The Forrester Wave - Dynamic Case Management Q1 2014

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The Forrester Wave™: Dynamic Case Management, Q1 2014by Craig Le Clair and Derek Miers, March 28, 2014

For: Enterprise Architecture Professionals

Key TaKeaways

advancing DCM Products Offer More To Businesses, Implementers, and end UsersOpportunity for enterprises lies in unstructured pockets of work activity. Today’s DCM products give businesses more control over cost and goal management, implementers a new information-first design approach, and end users the process flexibility they desperately need.

Pegasystems, Be Informed, Kana, and IBM Lead The PackForrester’s research uncovered a market in which Pegasystems, Be Informed, Kana, and IBM lead the pack. Isis Papyrus, Appian, OpenText, EMC, Kofax, Whitestein Technologies, DST Systems, Oracle, and Hyland offer highly competitive options.

adaptive Capabilities are Key Differentiators In The DCM MarketForrester’s research ranked providers for both design time and runtime capabilities. Strong design time case management emphasizes control over highly repeatable processes. Strong runtime case management supports use cases where the ultimate paths are highly variable.

access The Forrester DCM wave Model For Deeper InsightUse the detailed Forrester Wave™ model to view every piece of data used to score participating vendors and create a custom vendor shortlist. Access the report online and download the Excel tool. Here, you can alter Forrester’s weightings to tailor the Forrester Wave model to your specifications.

www.forrester.com

© 2014, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

For EntErprisE ArchitEcturE proFEssionAls

why ReaD ThIs RePORT

In Forrester’s 38-criteria evaluation of dynamic case management (DCM) vendors, we identified, researched, analyzed, and scored the 13 most significant software providers — Pegasystems, Be Informed, Kana Software, IBM, Isis Papyrus, Appian, OpenText, EMC, Kofax, Whitestein Technologies, DST Systems, Oracle, and Hyland Software. This research highlights emerging adaptive features that will help enterprises tackle increasing volumes of varied and unstructured work. To do this we evaluated vendors in two categories reflecting these new features: design time and runtime. Pegasystems, Be Informed, Kana, and IBM were Leaders in overall capabilities with balanced strengths across both design time and runtime capabilities. This report details our findings on how well each vendor fulfills our criteria and where it stands in relation to other vendors in these categories to help enterprise architects select the right solution to support launching and scaling enterprisewide DCM.

table of contents

Our Dynamic Case Management evaluation approach

Design time case Management Emphasizes And Delivers control

runtime case Management supports use cases Where Work is highly Variable

Buyers Focus on current offerings, Future Vision, And strength of installed Base

Evaluated Vendors

evaluation analysis

Vendor Profiles

leaders Emphasize Dynamic capabilities

strong performers Emphasize Either runtime or Design time capabilities

contenders Emphasize A strong Base of customers

supplemental Material

notes & resources

Forrester conducted full-day lab-based product evaluations in December 2013. We also interviewed 15 vendors and 30 user companies.

related research Documents

Knowledge Work pushes Dynamic case Management MarketMarch 28, 2014

smart process Apps — one Year laterDecember 10, 2013

Dynamic case Management — An old idea catches new FireDecember 28, 2009

The Forrester wave™: Dynamic Case Management, Q1 2014Design time And runtime Features Differentiate the leadersby craig le clair and Derek Mierswith Alex cullen and Julian Keenan

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the Forrester Wave™: Dynamic case Management, Q1 2014 2

© 2014, Forrester Research, Inc. Reproduction Prohibited March 28, 2014

OUR DynaMIC Case ManageMenT eVaLUaTIOn aPPROaCh

To assess the state of the DCM market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top DCM vendors. Our goal in this evaluation was to highlight emerging adaptive features that will help enterprises tackle increasing volumes of varied and unstructured work. To do this we have evaluated vendors in both design time and runtime categories.1 As we do not, except in rare cases, recommend an enterprise purchase two DCM platforms, we also provide an overall ranking.

