According to the research, poor or non-existent tagging of enterprise documents results in two-thirds of senior managers and directors being unable to access key information assets within their own organization, leading to repetition of work and poor workplace collaboration. Such unstructured or untagged information includes a variety of documents, from presentations to meeting notes to various types of web copy. Accordingly,
- 67% of those surveyed say information including research, presentations, plans, meeting notes, reports, web copy, and other uncategorized content is "very difficult" to retrieve.
- 61% say the vast majority of documents are not properly categorized for accurate and rapid retrieval.
- Information overload affects 62% of organizations, with few internal documents easily available to management and staff.
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Additionally, for those who do tag data, much of the problem is that metadata is inconsistent and riddled with errors. The research shows that 68% of managers and directors say their organizations still rely on manual labeling of content, while 64% believe cost — which in most cases would primarily be the overhead of effective manual tagging — is the main obstacle to efficient information retrieval and delivery within enterprises.
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What is clear is that organizations need to act now to deal with poor information performance. This can be done by implementing content intelligence solutions that let companies organize, access and control their enterprise information easily and efficiently. Putting an effective and consistent system in place not only makes it easier to retrieve the right documents, it also means better access to corporate knowledge, improved risk management and compliance and better customer relationship management, which can all mean a better bottom line.
I have a déja vu. Not very surprising, the results of the study. I remember very well the discussions on Document Management. Do we need a Content Management system, file folders, a folder structure, a "Aktenplan" (filing plan), where we store our scanned and PC-generated file? A few years later we had the discussion around E-Mail Management. Beside the question of legal evidence of E-Mail the generic question was if and how to store E-Mails: Let the enduser decide, which E-mails are filed and tagged? Should a system automatically file all e-mails and apply the correct tags?
The amount of content and information is still growing dramatically, First we had to scan a few documents. Then we had PC-generated files, word processor-documents, spreadsheets and presentations. The E-Mail made it worse . Hundreds, thousands of e-mails were and are flooding the inboxes each day. Now we are in the Social Business age: Tweets, Social Network-entries, blog- and wiki-entries, video and audio files. Forget about manual tagging. Where it is done, fine. but manual, end-user driven tagging was always challenging. I believe the future is going to be automatic system-driven tagging of content and intelligent content retrieval. Watson leads the way ...
The differences run deep — so deep that current attempts to repurpose CMS systems as social platforms are likely to be futile.
CMS is built for command and control.
Social Business platforms are built for collaboration and sharing.
CMS is designed to manage content.
Social Business fosters conversations.
CMS reinforces organizational boundaries and hierarchies. Users are siloed in separate sites and document spaces.
Social Business promotes openness and connectedness. Users are part of a unified community.
CMS tracks activity without providing context or meaning.
Social Business platforms are all about context and meaning. They apply adaptive intelligence and social connections to bring information to the right people at the right time.
... CMS systems don't typically provide sentiment analysis, tools for innovation and ideation, support for mobile devices, activity filters and more.
... CMS has its roots in transactional, database-driven systems. There are no provisions for essential social constructs such as activity streams, user profiles, social feedback and reputation mechanisms, a centralized view of community activity and collaborative messaging. These capabilities come from a bottom-up design, not just slotting in some new modules or slapping a new UI on top of an existing CMS foundation. Actually, adding social features after the fact can make matters worse, creating more walled-off information that is hard to manage and search.
Very interesting article on Content Management and the differences to Social Software. In particular I do like the comments on Sharepoint following in the posting: A tool developed for file and document management is not social - by nature, whatever the vendor claims it to be. You need to put real social software on top of it to be successful. The decisions e.g. Bayer and Continental in Germany made, confirm this judgement.
It will be an interesting discussion at the XING Content Management Lounge on October 13 in Cologne, where we are going to discuss "ECM and Social Software, the beginning of a beautiful friendship." Play it again, Uli K. and Uli L.!
I am not convinced. I believe that Social Software and Social Business will change ECM, too. And this is not being reflected in the graph. We are going to discuss the question of interference of ECM and Social Business on October 13 at the XING Content Management Lounge in Cologne. My old buddy Dr. Ulrich Kampffmeyer is the host and I am looking forward to hear the kick-off presentation of Ulrich Leuthner, my friend in Costa Mesa since good old FileNet times.
When we work with enterprise clients we frequently see how email is the de facto medium for many processes, both formal and informal. It is illuminating to dig a bit deeper and expose the costs that email imposes on the organization for each process, and that helps build the business case for a Social Business approach.
With Social Business Intelligence you can fish those processes out of email and redesign them, taking information abundance and human nature into account. What is really powerful about the approach is that, armed with the right tools, we see the business taking the initiative to improve their processes and move to new ways of working. As a side effect, valuable knowledge moves from people’s email inboxes and archives into a more transparent flow, increasing the potential for re-use and fostering improved awareness of what is currently going on.
