Presentation from Empower 2015 on defining information and translating business needs into technical requirements.

1. BAS302 Build a Compelling Case for Enterprise-
Wide Information Management
Define the value of information access across departments
Christopher Wynder
Senior Consulting Analyst
Info-Tech Research Group
cwynder@infotech.com
@ChrisW_ptmd

2. Burst
Lift
Mortar
Enterprise Content Management has fundamentally changed
It is time to give up on the concept of content management.
Prior to consumerization Now
Content was generated through corporate resources
and stored in corporate databases.
Risk could be mitigated by use of a single monolithic
ECM system.
Content is now generated through a complex mix of
applications (cloud SaaS, on-premise, user acquired) and
stored in several unlinked databases.
Risk mitigation now requires a strategic plan for determining
what content requires tight controls or needs to be findable
to maximize user productivity.
The fuel: financials, HR, email
The burn: BI,
documents, social
Marketing, user notes,
podcasts
Fuel
Financials, HR, email
Burn
Documents, social
Fire Control
Active directory, ECM,
content creation suites
Fire control: active directory, ECM

3. Content is exploding in all directions and most of it is garbage
Explosive multi-directional content, has
low value
• End-user generated content across these
types of documents is generally of low value
to the enterprise as a whole.
• Storing and managing this information is
costly and not sustainable long term.
Focused, consolidated information, has
potential value
• The important information is the analysis and
customer facing deliverables that are generated
using the short-lived materials.
The only way to separate valuable content from garbage is to
govern all content as a asset that has a potential value and an
expiration date.
IT can only control the explosion if it builds a holistic framework based on
information use rather than content type.

4. The holistic strategy must account for user access and
organizational workflows.
Organizations need to define the value of
information based on the width of use.
Most user’s day is a series of Barely Repeatable Processes of sorting
through information sources
Enterprise-
wide data
Department
data
Personal
Filter
Information movement
Key IT
control
9am
DATE
?
5pm
The average user’s day
How many different
applications are they
using
How many times are
they breaking
compliance
ERP/CRM

5. Re-think how you enable and protect information. Content focused
management is too hard.
Do you know how content will GROW in the future?
•Generate -how do users generate content-
what are the filetypes, what are the key
applications
•Record -where is the information from that
content being recorded? Office documents,
applications
•Organize -what is the point of the content?
Is the information being shared? Is it for revenue
generation? Does it need to be moved to other
people?
•When- ..is the information source used
again. What do users really need, what can you
securely provide them.
Source: Info-Tech Research Group analysis of available statistics
from Facebook, Twitter, Radicati group, Internet Statistics Group,
and EMC
AmountofcontentperFTE(GBs)
0.00
0.50
1.00
1.50
2.00
2.50
3.00
“Not Office Documents”
Office documents
Email
Social
Everyone’s content is growing but the solution requires
you to understand how users expand content
Providing access
to Office
documents alone
will not solve
worker problems.
Organizations do not live in classic
filetypes and more

6. IT has a role but what is it? Are we in charge of the structure of information
or do we control the growth and fruit of the labor?
Control GROW-th by accepting the organic nature of ECM
EIM
An architect plans the design of information,
brings structure to unstructured sources by enabling
users to move through a "journey“.
Requires existing user compliance and
understanding of information sources.
Practically only works in external sites when you
know what the purpose of the user’s visit.
A gardener sets the parameters of access, provides a
single point of entry to user needs by understanding that
every user has multiple “journeys” that encompass
their job.
Requires access control to key information sources to
ensure user compliance.
Acknowledges that content growth is organic and
needs to be constantly re-evaluated for appropriate
growth.

7. Be the gardener: plant the seed, control the weeds, and
nourish the environment
• Gardeners to control growth they only maximize the
conditions for growth.
• What can you as an Information Gardener do:
◦ provide appropriate access (the size of the plot).
◦ Set limits on where the seeds can grow (users)
and
◦ provide within that plot the nutrients (information)
that seeds need.
• You cannot control the growth but you can limit the
unwanted growth.
• The personas will define how well the seeds grow
into knowledge and productivity.
Persona
Refresh scheduleMix of content types
Information sources
Plan for organic growth of personas by
focusing on access to key information
A persona grows based on the content
and information provided.

8. Persona(s) Refresh scheduleMix of content types
Internal Partnerships
Records
Random
(cross department, general notice)
The Information Garden
Structured
Analysis

9. Define the types of seeds that you need to support
Persona
Business Process
Users Workflow
Customer Service
Representative
A/P
Case
management
Check
schedule
Follow-up
Confirm
Payment
Send
order
Review
order
Monitor
action
Request
action
Review
fulfillment
Customer
service
ERP A/P
module
CRM
case #
Workflow
Confirm
by SMTP

10. The mix of fertilizer components is dependent on the needs of
the seeds
Mix of content types
DATE
CRM
Sales
Vacation
request
R&D
What information do users need to “get work done”
DATE
DATE
DATE
How many of
these resources
are up-to-date?