Design Time Case Management emphasizes and Delivers Control

Older process automation approaches, based on traditional production concepts with clearly articulated paths, still drive most enterprises. Yet these approaches struggle to support the flexibility required by emerging customer-centric activities. As jobs get smarter, enterprises have fewer skilled resources that must tackle more varied and complex work. They require controlled yet adaptable mechanisms to deliver better customer experiences and, at the same time, meet new demands from regulators, auditors, and litigants. Design time case management:

■ Assumes 90% of what the user will do is designed ahead of time. Design time use cases tend to be more production oriented. For example, consider exception management for financial transactions. Case workers have some flexibility by adding new tasks or involving other users, but the overall process flow is well defined and repeats often. Criteria critical for design time use cases emphasize the development environment and production case management criteria.

■ Is controlled and auditable. Traditional business process management (BPM) implementations tend to lock users within a set of screens and forms. When context and exceptions become complex, work gets stuck. The only avenue is to break out of the prescribed process — into email, sticky notes, spreadsheets, and phone calls. Standardization, control, transparency, and auditing are largely lost for these “out of process” activities. Criteria critical for design time use cases maintains work within case process boundaries.

■ Provides pre-defined and controlled mechanisms to handle variation. Case context can vary considerably, so employees need ways of changing how cases are handled, using their skills and expertise. But design time, as opposed to runtime, wants to limit or control that flexibility. Simple task reassignment is one such facility, but products also include the ability to dynamically select predefined tasks or associate new process fragments at runtime. In addition, design time DCM platforms must have strong integration to underlying data and systems, delivering information to the case worker progressively and in context for each state. As the context for a given state changes, strong design time DCM products capture documents and events and update the work, potentially kicking off other process fragments or firing context-specific business rules.




Runtime Case Management supports Use Cases where work Is highly Variable

Creative and unpredictable work efforts still retain structure. Even Jackson Pollock, the prominent abstract painter, needed to select the right canvas, choose a floor location, select which paint cans to drip, and determine the best order. The opportunity for enterprises today lies in similar unstructured pockets of activity, where exceptional service thrives, as does high costs and risks to the business. Runtime case management:

■ Allows behavior to evolve during a running process. These approaches allow users to meet emergent requirements and independently add features as they need them. The end user can create tasks, add users to the process, alter business rules, and collaborate with peers in real time. These emergent approaches take the pressure off designing all capabilities ahead of time, minimizing upfront process discovery, relying on flexibility in the platform to handle exceptions.

■ Supports an increasing volume of knowledge work. There are now far fewer production workers, such as those that perform repetitive tasks like data entry and responding to simple information requests. Relentless offshoring, automation, and customer self-service are slowly eliminating the need for these types of workers. We consistently hear feedback, such as “Today, 70% of our inquiries are handled by self-service [interactive voice response, Web, or mobile] with only 30% ever getting to our call center. Unfortunately, the number of agents we need has not decreased due to how complex these calls are.” (VP of workforce planning, major telecommunications company)

■ Supports flatter organizations and the projected increase in unstructured work patterns. Process management is changing. Current process approaches supported by traditional BPM and typical process models are too complicated to design with the business. They tend to reflect an antiquated organizational hierarchy that is becoming obsolete.2 Flat organizations use information sharing tools that change the nature of work, lead to more unstructured peer-to-peer communication, and make the combination of tasks and information context central to process outcomes.

■ Provides a strong goal versus task orientation. Trends in performance management stress the importance of metrics that allow automated measurement against tactical goals. Moreover, the business wants to map operational goals to financial and strategic objectives across the enterprise.3 In addition, leading organizations are managing performance with goals that span functional and organizational processes — metrics that map to the customer or business value. With modern DCM platforms, a business can now design a process based on goals with less dependence on specific task completion. Several providers have built strong constructs for goal management allowing goals to link to pre-conditions and rules, alongside traditional task completion.