Interesting take on moving away from e-mail centric "processes" (and I am hesitant even to call this processes) to "social-enabled" processes. I would even go a step further: Meanwhile it is not only about e-mail. It is about documents, too. We need to move from a document-centric to a people-centric "social" approach. Very often information and knowledge sitting within documents, spreadsheets or presentations needs to move out of its siloed existence into a social environment to be widely acessible and usable.
In the future, content management will become like air, invisible to users. The content will be automatically managed. We won't have to spend any thoughts on how to manage our content. We won't have to care about different formats or types of content, where the content is stored, or what version of it that is the correct one. Instead we will be able to concentrate entirely on how to communicate effectively.
What a vision on content management and - even more important - how to manage content automatically and focus on communication and getting your work done. Interesting to think through, what needs to happen behind the scenes, that such a vision becomes true: content & social analytics, intelligent serach, auto-categorization, rendering, intelligent archiving and much, much more ...
Aber in einer Unternehmenswelt, in der Komponenten des "Social Workplace" verstärkt eine Rolle spielen, gehe der Trend vom E-Mail- und dokumenten-orientiertem Arbeiten zu mehr Zusammenarbeit in Echtzeit, zu Instant Messaging, Unified Telephony und Videokonferenzen.
Besonders wichtig scheinen für Pfeiffer "Activity Streams" à la Facebook-Walls in den Social Workplace mit mehr offenen Teilen von Informationen zu sein. Der Trend gehe weg vom Zeitalter des Herrschaftswissens hin zum Zeitalter des Teilens. Arbeit in Netzwerken und Gemeinden sowie das Bereitstellen von Informationen im Kontext durch Analysen stünden im Vordergrund.
Dieser Artikel auf ZDNet.de basiert auf einem Vortrag, den ich auf der IBM ECM Anwendertagung gehalten habe. Danke an Rudi Kulzer für die Zusammenfassung und das anregende Gespräch nach dem Vortrag. Und danke an das IBM ECM Team für die Einladung als Sprecher.
Document Activity Streams
Enterprise activity streams need to include document updates, and users need to be able to define which document they want to follow, the same way they define which colleagues they wish to ‘follow’ in an enterprise social network. In other words, I want to be able to “follow” a document the same way I follow or connect to a co-worker on my enterprise social network. Oh, and of course, I want these updates regardless if I am traveling, or working from home or at the office. Therefore, I need the activity streams to be available from my smart phone, my tablet computer and my desktop.
What this means is that Enterprise Content Management and Social Software platforms will rapidly converge, because documents are just one aspect of the social enterprise. Documents need to be integrated into communities, profiles and activities. Simply put, documents are just another social artifact.
Very interesting piece. Last week i presented at the German IBM ECM User Meeting in Frankfurt on Social Business and Enterprise Content Management. One of my conclusions was that we will see less e-mail centric and more activity stream-related work. I explained the concept and related to the IBM Social Business Toolkit as the way to integrate events into the activity stream. Now I am reading this blog post and I am thinking on LotusLive Symphony as the collaborative editor and activity streams ...
Das ist meine Präsentation von der IBM ECM Anwendertagung vom 31. März 2011 in Frankfurt. Ich habe versucht, die Änderungen in der Arbeitsweise und am Arbeitsplatz in den kommenden Jahren zu skizzieren und dessen Einfluß auf Enterprise Content Management. Ich hoffe, dass nun auch viele unserer IBM ECM Partner nun damit anfangen, ihre ECM Lösungen in den Activity Stream über den IBM Social Business Toolkit zu integrieren. Sach- und Fallbearbeitung, Rechhungsprüfung u.v.a. Vorgänge voll integriert und bearbeitbar im Activity Stream. Das ist der Weg.
Sehr interessante Präsentation vom AIIM Präsident John Mancini über The Challenges of Paper-based Polices in a Facebook Era. Passt inhaltlich zum Vortrag, den ich am 31. März bei der IBM ECM Anwendertagung unter dem Titel Social Business meets Enterprise Content Management halten werde. Die Präsentation wird dann auch auf Slideshare und hier zu finden sein.
Wenn AIIM dann irgendwann noch verstehen wird, dass ein bestimmtes Produkt bestimmt nicht Social-alike ist oder in die Facebook-Era passt ...
This roadmap is a tool to help organizations effectively develop social business processes and to help identify and address potential issues before they become real problems.
The roadmap is designed as a framework – that is, it addresses a wide variety of issues and challenges, not all of which will be applicable to every organization. Organizations are encouraged to use this roadmap as a starting point, but to customize it to their particular circumstances including their regulatory environment, organizational culture, level of familiarity with different tools, and of course their overall strategic goals and objectives.
Organizations that follow this roadmap will move from tactical, ad hoc, and suboptimal approaches to social business technologies to a more strategic and systematic implementation.
Roadmap and Infographic on how to develop Social Business Processes. I am sure we will discuss it next thursday at the XING Lounge with Dr. Ulrich Kampffmeyer, Axel Oppermann, Lars Basche and Sven Schnägelberger on Social Business and Enterprise Content Management.
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