11. How long
does content
have value
users?
How often do they seeds need to be watered
Refresh schedule
Generate
Use
Delete
or
Archive
Evaluate
Integration of
mobile, “non-Office”
Ease of sharing,
“folksonomy”
Transparent
Disposition and
archive automation
What can IT provide to enable users

12. The soil is the key. Each plot needs to be
balanced for the crop
IT
Efficiency
Risk
Mitigation
Business
Efficiency
The Soil is the platform for
information movement.
The ECM provides the
simplest platform to enable
the various processes and
information usage that the
business requires.
Each “plot” is designed to
enable personas based on
information usage.

13. 0
200000
400000
600000
800000
1000000
1200000
ECM Workflow Mobile and Email Replacement ECM Customize
Getting approval to buy the farm.
Measure
effectiveness for
a single
department
Contrast
replacement
with
workflow
and mobile
Cost of expansion
across organization

14. User productivity can get the conversation started
Time wasted due to misalignment of user
needs and ECM deployments.
Hours (per
week)
Knowledge Worker
cost
Process Worker
cost
Reformatting 2.4 $ 86.21 $ 58.05
Re-creating content 1.9 $ 68.06 N/A
Moving documents between locations
1.5 $ 54.45 $ 36.66
Publishing to multiple applications 1.8 $ 63.53 $ 42.77
Manual retrieval of archive records
1.4 $ 52.18 N/A
Searching but not finding 2.2 $ 79.41 $ 53.47
Totals 11.2 $ 403.85 $ 190.96
A single platform that mediates document search, and file sharing can save
that investment by solving the key user frustration of findability.
Info-Tech Research Group analysis of Productivity surveys by McKinsey (2011), Oracle (2009),
Ponemon (2010) and KPMG (2009)

15. Enterprise wide adoption must balance three drivers: users,
business, and the information itself
Balance the needs of different stakeholders to ensure buy-in across multiple
levels.
Business
Users
Information
Focus on decision
making processes by
exec team.
Simplified usage for
reports to stakeholders,
identifying new
opportunities.
Reduce cost for
information usage (AKA
governance)
Focus on the unnecessary steps
of their day-to-day process.
“The easy button” for vacation
request documents.
Focus on enabling future
revenue.
Analytics, Eased compliance

16. EIM projects often fail to get off the ground
because they start too big. Consider a
project that starts with:
Engage all senior executives in a
governance and steering process.”
You will never get the CEO, CFO, CxO, [the Pope,
the President, etc.] in a room together at the same
time. They are too busy and are focused on bigger
issues.
Expect to have to prove that an EIM solved a problem.
The first common problem of business case development: the
Popes & Presidents Problem
You have to start within IT before pushing out to the rest of the business
Bottom Line: Identify departments that will have success.

17. Develop a strategy that avoids both the Popes and Presidents
Put together an Information Organization strategy from within IT
first, before disseminating it to the rest of the enterprise. It is far
easier to engage with business units and get buy in when you have
already started something.
Answer some basic questions about the enterprise and its information
needs and then ask the business why you’re wrong:
What are the information-related problems facing the
enterprise?
How do these related to business and IT priorities?
What information sources do we actually have?
Is there risk or opportunity associated with those information
sources?
Who uses these information sources and what do they really
need?
Bottom Line: The straw man doesn’t have to be definitive. But it does have to be defensible!
You need a straw man strategy that starts in IT is then pushed to the rest of
enterprise via the governance structure

18. Focus on the trends that the business cares about:
First trend: Compliance
Business
Users
Information
Visibility into
information contained
within “content.”
Visibility into age, and
changes in
information.
Control of information
access.
Control over ILM
Appropriate access without
additional layers.
Reduce the technological
barriers to collaboration.
Reduce risk of breach. Ease
compliance reporting.
Provide a platform for
expanding the types of
assets that can be tracked.

19. Regulatory pressure is increasing on all types of organizations
1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015
Finance Reform
Legal Requirements
Privacy Regulations
Non-government
standards & certifications
Public and political pressure continues to drive finance reform and privacy
requirements in jurisdictions around the world.
IT’s ability to reduce risk is inversely related to number of different information
sources that need protection. Enterprise wide adoption of a single platform
consolidates the risk increasing visibility
Regulations are proliferating
to cope with growing volumes
of sensitive data and content.
SOX Basel II
Basel III
Dodd-Frank
FRCP update to
include ESI
(eDiscovery)
PIPEDA
PCI DSS v. 2
HIPAA
FERPA
Access to Information Act
Freedom of
Information Act
GLB
PATRIOT Act
FISMA

20. There is too much content to control it
Source: Info-Tech Research Group analysis of available statistics from
Facebook, Twitter, Radicati group, Internet Statistics Group, and EMC
Information security and ensuring compliance requires a more mature approach
that includes defining the role of storage in the problem
20% of all corporate content is
now stored on employee
owned cloud storage.
Email as a percent of total
content is decreasing by 40%
per year
AmountofcontentperFTE(GBs)
0.00
0.50
1.00
1.50
2.00
2.50
3.00
Corporate owned storage
User owned documents
Email
Social
30x Increase
202020142008
Structured Data
Replicated Data
Unstructured Data
Source: Info-Tech Research Group, 2011
Evernote has
grown by 33%
every 6 months
Half of enterprise
users have
Dropbox
Breakdown of average user
information sources
Breakdown of enterprise wide
information sources