Buyers Focus On Current Offerings, Future Vision, and strength Of Installed Base

As a buyer considering DCM offerings, you have a diverse range of solution providers to choose from. For this report, Forrester used a comprehensive set of case-management-specific evaluation criteria to compare DCM solutions vendors. Forrester also examined past research, user needs assessments, and vendor and expert interviews. We organized the criteria for this Forrester Wave evaluation into three high-level categories:

■ Current offerings. We looked at the strength of the vendors’ products across a wide spectrum of DCM capabilities. We evaluated the product’s architecture, its support for case phases/milestones, service-level agreement (SLAs), deadlines and dependencies, sophisticated organizational models, deployment options, event handling, and the overall execution approach. We also looked at support for analytics, ease of user interface development, and enterprise content management (ECM) capabilities.

■ Strategy. We looked at the strength of each vendor’s product strategy and vision, and how it intends to support increasingly complex customer requirements. We also explored the go-to-market strategy for each vendor, assessing its degree of focus on DCM needs.

■ Market presence. We gauged the size of the vendor’s customer base and evaluated the depth of human and financial resources available to enhance its products and serve customers. Market presence in this report reflects the relative importance of each DCM solution vendor within the overall DCM solutions market.

evaluated Vendors

Forrester included 13 vendors in the assessment. Each vendor has met four main criteria for inclusion in this Forrester Wave evaluation (see Figure 1):

■ They are often discussed in client inquiries and appear on client vendor selection shortlists.

■ Their solutions are widely applicable to use cases across three main case management categories: investigative, incident management, and service requests, which demonstrate a horizontal case management platform.

■ They demonstrate innovative approaches to dynamic case management.

■ Their solutions include significant proprietary capabilities in key areas of technology for dynamic case management — for example, BPM, ECM, social technologies, and analytics.




Figure 1 Evaluated Vendors: Product Information And Selection Criteria

Source: Forrester Research, Inc.

Vendor

Appian

Be Informed

DST Systems

EMC

Hyland

IBM

Isis Papyrus

Kana

Kofax

OpenText

Oracle

Pegasystems

Whitestein Technologies

Product evaluated

Appian BPM Suite

Be Informed Business Process Platform

AWD10

EMC Documentum xCP

OnBase

IBM Case Manager

Papyrus Platform (including Framework Solution for ACM)

Kana Enterprise

Kofax TotalAgility

OpenText CordysOpenText BPM EverywhereOpenText Process IntelligenceOpenText Cordys Process Component Library

Oracle BPM Suite 11g

Pega Dynamic Case Management

Living Systems Process Suite

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September 2013

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October 2013May 2013November 2012November 2013

April 2013

July 2013

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Inclusion criteria

Vendors are often discussed in client inquiries and appear on client vendor selection shortlists.

Their solutions are widely applicable to use cases across three main case management categories: investigative, incident management, and service requests, which demonstrate a horizontal case management platform.

They demonstrate innovative approaches to dynamic case management.

Their solutions include signi�cant proprietary capabilities in key areas of technology for dynamic case management — for example, BPM, ECM, social technologies, and analytics.




eVaLUaTIOn anaLysIs

Our goal in this evaluation is to highlight emerging adaptive features that will help enterprises tackle increasing volumes of varied and unstructured work. To do this we have rated vendors in both design time and runtime categories.4 All providers have both design time and runtime features. Yet, market focus, product features, and architectures make some products more adaptive, while others stronger for use cases where adaptation is less important than control. To be clear:

■ Strong design time case management emphasizes and delivers control. This capability assumes that 90% or more of what the user will do is developed, tested, and deployed prior to user getting started. Case workers have less flexibility, e.g., adding new tasks or involving other users, and the overall process flow is well defined and more repeatable. Criteria supporting design time were weighted more highly in this ranking including the development environment and production case management criteria. These use cases tend to be more production oriented; for example, managing exceptions for financial transactions (see Figure 2).

