60% satisfaction rate was reported for organizations with a rewards-based enterprise-wide Q&A. Respondents said high-quality answers often come from unexpected sources indicating that social tools are cultivating advanced knowledge sharing.

This white paper, one of a three-part series authored by Dr. Andrew McAfee, explores the implementation of social technologies in supporting Enterprise Q&A. Enterprise Q&A represents one of the purest examples of social business, because it does not specify in advance what parts of an organization can participate. This research reveals that organizations can unlock expertise in unexpected places. Social business technologies can be used to broadcast questions, as well as updates and knowledge across the organization.

More than 60 percent of firms who did invest in collaborative frameworks achieved big gains in knowledge sharing and communication accuracy between marketing and sales.

This white paper, one of a three-part series authored by Dr. Andrew McAfee, explores the implementation of social technologies in Connecting Sales and Marketing. Connecting Sales and Marketing looks at the use of technology to support the business processes, communications and other work that goes between the Marketing and Sales departments. This research reveals that collaborative tools for Marketing and Sales can bring substantial improvements, but relatively few companies have started such efforts.

Open innovation delivers beneficial changes to both internal processes and external products, and is meeting the expectations of its sponsors. Open innovation helped realize major changes to the internal processes of 48% of responders and to the external offerings of 34% of responders.

This white paper, one of a three-part series authored by Dr. Andrew McAfee, explores the implementation of social technologies in Fostering Innovation. Fostering Innovation by using open approaches lets more people – inside and outside of the organization – become involved in formulating and refining new products and services. Our research reveals that open innovation is working for its practitioners, bringing beneficial changes to internal processes and external products, and is meeting the expectations of its sponsors.

The explosive growth in smartphones and tablets should raise two questions in every business. “How can we exploit the multi-functionality of these devices to improve workforce productivity and speed-up customer service?” and, “How do we minimize the risk to the organization of mobile corporate data falling into the wrong hands?”

Based on the results of a survey amongst the AIIM community, we will discuss the adoption of mobile interfaces, and in particular, mobile apps dedicated to content-centric business processes. We will explore the applications in use, the benefits being achieved and the issues raised, particularly those associated with security and the use of non-company devices.

The business application of social technologies has created a new paradigm of interaction and contribution, and is creating a new competitive edge for early adopters. By its nature much of the content is conversational and indeed, transitional. However, if it has value in current time, then it may well have value over time. Expert answers, team chats, tagged sources and blog thoughts will have a value for now, but may also have a value for future enquiries or further analysis. Some exchanges may also be the trigger for further actions or business processes, particularly if generated by customers, or on websites, or within case-worker teams. On the downside, they may also have a role to play in staff disputes, compliance audits and litigation.

In this paper, we will consider in more detail the potential benefits of social business systems, clarify the roles of content publishing systems and content management systems, and consider how social content can best be governed while also being exploited for maximum long term benefit.

 

Some organizations may produce hundreds or even thousands of different types of document, so it is essential to keep track of this complex business process flow. On the other hand, every document that leaves the building is unique, a hybrid mix of facts and calculations built on the combined wisdom of financial systems, customer databases and process information.

In this paper we will look at the demands on output engines and output management, both for traditional print operations, and for electronic multi-media delivery, and we look at recent developments in unified platforms that provide integrated capabilities to manage, personalize, re-purpose and archive customer communications.

 

In this paper we explore how different organizations tackle IT decision-making in general and ECM decisions in particular. Based on a survey of ECM decision makers, we measure how holistic they are in considering the needs and requirements across the enterprise, and what the implications might be of a very narrow approach based on specific departmental needs.

At each step in the discussion, we highlight the implications and recommendations for each of our three constituents: Line-of-Business, Records & Compliance, and IT.

Download the report below, or if you would like to take an on-line assessment of your ECM integration maturity and the decision-making processes in your organization, click here.

 

In today’s world of multi-channel communication, raw input may come from paper documents, paper forms, web forms, faxes, emails, SMS, mobile and social. Rather than build a data capture connection to each process for each of these potential media channels, it would seem more sensible to invest in a broad-capability capture platform that can capture, recognize and validate data from any source, and use it to drive multiple processes across multiple enterprise business systems.

In this paper, we will explore the decision-making issues of capture-to-process versus capture-to-archive, measure the breadth of media capture and levels of integration across common business processes, and look at the issues that managers face when endeavoring to broaden the application of capture-to-process.

 

This white paper examines the benefits of a uniform records management and capture environment that spans paper and electronic record archives, feeding scanned images to process and making them widely available for search and discovery, no matter what medium they are stored on, and where they are stored. 

In discussing the strategic decisions between in-house storage and outsourcing, whether for all-paper, all-electronic or mixed-type archives, we clarify the key issues regarding scanning strategies (scan-on-entry, scan-to-process, scan-on-demand), as well as the integration issues as they apply to internal, external and cloud-based systems and infrastructures.