21. 90% of data stored to disk is never accessed
again in a 90 day period.
-- University of California study
Most of your data is useless. To get a handle on data growth, you must
decide what to keep in long-term archive, and what to get rid of.
Introduce RM and archive capabilities to control compliance
risk
Harness best practices to close the
affordability gap from both sides.
Currently, the TCO of storage is 3-10 times the cost of acquisition. The largest TCO impact can be found from
optimizing information management processes. Use the TCO for storage as long term risk for not adopting ECM?EIM
solutions as part of the long term information/storage plan.
Info-Tech Insight- Business case development point
69 percent of information in most companies has no
business, legal, or regulatory value.
-- Deidre Paknad, Director of Information Lifecycle
Governance Solutions at IBM

22. Securing information is an ever increasing cost
Public sector is reacting with more spending
Percentage of Total Annual Revenue Allocated to Security by Organization Type
Less than
.1%
Between .1%
and .25%
Between .25%
and .5%
Between .5%
and .75%
Between
.75% and 1%
More than
1%
For-profit, privately owned 28.0% 12.0% 20.0% 4.0% 20.0% 16.0%
Government 22.2% 22.2% 11.1% 11.1% 11.1% 22.2%
Non-government, not-for-profit 27.7% 22.2% 11.1% 0.0% 33.3% 5.5%
Publicly traded 35.7% 35.7% 7.1% 7.1% 10.7% 3.5%
Source: IOFM’s Benchmark Survey on Security Salaries and Spending
IT security spending is predicted to
increase 6.6% compound annual
growth rate, reaching $30.1 billion in
2017
Companies with 100-499 employees
are predicted to drive IT security
spending most, totalling $8.5 billion
by 2017

23. Control Information Security costs through ILM
Drive the Cost Per Incident down through increasing visibility into day to day
activities and removing risk from storage locations.
Be tidy:
Delete old data, lock
down high risk data
Know what you have:
Metadata, audit trails
Know how users work:
Workflow, important info
sources
Savings from:
IT time
Reporting time
Consolidated
access control

24. EIM provides control for both storage and security risks
• Appropriately governed information
sources can reduce the TCO of storage.
The cost per user for storage is
reduced by 40-60%.
• Additional IT cost decreases are seen by
the reduced eDiscovery through ECM
search and hold capabilities.
$1.00
$10.00
$100.00
$1,000.00
$10,000.00
Initial Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Base costs
EIM
Storage
controls
Information Governance reduces the cost to
store user information
Required
additional
storage
Only 15% of CIOs believe their data to
be well, and comprehensively
managed.
-- Merv Adrian, Principal,
ITMarketstrategy
• Human error accounts for 1/3 of all
data/information breaches. Over half of
these losses are due to lost endpoints
containing data.
• Centrally locating information and
processes on an ECM system
exceeds most industries compliance
needs for digital assets.

25. Give the right access and control your growth and risk-Analyst
story
As with all workers, I’m a pack rat. I always think “I really used this a lot last
week, I should put this somewhere safe” So what do I do? I put it on the hard
drive, the File Share and Evernote. Do I update all of those sources? Of course
not-but Im not about to delete them- because there is always a chance that I’ll
re-use that template or that I’ll want that line that I really liked.
It extends to my personal information habits…..I have a shoebox of hard drives
with one of them so old the SCSI wire doesn’t exist to hook it up to a computer.
So what does this tell us about end users? We can’t predict the actual
information that they will want to keep or why. We can shape how the users
move through our systems to get to information.
Once we have confidence that users have the access they need we can start to
put the disposition policies in place to deal with the garbage content that is filling
our storage.
If I had confidence that I could find my information I would be willing to
just have one-okay maybe two copies. Just like the hard drive that is too
old to be added to the computer, we can prevent old garbage from coming
back to the system.

26. Focus on the trends that the business cares about
Second trend: Findability
The Google problem:
relevance and ranking
Standardize tags and
search control by role.
Business
Users
Information
Multiple
locations.
Indexing and
ranking.
Versioning and
modifying.