■ Strong runtime case management support use cases where work is highly variable. The case unfolds over time is far less predictable. The case view is altered by user actions and system events, with users who are able to add tasks, processes, and participants on the fly at the point of need. Criteria supporting runtime case management were weighted more highly in this ranking, including user-centered design, runtime evolution, support for goals, and data management (see Figure 3).

Since we do not believe an enterprise should choose two DCM platforms, we have also included an overall ranking that provides a more balanced weighting across both runtime and design time (see Figure 4). We intend this evaluation of the dynamic case management market as a starting point only. We strongly encourage readers to view detailed product evaluations and then extend the list of vendors, and to include some of these criteria, or adapt the criteria weightings, to fit their individual needs through the Forrester Wave Excel-based vendor comparison tool.




Figure 2 Forrester Wave™: Dynamic Case Management: Design Time Capabilities, Q1 ‘14


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Figure 2 Forrester Wave™: Dynamic Case Management: Design Time Capabilities, Q1 ‘14 (Cont.)


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Figure 3 Forrester Wave™: Dynamic Case Management: Runtime Capabilities, Q1 ‘14



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Figure 3 Forrester Wave™: Dynamic Case Management: Runtime Capabilities, Q1 ‘14 (Cont.)


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Figure 4 Forrester Wave™: Dynamic Case Management: Overall Capabilities, Q1 ‘14



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Figure 4 Forrester Wave™: Dynamic Case Management: Overall Capabilities, Q1 ‘14 (Cont.)


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VenDOR PROFILes

Leaders emphasize Dynamic Capabilities

Leaders had to provide a strong balance across both runtime and design time criteria, as well as show a strong product and go-to-market strategy. The combination of advanced R&D, vision, and market execution was achieved by this group. The Leaders are:

■ Pegasystems leads in both design time and runtime rankings. Pegasystems, now at over $500 million in revenue, continues to strengthen its core platform to quietly become the dominant DCM provider. It was a Leader in overall capabilities and in both design time and runtime views. Indeed, DCM has become a priority for the vendor as it provides agility for the packaged and legacy environment though advanced rules- and cased-based support. Pegasystems is particularly strong for the service request area, especially with the addition of predictive analytics from the Chordiant acquisition. Innovation continues. The product road map will explore archiving process data in a Hadoop environment to accommodate the “bigness” of accumulated process data to dynamically detect and drive next best action. The underlying rules capability of its engine enables the incremental automation of the case flow. Pegasystems is working to unify and generalize development interface and simplify implementations. Large blue chip customers continue to be the mainstay. A stronger small and medium business (SMB) offering will serve as a strong defense measure.

■ IBM will drive leadership in analytics in the dynamic case management market. The 5.2. version of advanced case management (ACM) focuses on providing value through the content lens and is deeply ingrained in the flagship P8 platform, which is now the add-on of previous versions and the repository for all case artifacts. With over 4,000 P8 customers, this is a winning approach and Forrester estimates that IBM has over 200 DCM customers already. Overall this release shows welcome technology consolidation, including a stronger UI design that is more organized around the folder and content repository with a “just what you need” approach for analytics and business rules that departs from embedding the complete and more complex stacks in the product. Previous versions had too many diverse tool sets to keep coordinated and for users to learn. Strategically, its strong partnership ecosystem will help drive the horizontal platform deep into industry solutions across all DCM use case segments.

■ Be Informed is one of the top design time and runtime products. The product benefits from a very strong modeling architecture along with well-articulated constructs throughout for project implementation and goal setting. For example, the Netherlands immigration service can change citizen goals easily, with the ability to immediately alter context and case. Event management, service-level agreements (SLA), milestones, and deadline management are all best-in-class. A portfolio of solution frameworks is developing and includes government sector solutions for permitting, tax, benefit, and public safety and security. Financial services sector solutions include life and pensions, claims handling processing, governance risk and compliance, and sales and advice. Recently, Be Informed restructured to separate the consulting and product divisions.




