
200 West Monroe Street, Suite 2050 Chicago, IL 60606 Phone: (312) 433-7793 Web: www.doculabs.com E-mail: [email protected]

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Enterprise 2.0 Blog Postings AIIM Communities When people need to change The People Side of Enterprise 2.0
Rob Gray, Product and Marketing Manager Google Enterprise (UK & Benelux) (August 24, 2010) In my last post, I spoke about focusing on the business rather than the technology. Technology certainly has a big part to play, but its an enabler of transformation rather than the reason behind it. At the end of the day, if you are transforming your business, changing the way you do things (processes) will play a part and the way staff are equipped (including technology) will probably play a part. The one thing for certain in the next generation enterprise is that some element of change will be involved. If the business needs a radical transformation, it is inevitable that the people involved are going to experience change. How do you manage this change? There is no shortage of books and research on change management; some of it very academic, some of it very pragmatic, some of it a combination of both. One principle that I have found particularly useful is a simplified version of Lewins force field analysis. Kurt Lewin was a German-American psychologist who did a lot of research into human behaviour. One could easily get drawn into the complexities behind these theories, but this is how I think of this force field analysis in a simple and practical way. You need people to change In peoples minds there are forces resisting this change (negative) as well as encouraging this change (positive) Your job as a change agent is to simply make the positive force strong and the negative force weak! Lets say for example, that you are introducing a new twitter-style microblogging tool with the idea of improving sharing, openness and innovation. You need to get a critical mass of users for the tool to become useful. By piloting with a small initial *representative* group, you can get an idea of what people like about it, and what they dont like. After some analysis you may come up with a simple model that looks something like this... Positive (driving) Forces Negative (restraining) Forces Know whats going on ............. Its for the kids Reduce email volume -> Just another thing to learn Get answers quickly <- I dont have time Now all your plan needs to focus on is increasing the driving force and decrease the restraining force. This is mainly through communication and training. Communicate the benefits clearly and proactively counter the negative arguments through education. Think of it as an internal marketing campaign: who is your audience? whats the new process/tool going to do for them? why should they care? Think about whats in it for them, and then tell them clearly! If there is not much in it for them, you shouldnt be doing it in the first place!

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Ultimate Context Social Business Processes

John Brunswick, Senior Solution Consultant for Oracle Corporation (August 28, 2010) In the absence of context, Enterprise 2.0 is often a technology in search of a problem. Enterprise 2.0 is infinitely more effective when delivered in the context of business processes. So - what stops organizations from embracing Social BPM? Not understanding the opportunity cost of not embracing social BPM Perception that integration between systems is complex and costly Insight into both points will provide the perspective needed to understand if Social BPM is valuable for your organization. Social BPM Value Coupling unstructured collaboration with processes, allows companies to place a square peg in a round hole - information that once struggled to fit into the confines of swim lanes and statically defined steps can be managed directly in and around process steps, decreasing cycles that result in cost savings.

Benefits inherent to Social BPM Asynchronous - a significant number of team decisions will no longer require gathering an entire team together for phone conferences, as communication can occur as possible. Additionally, flights and timezones now lessen their impact on moving processes along. Relevant Peers Automatically Included - loose communication between the process and social elements supporting it natively enable process participants access to appropriate collaborative spaces aligned to their processes. Advanced Consensus Management - collaboration tied to a step in a business process is ideal for tracking consensus-based activities from corporate boards. Leverage and Capture Tacit Knowledge - it is tough to deny the value of capturing tacit knowledge, but capture is generally only done with concerted effort and at the expense of regular productivity on everyday minute-to-minute tasks. With the inherent capture of this knowledge in Social BPM, never again will people have to wonder why a certain decision arrived at.

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Ad-hoc Workflow - spawn additional process steps as needed from within the collaborative environment, this makes it possible to associate actions requiring escalation directly within the existing process and context of the collaboration. Innate Governance - post-process completion the materials can be archived or destroyed, as noted in a retention policy that accompanies the process. Auditing and Analytics - BPM platforms generally already contains this ability, but lose track of ad-hoc collaboration that occurs outside of their walls. This renders the BPM analytics and auditing capabilities incomplete, Social BPM makes it possible to obtain a complete picture of activities. Anywhere - a sizable number of BPM and collaborative tools already contain interfaces for multiple channels. This frees users up to interact with processes any place or time. Be Neighbors - No Cohabitation Needed There is no need for the systems to be tightly coupled. A low cost, loosely coupled system is all that is needed to be effective. Access to Enterprise 2.0 information from external applications - a marquee characteristic of E2.0 technologies - enables Business Process Management (BPM) technologies to incorporate social and collaborative elements into processes. This drastically increases the effectiveness of both technologies at solving business challenges. What are We Waiting For? If you are dealing with complex exception processing, research and development activities, consensusbased decision making, Social BPM will provide immediate value to your organization.

