Moving from Records to Engagement to Insight

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

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<ul><li> 1. From Records to Engagement to Insight -- Putting Social Technologies to Work Report of AIIM McAfee TF John Mancini President, AIIM 1 December 2011http://www.flickr.com/photos/designmark/6325852715 </li> <li> 2. @jmancini77blog = DigitalLandfill.orgIf you are an informationprofessional,AIIM is where you belong.www.aiim.org Text GILBANEyour email to 22333 for copy of new AIIM Task Force report 2 </li> <li> 3. Records Engagement Insight AIIM | All rights reserved </li> <li> 4. AIIM Task Force - 1 Alfresco EMC Hyland Software IBM Iron Mountain Kodak Microsoft OpenText Oracle AIIM.org/futurehistory AIIM | All rights reserved 4 </li> <li> 5. Systems of Engagement Social and Era Mainframe Mini PC Internet Cloud Systems of Record Years 1960-1975 1975-1992 1992-2001 2001-2009 2010-2015 Typical A batch A dept A A web An thing trans process document page interactionmanaged Best Digital known IBM Microsoft Google Facebook EquipmentcompanyContent Social Image Document Content mgmt Microfilm Business Mgmt Mgmt Mgmt focus Systems </li> <li> 6. Consideration Systems of Record Systems of Engagement Focus Transactions Interactions Governance Command &amp; Control Collaboration Core Elements Facts &amp; Commitments Ideas &amp; Nuances Value Single Source of Truth Discovery &amp; Dialog Standard Accurate &amp; Complete Immediate &amp; Accessible Content Authored Communal Primary Record Type Documents Conversations Searchability Easy Hard Usability User is trained User knows Accessibility Regulated &amp; Contained Ad Hoc &amp; Open Retention Permanent Transient Policy Focus Security (Protect Privacy (Protect Users) Assets) AIIM | All rights reserved </li> <li> 7. AIIM Task Force - 2 ABBYY Iron Mountain Alfresco Jive Box Microsoft EDB ErgoGroup Moxie Software EMC Newsgator EvoApp OpenText Huddle Oracle Hyland Software PFU IBM SocialText Igloo Yammer AIIM | All rights reserved 7 </li> <li> 8. AIIM Task Force - 2 AIIM | All 8rights reserved </li> <li> 9. AIIM Task Force - 2 2 in person meetings and 3 web conferences Survey of 403 user organizations &gt; 10 employees, non vendor/consultant 56% North America AIIM list, not necessarily AIIM members Open Innovation = 101 responses Sales &amp; Marketing Collaboration = 73 responses Enterprise Q&amp;A = 118 responses 10 user interviews AIIM.org/research AIIM | All rights reserved 9 </li> <li> 10. Open Innovationhttp://www.flickr.com/photos/20144155@N00/5683294429 </li> <li> 11. 48% report that OI has already yielded major Open innovation (OI) changes to internal processes. is surprisingly widespread and successful. AIIM | All rights reserved </li> <li> 12. 34% report major changes to their external Open innovation (OI) offerings. is surprisingly widespread and successful. AIIM | All rights reserved </li> <li> 13. Open innovation (OI) is surprisingly widespread and successful. In more than 70% of OI environments, participants Idea voting and can comment on others ideas. ranking capabilities are underutilized. AIIM | All rights reserved </li> <li> 14. Open innovation (OI) is surprisingly widespread and successful. Fewer than half support the ability of participants Idea voting and to vote, refine, or volunteer to work on others ranking capabilities ideas. are underutilized. AIIM | All rights reserved </li> <li> 15. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. Only 44% report that OI is an excellent or good fit OI is not yet tightly with corporate culture. integrated into company cultures. AIIM | All rights reserved </li> <li> 16. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. Only 35% report that OI communities are tightly or OI is not yet tightly fairly tightly tied to the way the company currently integrated into conducts innovation. company cultures. AIIM | All rights reserved </li> <li> 17. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. OI is not yet tightly integrated into company cultures. Over 90% report that anyone inside the company OI appears can contribute to their OI environments. widespread within organizations, but not outside them. AIIM | All rights reserved </li> <li> 18. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. OI is not yet tightly integrated into company cultures. Only 15% said that outsiders even pre-screened OI appears outsiders can participate. widespread within organizations, but not outside them. AIIM | All rights reserved </li> <li> 19. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. OI is not yet tightly integrated into company cultures. OI appears widespread within organizations, but not outside them. 44% said that they offer no rewards at all for Rewards and participation, while 42% of OI environments include incentives for OI quantitative reputation and/or status scores. participation vary widely. AIIM | All rights reserved </li> <li> 20. Open innovation (OI) is surprisingly widespread and successful. Idea voting and ranking capabilities are underutilized. OI is not yet tightly integrated into company cultures. OI appears widespread within organizations, but not outside them. 29% of organizations offer monetary rewards of Rewards and some kind. incentives for OI participation vary widely. AIIM | All rights reserved </li> <li> 21. Marketing &amp; Sales http://www.flickr.com/photos/59937401@N07/5857375238 AIIM | All rights reserved </li> <li> 22. Only 18% of survey respondents report that they Marketing and Sales have efforts underway in this area. integration is the least mature and most difficult of our 3 use cases. AIIM | All rights reserved </li> <li> 23. The sales culture and typical sales force Marketing and Sales incentives are problems, as is the difficulty of integration is the least gathering together all of a companys digital mature and most marketing content, putting it in one place, and difficult of our 3 use organizing it so that it makes sense to users and is cases. navigable. AIIM | All rights reserved </li> <li> 24. Marketing and Sales integration is the least mature and most difficult of our 3 use cases. After E2.0 was in place, over 60% said that the M&amp;S use triggers Big two departments were performing fairly well or gains in knowledge very well in each of these areas. sharing, timely communication, ability to work together. AIIM...</li></ul>

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