■ Kana Enterprise brings knowledge management to a new level. During our evaluation, Verint Systems bought Kana to add a customer experience depth to its information and analytics business.5 The underlying Ciboodle product, now called Kana Enterprise, is perceived to be the jewel within the collection of purchased Kana businesses. The product has significantly improved from 2011. The business administrative interface is a well-packaged design environment that can be used by a business analyst with a second additional technical environment for IT. The data/records view, which allows case workers to operate independently of the running case, and the wizard for setting up case actions are best in class. Overall, the focus on knowledge management use cases for customer services (supporting the full Kana portfolio) will create a clear and valuable road map for the product. Kana could improve implementation of social and mobile functionality, e.g., representational state transfers (REST) for outgoing mobile support, and needs stronger reach to engage more global system integrators (SIs). Some of the underlying analytics could be more effectively leveraged in the product.

strong Performers emphasize either Runtime Or Design Time Capabilities

Strong Performers are a diverse group but are similar to Leaders in providing very strong DCM support across all categories. Overall, they tended to excel in either design time, with more controlled processes, or runtime, by showing innovation in emerging runtime features. The Strong Performers are:

■ Isis Papyrus drives adaptive innovation in the DCM market. Isis Papyrus, a European provider was a Leader in The Forrester Wave™: Document Output For Customer Communications Management, Q1 2014.6 Similar to Pegasystems, Isis is a powerful development platform that can be targeted at a number of process problems. It is a Strong Performer overall but a standout Leader in the runtime tool weighting. The strong ranking stems from the flexibility of its platform for runtime behavior and the emphasis on business terminology and goal orientation. Goals represent outcomes in the product and, unlike tasks which are more tactical, form the looser case construction required for knowledge work. Recent innovations include a patent for a user trained agent (UTA) and a capability that looks at how work is happening and provides recommendations and training based on the latest knowledge gained in case handling. Forrester would like to see greater extension of the product toward specific process domains through partnership and packaging.

■ Appian provides a strong integrated offering. Appian provides a modern case platform with strong native mobile capabilities with offline support coming, as well as an enhanced social interface to improve case awareness and context. New to this review, Appian features stronger data navigation, discovery, and management capabilities via the “records functions,” and refreshed analytics that adjust in real-time. Improved design interfaces and continued end-user UI improvements will soften some of the complex edges still in the product. Overall, Appian delivers one of the stronger integrated suite solutions available as an on-premises or software-as-as-service (SaaS)-based solution.




■ OpenText will go forward with Cordys. OpenText has over 10 workflow products, such as veterans like Gauss, warhorses like Content Server 10, and at least three web content management (WCM) packages. But for BPM, there were only three serious platforms all acquired in the last two years — Global 360, Metastorm, and, more recently, Cordys. Forrester agrees with the selection of Cordys as the go-forward DCM platform due to its advanced cloud support, service-oriented architecture (SOA) construction, strong rules orientation, and the strength of its underlying architecture. The adaptive components and libraries come from the Assure Platform, an acquisition from ICCM Solutions.7 This provides process component libraries that can be selected at runtime as well as supports for next best action analytics though table configuration, or integration to external predictive analytics capabilities. Strong embedded dashboards make for an integrated case view. Social is currently embedded in the DCM Assure layer, but not in Cordys itself.

■ EMC brings together a rich collection of dynamic case management technologies. EMC xCP 2.0 was a brand new product in November 2012 and remains a strong choice for building apps on Documentum with two very capable bookends — a best-in-class capture solution and a leading customer communications management (CCM) product.8 Previous versions had a number of development environments that needed to be mastered, such as UI, process, and data connections. However, the rewritten, eclipsed-based tooling improves coordination of underlying design environments, i.e., there is now a single design tool for information modeling, reporting, system connections, and process modeling. It provides most of what you need except templates designed in the CCM tool. In addition, the 1.0 version was folder- and process-centric while 2.1 uses the content server a complete, object-oriented repository for all case data, except analytics, allowing for an improved information view with enhanced data modeling. Like most advanced products, it is moving away from a dedicated dashboard view and moving toward integrating analytics into the case view.