27. “The real issue is
when to get rid of
stuff. We have shared
drives with files from
pre-2K.”
– Scott Macleod
Illustrative Case Study: Dead content suppresses users’ ability
to respond to clients in a timely fashion.
Results
• IT recovered 20% of the
storage capacity by
deleting old files.
• The executives realized
that IT had to control all
content for legal coverage.
• Using regulatory needs IT
built a flexible system
decreased duplication and
export of key information.
• Users helpdesk tickets for
lost or missing documents
has decreased.
• IT has started to build sef-
serve analytics, taking
advantage of the user
personas for access.
Action
• Recognized the need for
tighter controls on content
to control growth.
• Started to delete all files
that have not been
accessed in more than five
years.
• IT recognized that the
website and Twitter
account often received
comments that
departments should be
aware of in a timely
fashion.
“It was the craziest thing.
Folks are writing personal
information on our
webpage. We quickly
realized that this was going
to be an issue.”
Scott Macleod
Information System
manager
State government
Situation
• Content growth is
suppressing the
infrastructure.
• The user population is
highly dynamic, but needs
specific access to data.
• Users often re-make
content rather than
attempt to find it.
• The content is often used
and updated by multiple
user groups.
• Privacy of content is a
paramount concern.
“We’re actually in the midst
of a re-organization. So we
aren’t really sure which
documents are paper and
which are electronic.”

28. How users work is the key to maximizing the value of an ECM
system
Focus on the workflow problems to enable user adoption.
BPM
System based language.
This is the nuts and bolts of
application development and
information automation.
Requires multiple systems effectively
move a process from beginning to
end.
A BPMN engine does not equal BPM.
System integration for passing
processing and data through
applications
Workflow
User language
This is the how the user has to work
within their day.
This is a surface level customization
that may require multiple
applications.
This requires understanding how
information moves amongst users.
The workflow needs to be hidden
behind the information access layer.

29. Focus on the trends that the business cares about
Third trend: Analysis
Statistical relevance
Access to necessary
information
Visualization
Business
Users
Information
Relevant
information
Contextual data
Historical trends
Predictive
analytics
Judging value of insights
Controlling intellectual
property
Ensuring privacy and
compliance

30. ECM/EIM platform
1. As businesses adopt social and web
2.0 tools the need for a single plan for
how information is formatted, used and
protected becomes key.
2. IT plays a key role in ensuring the
success of business initiatives but
providing access to information to the
applications and workers-where ever
they are.
3. Use the business initiatives to survey
the most important information sources
and the business units that should be
part of the Information Governance
committees.
Effective internal document
sharing
Easy
knowledge
transfer
The platform should be robust
enough to support the business
use of information and regulations
5Xgrowthin
informationperyear
Business use and re-use of
information expanding
BYOD/
Mobile
Analytics
Weightofregulationsis
increasing
1
2
3
Information management is at the heart of key business
initiatives

31. Value example-BI
The primary source of latency in BI is the lack of context for data points. This
requires human intervention.
Source: A Business Approach to Right-Time Decision Making, TDWI
Data Latency
Analysis Latency
BI initiatives fail through
incomplete data and unclear
presentation.
Both of these failures are due to
the lack of context regarding
data points.
ECM systems can provide the
context thus improving success.
This require a multi-department
system to provide a business
context.

32. ECM can provide enterprise wide control and access for BI
projects
The BI operating model is considered effective when all four criteria are met.
Effective
Business
Intelligence
Focused on
Business
Requirements
Tailored
Functionality
Based on
Users’ Needs
Use KPIs to
Monitor
Performance
Simplify
Complex
Processes

33. Focus on the trends that the business cares about
Fourth trend: Storage
Templates
Collaboration
Business
Users
Information
Relevant
information
Compliance
Mobile/External
IT costs
Format

34. Storage growth is an immediate and pressing trend due to
growth in content
• Structured and Unstructured data
grows by approximately 50% each
year.
• Sixty-three percent of CIOs have
increased data storage spending in
2013.
• On average, organizations are
allocating 20-30% of IT budgets
towards storage.
• Most storage has a 20:1 data
duplication ratio. Moving high use
documents to a ECM with version
control can significantly reduce the
storage overhead.
Key Data Growth Drivers
Media intensive industries such as
entertainment broadcasting, medical, legal, and
insurance can expect to see data growth rates
over 120 percent year on year.
-- Storage Strategies Inc.

35. Protect the investment that you have already made into
information systems
The investment that an organization makes into information storage and
applications such as SharePoint, BI, etc., is based on the expected value
that it will bring to the users.
The direct investment in applications that use information:
An organization with 5000 Standard SharePoint server Licenses (and CALs)
has an approximate 3yr TCO of $740,000.
Storage strategy and flexibility
Low SharePoint adoption means that storage resources that are dedicated to
SharePoint are underutilized.
1
2
(ECM + Storage)
#GBs X Adoption rate
Lost
Investment

36. Supporting Enterprise-wide Information Management
?

37. Place an organizational wide value on content based on
information use
Risk Value
Compliance
Collaboration mandate
Special projects
Internal initiative
Standard risk assessment
Likelihood
Impact
Legal and compliance
Σ =5 Σ =4
Specific risks
IT supportability
Vendor roadmap
For the strawman we just need a rough risk assessment. As the project
matures you will need a more granular risk assessment that is based off
of the business goals and IT capabilities