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Silver Bullet Real Social Networking Enterprise Value

John Brunswick, Senior Solution Consultant for Oracle Corporation (July 22, 2010) Ubiquitous, contextual expertise location aligned with users daily activities provides quantifiable value to businesses. In the endless quest for Enterprise 2.0 measurable value this is a silver bullet. As an organization grows, the value that an automated, contextual expertise location technology grows. This is made possible through a powerful synergy between social analytics and business intelligence identifying experts based on their activity history related to content contribution activities. This enables platforms to serve relevant business connections to users on a silver platter. No complex explanation needs to be provided to end users, as the functionality is baked into an existing user experience. Justification The value resides in time savings. Lets take a look at the breakdown of the difference between what happens on the commercial web vs the enterprise to frame this discussion. Commercial Within the commercial web people are seeking social connections. There are few constraints placed on this activity and it can happen as needed. Enterprise Users need knowledge to solve problems. A user might have a report that needs to be completed before 5PM and they need to connect with an expert immediately. Much as an online corporate staff directory is an invaluable tool, generally being the most accessed internal web system within organizations, in-context expert suggestions provide functionality that it will soon be hard to live without. For any task that a knowledge worker is involved with, it reduces the cycle time to finding answers to help complete the task and the amount of overall communication that needs to occur in the process. Hard, Quantifiable Value 1. Reduce content location time - experts are now integrated into views that provide browsing and search capability. When researching complex topics, direct connections to experts can help to drastically expedite processes. 2. Reduced employee onboarding time - within large organizations onboarding can be immensely challenging for new employees. As the new employees browse and search for materials to assist in their jobs, the time to proficiency can be reduced. 3. Reduced communication cycles - instead of spending hours emailing various people within an organization trying to connect with an authoritative source on a topic, the user is presented with people who can assist immediately, with relevant knowledge to solve the task or issue at hand. Enterprise Social Platform Evolution Social analytics are nothing new on the commercial web (Facebook / LinkedIn you may know these people), but in the enterprise the combination of this data and business intelligence can be groundbreaking. It gives users a leg up accessing the right knowledge at the right time - whether they have been with a company for one week or one year.
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What about Socializing Business Information Instead of People?

Bertrand Duperrin, Enterprise 2.0 Consultant for NextModernity (July 10, 2010) When employees have to tell why they dont adopt enterprise 2.0 as easily as expected, one of the most common explanation is: too many tools, too much information, we focus on whats core to our work, email and traditional enterprise software. This often sounds surprising since, in fact, the purpose of social software is to make their work easier by providing better access to the knowledge and people they need to be more efficient at solving problems. Seen from a user standpoint its easier to understand. The world is divided in two: business information and social information. By definition if one is about business the other is about...something undefined that may possibly be about business but thats not 100% sure. Categorizing information according to the tool it comes from is having a tool centric approach that mislead users who are lead to evaluate the relevance of information according the tool that contains it and not to its intrinsic value in context. Adopting a user centric approach makes things look quite different: - any information is business information. If not it has nothing to do in their information landscape (or, at least, should not bother them and grab their attention if they dont request it). - Any information is social by nature because it may need to be shared or be the starting point of an interaction. Social experiences dont happen unless theres a business problem that needs to be solved. Fortunately, things are getting better. Were hearing more and more about things about social as layer and not as a feature. This will lead to the emergence of a third kind of information that can be called socialized business information and defined as socially enriched business information and perfectly matches users expectations: - the ability to start a social experience around any information to solve a business problem the ability to grab the worth of the past social experiences that happened around a given information. Businesses and people need to socialize information and they often dont understand why some want them to socialize themselves through tools that are not seen as a solution but as a new problem (who said burden?) at first sight. In fact the hardest thing in enterprise 2.0 adoption is less about making people adopt more social behaviors in a business contact than about making them use social software. Bringing social capabilities into the whole information landscape and make social software a kind of invisible layer looks like a relevant way to make users understand that its all about providing them with more efficient tools to make the most of information to do their work and not about making them split them use one more (even great) tool. Instead of banning external services, businesses should have a look and understand what the Facebook Like button means, how people are using, for instance, Diigo to annotate and start conversations on any web page while transparently consolidating everything on the Diigo platform. Thats only a beginning but it may be quite inspiring.