■ Kofax enhances analytics and social. Kofax now has all the pieces with a rewritten 7.0 release that shows improved unification with overall process assets, integration with Altosoft’s business intelligence (BI) product, and soon-to-be embedded Kapow Software for data integration (essentially synthetic APIs). Its reviewed platform highlighted browser-based interfaces, which deemphasize Silverlight. Stronger case constructs for goal-driven adaptive behavior will advance the product further. Particularly relevant for Microsoft shops, Total Agility leverages Microsoft Office, Dynamics/customer relationship management (CRM), SharePoint, and Office Communication Server (OCS) and is a strong platform for targeted smart process apps that will benefit from traditional Kofax strengths in capture and content analytics.

■ Whitestein Technologies provides the strongest goal-oriented framework. Headquartered in Switzerland and a growing company, with 135 staff, Whitestein began supporting real-time logistics applications. Since 2007, it has focused on BPM to build model-driven application. Leveraging a number of open-source components and the business process modeling




notation (BPMN) standard, the product is now tackling complex applications. It has the strongest goal-oriented execution engine where goals are separately mapped to activities and process instances. Goals have three states — belief, desire, and intention — that then serve model views for organization roles, data, and activities, all managed as independent libraries. Execution is through distributed agents as opposed to a static single engine. Advanced constructs for goal-driven case execution will develop over time as unstructured work patterns accelerate. The eclipse-based environment, while flexible, may be considered too complex for some applications.

■ DST Systems enters the DCM fray. Hundreds of clients have been using AWD for production use cases for two decades. The latest release of AWD10, available in June of 2013, represents an expansion in the offering to support a more unstructured, unpredictable work that is increasingly common and extremely valuable within its client organizations. There are currently around 80 clients using the AWD10 in this regard. Overall strength, particularly for design time, stems from deep financial and healthcare expertise which will surface in smart process apps over time. Clients also gravitate toward the stability and scale of a company executing at a high volume for critical financial applications. Stronger out-of-the-box mobile functionality, primitives that reflect goal orientation, stronger runtime capabilities, and integration of recently acquired analytics will strengthen the base.

■ Oracle shows strong improvement and the potential of analytics. Oracle continues to improve the core product capabilities, e.g., rules, process, data, and UI generation as well as enhance a DCM SaaS offering. Oracle’s strategy has been horizontal to this point (i.e., to provide a comprehensive and unified process management platform that spans all process types). Oracle has an improved business-oriented modeling capability within BPM Composer that supports adaptive case design and patterns. Overall, the product will leverage strong BPM, DCM, ECM, and collaboration platforms. However, predictive analytics — if well integrated — could propel Oracle to DCM leadership by leveraging Oracle R Enterprise, Real-Time Decisions (RTD), and BI. Oracle would benefit from more directed case solutions and frameworks that enable customers to create new solutions and building blocks, particularly when targeted at core packaged applications and industry solutions.

Contenders emphasize a strong Base Of Customers

Hyland is the lone Contender and a recent entry in the DCM market. Given its strong customer base, solid product foundation, and well supported distribution channels, we expect DCM to be a significant growth area for the company. Mostly we like:

■ Hyland’s straightforward approach to DCM market. Building a case-based solution in Hyland stays with the simple, menu driven, point-and-click configuration that has served it well in the content management market. Case components such as entities/data definitions,




filters, user interfaces, processes, business rules, and automated tasks are built with the same UI constructs but live within separate design tools. Strong components for DCM are within the platforms. Better visualization tools for designers (e.g., entity relationships), case workers, and milestone case views, will advance the product as well as enhanced delivery of mobile apps, analytics, and integration with external data stores.

sUPPLeMenTaL MaTeRIaL

Online Resource

The online versions of Figures 2, 3, and 4 are Excel-based vendor comparison tools that provide detailed product evaluations and customizable rankings.