38. Enterprises can manage content effectively through a variety of approaches.
Technology must be aligned with your strategic needs
• The majority of enterprises
surveyed had several products to
control content.
• Enterprises with several products
were equally successful at
controlling content as those with a
single ECM product.
HOWEVER:
• Enterprises with no ECM
products reported a greater
concern regarding the business
efficiency and compliance.
0%
10%
20%
30%
40%
50%
60%
Several
products
Shared
Drives
Single ECM User
controlled
No strategy
Several products
Shared Drives
Single ECM
User controlled
No strategy
6X
Source: Info-Tech Research Group Q2 2012;
N=75
Single ECM platforms are not required
for success.
Howdoyoumanagecontent?(%respondents)

39. Successful organizations have a mix skills within IT to administer ECM
Challenge 1: IT skill set be capable of meeting the
administrative needs
Information
Governance
IT
Competency
Technology
readiness
IT Competency
Information sources risk
assessment
 Standard operating
procedures for
requirements gathering
 Mature process for
application development
 Basic understanding of
consumerization trends
Information Competency
Do you have a:
Information governance
committee
Program manual for
information governance
 Retention and archive plan
 Executives acknowledge
need for better user adoption
 A controlled vocabulary to
base user needs on
Technological Readiness
Implemented an ECM solution
 Applied the taxonomy to the ECM
 Assessed the gaps in user needs and
ECM features
 Checked vendor roadmap for updates
to current issues

40. Challenge 2: Avoid re-building the junk drawers
Be proactive with ECM or users will default to the
old habits of throwing everything in the same
place.
• ECM cannot be used appropriately without a
Risk profile and Information Governance plan.
• Users do not know what they
want from ECM-they just know
what they need to do.
• When we allow users to decide on the
organization of ECM they often become
frustrated with the lack of built-in tools-which
then leads to dissatisfaction and low use of
ECM.
Do not ask “What can an ECM do?” Ask “What do we want our ECM to do?”
ECM is an expansive tool box that can support
both application development and document
management-out of the box.
• Solve this problem by have a business focused
plan for the initial roll out.
• Focus on solving a user driven problem. This
will likely require building workflows or addition
of third party tools.
• Set up a straw man of based on IT’s view of
what user’s need so that we can get the users
talking about what they actually want compared
to what we’ve showed them
• “This is what I think you need,
Why am I wrong?”

41. Challenge 3: Information movement patterns
Individual to Individual
Ensure that all content has
enterprise-wide descriptors as part
of the metadata. Use role-based
access to ensure key individuals
have the access they need.
Standing collaboration
group
Prioritize classification tools and
provide federated search. Allow
user-based tagging to ensure that
content has long term find-ability.
Ad Hoc groups
No tool can ensure that information
is available to unknown queries.
Ensure that user profiles are up-
to-date so that experts can be
found to combat these situations.
Individual to group
Prioritize collaborative tools. Build
a strong process to define
enterprise-wide content versus
group content.
Open share of personal
stores
Prioritize semantic or ontology-
based classification tools.
Prepare a clear, but concise
governance package for sensitive
content.
Peer to Peer
Prepare to bring strong user
profiles into content metadata.
Ensure that communication
streams are part of content
capture.
Typical combinations Key IT tools
Communication capture
User tagging
Author field as
metadata
Last accession-based
archive
Enterprise defined
metadata
Integrated social tools
Strict retention rules
UserDepartment

42. Start your technical requirement gathering by defining what
the content is doing within the enterprise
We need to increase
knowledge sharing
Workflows need
better visibility
Define knowledge within your enterprise.
• How do workers capture knowledge?
o Peer to peer communication?
o Outside journals?
o Publishing internal documents?
• Define how sources of knowledge are mixed. Find
out how users think it can be best organized.
o By subject
o By project
• Guide the business leaders in defining the
metadata.
• Enterprises with expansive metadata libraries
should consider more advanced and flexible
organization tools including separate classification
tools.
Define which manual processes have
dependable, predictable outcomes.
• For each department, which processes have
paper to electronic workflows?
o Vacation/leave requests?
o Procurement cycles?
o Order reconciliation?
• Define who the process owners and key decision
makers are for exceptions.
o Who is alerted for orders/requests that do not
match paper versions?
o What is the process for reconciliation?
• Guide the business leaders in defining retention
times for data from each process.
Ensure that all communications associated with a project are
included. Many of the kernels of long term knowledge are
buried in the social communications.

43. Prioritize organization tools when comparing applications
Classification works best when it matches the information sharing needs of
the enterprise.
• Content capture: What
is the primary type of
content?
• Process or knowledge
based?
• Content organization:
How will content be
used?
• Organic user-based
tagging, rigid
enterprise-enforced
taxonomy.
• Use governance:
What is the
enterprise’s security
need for content?
• Define end of life:
When does a piece of
data cease to be
generally useful?
• Records, file shares,
eDiscovery.
For process heavy
enterprises, these
capture features are the
key:
• OCR
• batch metadata
addition
• combining e-docs and
paper docs from the
same process
For all content these
features are key:
Document IDs: for
version control.
Records management
tools: taxonomy, file
plans, access control,
audit features.
Applying Holds:
Retention Policy
Services, workflow
review, and approval
tools (e.g., comment
controls, exception
management).
Search: cross-library
searches using content
attributes.
Records management
tools available for all
content:
Archiving tools: backup
to storage, automatic
deletion dates.
Capture Organize Use Archive or retire