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What do AIIM Members think about Enterprise 2.0?

Atle Skjekkeland, Vice President for AIIM International (May 25, 2010) Is Enterprise 2.0 or social software important to you? Check out what your industry colleagues thinks about this: 29% see Enterprise 2.0 as imperative or significant to their organizations business goals 59% think social networking will make a dramatic change to business life in the next few years 37 % of members 31-45 years old expect to use the same type of networking tools with their business colleagues as they do with friends and family 49% of members 31-45 years old believe that the wisdom of the crowds improves information quality Studies have shown that Wikipedia is as accurate as Encyclopedia Britannica Its not IF to implement Enterprise 2.0, - its HOW to do it! Its therefore important to understand the following: How can social software be used within an organization to improve knowledge sharing and collaboration? How can I improve communication and transparency between departments and locations? How can new staff learn from more experienced staff? How can staff easier find colleagues with relevant expertise or experience? How do I balance openness vs. control? Use this community to find the answer to these and other questions. Connect, share and learn.

Bringing home the Power, Softly

Sanooj Kutty, Internal Consultant for National Health Insurance Company Daman (May 18, 2010) E 2.0 is tomorrows Hello World. The way LinkedIn, Facebook, Twitter and to a lesser extent Xing and Orkut are taking over the world is ample proof that heavy-headed technology can deliver light-hearted solutions. Friendship, Business and even Courtship are the horses on which these communication and collaboration environments have been riding into the sunset. Although not in the classic romantic mold of Alfred Noyes Highway Man, they have nonetheless charmed millions into falling madly in love with them. This is all fine and known to the world and so it was natural that the immense power of social media would find its way into todays corporate world. A corporate world that is no longer isolated to a single nation, race or religion. Globalization had given birth to a social tsunami along with the immense promise, a phenomenon probably pipped at the post only by the European discoverers who connected the separated physical land masses of Earth. However, this post isnt about the significance of E 2.0. It aims to answer how E 2.0 can be imbibed within a globalized corporate. Being an admirer and a keen follower of Dr. Shashi Tharoor (@ShashiTharoor), former Under Secretary General of UN and current Member of Indian Parliament, I was fortunate to view his speech at TED on YouTube (another social media icon). What struck me was how he claims the next wave of power being all about Soft Power. Although coined by Joseph Nye in the 1980s at a time when MacDonalds, Coca Cola, Nike and Hollywood was spreading the

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influence of America all over the world, soft power was identified by Dr. Tharoor as the single important factor which would allow India to exercise its influence over the world as it grows into a power to beckon and respect through IT, Curry Houses and Bollywood among others. The political debate on Hard versus Soft Power was crushed with the waning positive outlook and influence America today commands from the world. Here, I do not mean the cruel and meaningless violence touting mercenaries and terrorists. If at all Bush Jr. had lost was not his War on Terror, bin Laden, Iraq or Taliban, what he had lost was the strong attractive charisma of America; The Land of the Opportunities and Freedom. Although a Republican himself, Reagan had quite successfully used Soft Power to emerge victorious over erstwhile USSR in the Cold War. A similar challenge lies ahead with the corporate world as they set their agenda of adopting or discarding E 2.0. It isnt about technology; it is about exercising power over the use of E 2.0. On one side, there is the increasing pressure on Information Governance and on the other side; there is the demanding Voice of Customer (internal). A tough choice to make indeed for an organization, yet, a peep back into times will show that Soft Power has always had better and more long lasting benefits arise than the exercising stringent rules and regulations over the natural ability and desire to express. Unless organizations learn to look in the mirror to honestly accept the paradoxes that lie within, the cultural nuances that make them tick and the team spirit that makes them click, they will continue to pursue E 2.0 as a technical solution hunting for admin controls and access rights. This definitely is not what Enterprise 2.0 is about. Surely, the need has come for Public Diplomacy and Soft Power to merge as an influential approach to bringing home the power of E 2.0, softly