Data sources Used In This Forrester wave

Forrester used a combination of three data sources to assess the strengths and weaknesses of each solution:

■ Hands-on lab evaluations. Vendors spent one day with a team of analysts who performed a hands-on evaluation of the product using a scenario-based testing methodology. We evaluated each product using the same scenario(s), creating a level playing field by evaluating every product on the same criteria.

■ Product demos. We asked vendors to conduct demonstrations of their products’ functionality. We used findings from these product demos to validate details of each vendor’s product capabilities.

■ Customer reference calls. To validate product and vendor qualifications, Forrester also conducted reference calls with two of each vendor’s current customers.

The Forrester wave Methodology

We conduct primary research to develop a list of vendors that meet our criteria to be evaluated in this market. From that initial pool of vendors, we then narrow our final list. We choose these vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate vendors that have limited customer references and products that don’t fit the scope of our evaluation.

After examining past research, user need assessments, and vendor and expert interviews, we develop the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria, we gather details of product qualifications through a combination of lab evaluations, questionnaires, demos, and/or discussions with client references. We send evaluations to the vendors for their review, and we adjust the evaluations to provide the most accurate view of vendor offerings and strategies.




We set default weightings to reflect our analysis of the needs of large user companies — and/or other scenarios as outlined in the Forrester Wave document — and then score the vendors based on a clearly defined scale. These default weightings are intended only as a starting point, and we encourage readers to adapt the weightings to fit their individual needs through the Excel-based tool. The final scores generate the graphical depiction of the market based on current offering, strategy, and market presence. Forrester intends to update vendor evaluations regularly as product capabilities and vendor strategies evolve. For more information on the methodology that every Forrester Wave follows, go to http://www.forrester.com/marketing/policies/forrester-wave-methodology.html.

Integrity Policy

All of Forrester’s research, including Forrester Waves, is conducted according to our Integrity Policy. For more information, go to http://www.forrester.com/marketing/policies/integrity-policy.html.

enDnOTes1 For more information, see the September 28, 2011, “Dynamic Case Management: Definitely Not Your Dad’s

Old-School Workflow/Imaging System” report.

2 Top performing enterprises are flattening out their organizations, removing layers of management, and taking advantage of social and collaboration tools to outperform peers. Forrester has termed this

“Knowledge Dissemination” and is one of our 10 dimensions for the agile enterprise. To review performance gaps between high and low performing companies related to Knowledge Dissemination, see the November 12, 2013, “Business Agility Drives Higher Performance” report.

3 Forrester suggests four categories of performance metrics — productivity, quality, agility, and customer. For a review of this framework and to see the most common performance goals for each, please see the September 21, 2012, “BPM Projects Show Good But Varied Performance” report.

4 For more information about these categories, see the September 28, 2011, “Dynamic Case Management: Definitely Not Your Dad’s Old-School Workflow/Imaging System” report.

5 In January of 2014, Verint Systems announced it will acquire Kana Software, a provider of customer service solutions to extend Verint’s Actionable Intelligence strategy and to help transform customer engagement.

6 To assess the state of the document output for the customer communications market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top document output for customer center management (DOCCM) vendors. After examining past research, user-need assessments, and vendor and expert interviews, we developed a comprehensive set of evaluation criteria. We evaluated vendors against approximately 26 criteria. See the January 8, 2014, “The Forrester Wave™: Document Output For Customer Communications Management, Q1 2014” report.

7 OpenText acquired ICCM on August 1, 2013.

8 For more information, see the August 15, 2012, “The Forrester Wave™: Multichannel Capture, Q3 2012” report and see the January 8, 2014, “The Forrester Wave™: Document Output For Customer Communications Management, Q1 2014” report.













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