44. Use the content lifecycle to define requirement priorities
Information managers must ensure that their deployment supports the
critical needs at each stage of the content lifecycle.
The expansion of content beyond the corporate walls means that IT cannot manage all content nor can
it control users to manage the growth of content. Ensure that the content management strategy
provides controls at each step that give visibility and slow growth.
The ECM
Lifecycle
Capture Organize Use
Archive or
retire
Administer
Content must be
brought into an ECM
system. It might come
from existing
systems, imaging, or
it could be uploaded
by users.
Information within
an ECM repository
must be
organized,
indexed, and
classified.
Users must get
access to content.
Consider time,
workflow, format,
and device.
Enterprise content
must be retired,
either through
deletion or
archiving.
Content Management changes the expectations for administrators. They must
reassess their approach to strategy, risk, security, monitoring, and support.

45. Align the ECM and user information lifecycles to define the
system requirements
Adoption and user workflow are linked together. Solve the users’ key needs and you’ll solve
your compliance concerns surrounding structured documents and records.
Capture Organize Use
Archive or
retire
System
touchpoints
User
information
lifecycle
Generate Record Use
Forget or
store
?
Organize Re-Organize
Specific ECM
requirements

46. Business capabilities should focus on cross-functional,
organization-wide use of knowledge for decision making
• Business capabilities supported by data and analysis to enable fast,
value-based, near-real time decisions
◦ Information at point of need and in a form to enable decision
• Identification of few distinctive capabilities where analytics and insights
will provide competitive advantage
• Embed the process of Analytics (insight generation, validation and
value realization) as a capability across the organization
• Emphasize end-to-end process and insight thinking
The ECM
Lifecycle
Capture Organize Use
Archive or
retire
Administer

47. Client conversation: “What are the best practices in
documenting my Information Governance program”
Situation
Insurance company with multiple
very public breaches.
Currently has an under-used and
confusing Information Governance
program based on its records
management regulations.
A recent review showed that the
data governance program has
increased data quality and reduced
risk of data loss.
The key identified problem was lack
of user understanding of how to
communicate information across
departments and to customers.
Complication
The public nature of the
breaches caused deep
scrutiny by regulators and
stockholders.
The growth in product
offerings and client
touchpoints have
outstripped IT’s ability to
respond.
These two complications
led to turnover at the
management tier and
expansion of untrained
customer service
representatives.
Resolution
The IT and compliance offices set
up a dedicated panel to oversee the
process.
They identified the data governance
program as a relevant and
successful model.
The documents and committees
were customized and expanded to
reflect the wider information need.
Program growth was done by
acknowledging that information had
a value to the organization and
needed to be protected as such-just
like data.
Insurance company expands a successful data governance model to build an
Information Governance program

48. Efficiency is nice but complying with your regulators pays the
bills
Business
Efficiency
Collaboration
Enterprise
Search
Compliance
Cost reduction
Web Content
External
Communication
Litigation
Importance to enterprise
Priorityneededforcontrols
Compliance and Litigation rank
lower in importance, but need to be
the key feature guide for IT.
Enterprise Search ranks high for
all the wrong reasons.
Enterprises believe that better
search will replace the need for
quality metadata.
It will not.
To achieve the top needs of
Business Efficiency and
Collaboration you need to build
keywords and metadata to
search upon.
Increased Business Efficiency
is the number one reason why
enterprises are willing to invest
in an ECM.

49. You can’t Capex your way to the best solution-Analyst story
I recently talked to the US branch of a global company headquartered in
the EU. The global company has several hunting and camping products
sold across its different branches. They have identified consolidating the
supply chain and centralizing purchase and customer relations as the
priority for the next fiscal year.
The good news is that money is no option and they have invested (heavily)
in a technical solution that can absolutely meet the needs of the global
organization. They have also defined a three month timeline for
implementation of the solution based on the vendors case studies of similar
companies.
The problem is that the US branch has only one customer- the US
Department of Defense. Which has strict rules on origination of
communications, data storage and a whole host of other security
regulations that centralization would breach.
Technically there is no problem, but the standard implementation will not
meet the existing contracts with the Department of Defense.
Defining technical solutions is important but the investment will be
wasted if you do not understand the key problems that need to be
solved.