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Social Content Governance

Jeetu Patel, President for Doculabs (May 13, 2010) The Enterprise Content Management (ECM) industry has gone through significant transformations over the course of the past decade. A seminal event that got ECM on the mainstream map was the Enron debacle a few years ago, followed by Sarbanes Oxley, followed by Federal Rules of Civil Procedure changes that occurred in late 2008. My point is that a series of events increased the need for better information governance, and the logical suppliers were those that provided information management capabilities using their ECM technologies. It can be argued right now that information governance as a market might even be a larger addressable market than the ECM market over the next few years, largely because of increased regulation and significant exposure to organizations from mismanagement and poor governance of information. One of the big reasons for information governance becoming even more critical is the advent of E2.0 or social computing. More and varied different content types keep getting added to the already mushrooming volume of information. Effective governance without obstruction of creativity is critical to mitigating risk while maximizing productivity and innovation. Wikis, ad hoc collaborative content, microblogs, and blogs like these typically dont have good governance policies enforced around them. Those suppliers that provide solutions to address this problem will find themselves in high demand. Those that dont effectively position themselves for it will be at a great disadvantage due to the rapid growth of social business content. Coming up with effective solutions wont be easy, however. If usability and governance arent completely balanced, enforcement will be nearly impossible to achieve. Given the popularity and proliferation of cloudbased models in social computing, it might be an ideal time for the ECM vendors to bring about information governance capabilities as a cloud service. Furthermore, it will be imperative for the providers to embed the user experience of content governance in the authoring and collaboration applications. Having records management as a separate UI might be good for a few, but the masses will need to have a default setting for the records management policy so that they dont need to do much, and if they dont agree with the default, they should be able to change it with a few clicks. The benefit of a cloud based, UI-less approach is most likely to garner adoption for governance of social content. Heres a topic for discussion: Do you believe that cloud-based social content governance will be a viable alternative for your organization? Please weigh in with your comments.

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ECM Toolkit

Enterprise 2.0 In a Small Company

Nick Inglis, Partner for Zen Tech Innovation (April 26, 2010) The company I work for is small, in the 1-25 employee category. We hardly qualify as an Enterprise but that hasnt meant that we havent marched forward with our Enterprise 2.0 implementation and already realized benefits from it. We first set forward some realistic goals: 1. Replace our Information Siloes (which were generally our individual knowledge, no repository) 2. Share Company Direction More Easily 3. Integrate Email (so that we could retrieve more easily on the road, no, not exactly E2.0, but still integral for our company) 4. Simplify and Make Uniform Customer Support (Phone, Email, Ticketing, etc.) Heres what weve developed: We started with an open source web content management system: Joomla. We set up within Joomla a simple one-to-many blog. We added community functionality by utilizing JomSocial, a social networking component for Joomla that retails for less than $200. We installed JFusion on the Joomla site as a bridge program that helps integrate login with several systems into Joomla. We integrated DokuWiki, a wiki engine, into our Joomla site utilizing JFusion. We also used a full page shadowbox to incorporate our CRM system, document management system, project management system and a web based email system into our system. Is all of this perfect? No, of course not, but it was extremely inexpensive to launch and easy to use. Single login doesnt work on all systems yet, but it really doesnt need to at this point and I wont be losing any sleep over it. Were using the wiki to share knowledge and add information about how to provide support, questions to ask and even some canned responses. It also has been an easy way for us to collaborate and for all employees to know how to easily access any information they need to perform better at their jobs. Our E2.0 system launch has increased our productivity and integrating all of our tools into a single interface has made access to systems much simpler. Is it possible to have an Enterprise 2.0 deployment in a small company? Absolutely. Is it worth all of the effort? With proper planning and some crafty use of open source technology... absolutely.

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About AIIM
AIIM (www.aiim.org) is the community that provides education, research, and best practices to help organizations find, control, and optimize their information. The AIIM community has grown to over 65,000 professionals from all industries and government, in over 150 unique countries, and within all levels of management including senior executives, line-of-business, and IT. For over 60 years, AIIM has been the leading non-profit organization focused on helping users to understand the challenges associated with managing documents, content, records, and business processes. Today, AIIM is international in scope, independent, implementation-focused, and, as the representative of the entire enterprise content management (ECM) industry - including users, suppliers, and the channel - acts as the industry's intermediary.

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