50. Thank you for your time
Ways to contact me:
LinkedIn: Christopher Wynder
Email: cwynder@infotech.com
Twitter: @ChrisW_ptmd
This presentation will be made available via SlideShare.
Search via “ECM business case” OR “Chris Wynder” OR “Empower 15”
Please see the Info-Tech website for more detailed information on Information
Governance or any IT problem.
www.infotech.com

51. Parking Lot

52. The soil is the key. Design the plots based on the crops
Information sources
This need is the top ranked driver for ECM adoption
by Info-Tech clients.
Business efficiency is the only need that will
garner buy-in.
Business efficiency is based on findability and well
implemented business initiatives.
IT Efficiency
Business Efficiency
The content growth provides a perfect opportunity to
control storage costs.
Well governed information can reduce the cost of
storage, in the long term, by 60% through
controlling growth rate, reduced duplication of
content and automated disposition.
Risk Mitigation
Internal records
All organizations have HR documents and
financial records that require governance.
Litigation
eDiscovery is the elephant in the room. For most
organizations the risk is huge but the likelihood is
very low.
Compliance
For most organizations the limited regulatory
overhead will not be an effective driver for
Information Governance.

53. These five steps were identified as the critical increasing adoption
Already using an ECM but need to increase adoption?
Establish Information Governance plan prior to evaluating and technical changes.
Establish Information governance as a item one of existing compliance
committees
Build a organizational taxonomy that can provide both control
and increase document findability
Identify existing templates and taxonomy for departments or user groups
that can be extended to the whole organization.
Establish information architecture that can increase user
adoption

54. Information organization in SharePoint is not intuitive. User journeys allow IT
to tailor SharePoint to guide users to the appropriate sites for information
Build user journeys to detail the activities that require
Information that the Organization owns.
• User journeys are maps of the
steps in an activity.
• They represent a linear set of
steps or tasks that a user must
complete to complete an activity
• Essentially it is the same as
process mapping that is done for
BPM projects.
• Depending on the goal of the
journey they may represent a daily
activity or a multi-day activity.
• The key is that each activity is
broken down in smaller steps
that use or generate information
in a documented form.
Doctor
Patient
diagnosis
Grand
rounds
User Journey of a Doctor’s day
The goal of a user journey is break down activities into
actionable steps.
Specifically we are looking to focus on those tasks that use-or
should use SharePoint.
Once we have a Straw man for set of user journeys we can build
a attach the information sources to each step.
The user journey then provides guidelines to what IT needs to
provide to users in SharePoint
Check
schedule
Follow-up
Confer w/
nurse
Order
tests
Schedule
Confer w/
peers
Write-up
Get case
history

55. Combine how information moves within departments with the enterprise-
wide needs to define the management strategy.
Each IG project has best fit use cases. Use the use case to guide
your decision on which project to use.
Enterprise
Department
System of
interaction
System of
record
Access control
Findability
Archive
5.4
Ad hoc/
Fileshare
Enables
search,
collaboration.
Reduces
duplication
Controls
sensitive
information
and assures
audit trail
Allows users
and
workgroups a
junk drawer
Provides a wider
set of tools for
social, collaboration
and access control
Provides rigid
controls and
automation of
complex policies.
Provides a
separated database
with disposition and
robust search
Ad hoc/ Fileshare Archive
System of interaction System of
record
Findability
Access
control
Moving sources between systems is not
always feasible. Use the findability and
access control projects to maximize
value on “unmoveable” sources

56. Funnel information sources through ECM to build an
Organizational level System of Information
Users create content
using a device. The
device could be a work
station or mobile
device.
?
Systems create
content through
the comments and
transactions (e.g.
payable reports,
PHI).
1 3
Users query on
keywords and
enterprise
descriptors.
5
A single set of
enterprise descriptors
automates association
of similar files from
multiple sources.
4
The search
returns multiple
documents that
have the
keywords or the
same descriptors
(e.g. same
author,
department,
project).
6
User choice
becomes a data
field to rank search
(accession date).
7
Properly tagging
documents
improves findability.
Tags/Metadata also
become the basis
for providing
appropriate access
and classification
2

57. Focus on user tools to improve ECM success
45%
55%
Meet
Expectations
Did not meet
expectations
• ECM brings many of the tools that are
needed to appropriately manage information
and administer the system.
• Technically ECM any has the tools to
support most business needs.
 Most organizations do not identify a
business need prior to implementation
High adoption naturally feeds risk mitigation. Start with
a system that solves a user problem and they WILL use
it.
User tools
Why does ECM
fail?
Information
management
System
administration
1
2
3
ECM: More failures than
successes!
Info-Tech Research Group, “Does ECM
meet the needs of your end-users?” n=58,
Q4 2012
Why does ECM
fail?
If you have an Information Governance
plan this is about the user tools

58. Mold ECM to meet your needs before further technology
investment
0% 20% 40% 60%
Customize SharePoint
3rd party tool
Successful ECM implementations focus on
customization and application integration
ECM success requires a dedication to
the platform through integration of
LOB applications.
AIIM, survey 2012, The ECM puzzle, adapted from Figure
16. N=345
ECM is more application platform that traditional
ECM. Its ability to centralize document sharing and
integrate communications can provide users
platform to manage their mundane tasks and bring
efficiency to the “processes” that encompass their
workday
Info-Tech Insight
ECM has a variety of tools that ease
customization.
The adoption problem will not be solved by
additional tools.
This is a problem that must be dealt with
through ensuring that ECM makes workday
tasks easier to perform.

59. Align ECM and user information lifecycles at key points in the
process
Adoption and BRPs are linked together. Solve the users’ key needs and you’ll solve your
compliance concerns surrounding structured documents and records.
Capture Organize Use
Archive or
retire
ECM
lifecycle
User
information
lifecycle
Generate Record Use
Forget or
store
?
Organize Re-Organize
ECM works best when
the information is
organized at capture
The un-asked question-”How do
users get work done?”
This is key to how users
expect to find documents
Users lack the
tools to
appropriately
archive content
Re-use leads to lots
of local copies.

60. Start to build a taxonomy by defining key user groups as
personas
Role:
What do they do?
What are their key challenges?
E. What are their activities?
Se. For what do they search?
M. What document types do they use?
S. Where do they work?
T. When do they work?
Code
Identify key
challenges with
information use or
access.
Now that we have
some of this
information use it to
jump start the
taxonomy process

61. Classification is hard. It is an exercise in logic, philosophy, and – occasionally – faith, since it
deals with universalities. Thomas Jefferson, for example, ordered the books in Monticello
according to Francis Bacon’s Faculties of the Mind: Memory (History), Reason (Philosophy),
and Imagination (Fine Arts). Melvil Dewey borrowed this structure – and indirectly borrowed
from Hegel – to create the popular Dewey Decimal System.
The best approach for IT comes from S.R. Ranganathan. He was inspired by both Meccano
and Hindu mysticism to create a scheme centered on five key facets:
How do we actually classify stuff?
But what actually belongs in the taxonomy?
Facet Description Examples
Personality The core subject of the work. Ignore it! It is too difficult to operationalize in the typical enterprise.
Matter Objects, typically inanimate. Desktops; Servers; Storage; Buildings.
Energy
Actions and Interactions. It can
also describe specific processes.
Customer service; Quality control; Manufacturing; Research;
Accounts payable.
Space
Locations, departments, or
similar descriptors.
Human resources; APAC; Guatemala; Building A2.
Time Hour, period, or duration Morning; Q3; Financial close; Winter; 2011.

62. Focus on information findability with strong document
classification
You don’t need a tree structure to capture everything
Most people are familiar with the rigid classification systems used by
biologists, the period table of the elements, or library systems such as the
Dewey Decimal System. Each of these systems lets things be in only one
location in the classification system. This approach makes sense if you’re
trying to shelve books.
Most classification systems are pre-coordinated. Things an only be in
one place at a time. Enterprise Information is different. We need to use a
post-coordinated system that enables us to classify documents in a
variety of different ways.
Take three different creatures: grasshoppers, dufflepuds, and kangaroos. We
need different post-coordinated facets to effectively describe them: mammal,
insect, fictional, and things-that-jump.

63. Keep the taxonomy structure to 8x3
Long lists of anything are a disaster for information collection
Marketing Joke: “What is the biggest state in the United States?”
Punch line: Alabama.
The joke isn’t funny but it does illustrate a common problem with Information Organization
and data collection. Digital marketers often solicit information from site visitors who aren’t
highly motivated to provide accurate information. Hence, they select the first option in the
“State” drop down list: AL – Alabama.
We have this same problem when we develop taxonomies and expect users to accurately
catalog documents when they upload them.
The Answer:
8x3Humans work best when presented with a list of about eight
items. We can typically keep that many items in working
memory. Furthermore, we will typically drill through three levels
of how detail.
Keep your taxonomy to three levels of detail, each with about eight items. The taxonomy for a facet,
therefore, can have 83 – or 512 – items.

64. Managed metadata, taxonomies, ontologies, thesauri, etc. all have
subtle differences but share some core elements:
• Authority file. Names that can be used. Descriptors and names
are listed in authority files.
• Broader term. Terms to which other terms are subordinate.
• Category. Grouping of terms which are associated, either
semantically or statistically.
• Related term. Terms which are similar to one another and often
exist in the same category.
• Modifier. A term that narrows the focus of another term. For
example, the use of “Character” in the compound term “Stanton,
Archibald – Character”.
• Narrower term. A term that is subordinate to another in a
category.
• Preferred term. The term that is used for indexing among a
group of related terms.
• Scope note. Direction on how to apply a term explaining usage
and coverage.
The controlled vocabulary is the basis of taxonomy and
findability
It can get complicated, but focus on the core elements.
Controlled
Vocabulary
Thesaurus
Ontology
Controlled
Vocabulary

65. Move from defining problems to building a solution
The goals for requirements gathering.
Basics of building a ECM site with user experiences in mind.
• Identify goals of the site
 What is the one activity that will drive users to stay within
ECM.
•Create a logical hierarchy for the content
•Create a structure for the site based on the content hierarchy
• Explore the use of metaphors to come up with a site structure (organizational
metaphors, functional metaphors, visual metaphors)
 Design the wireframes for the individual pages
 Justify the project to stakeholders
 Provide a feedback system to ensure that the site
adoption stays high.
For internal sites this
is inherited from the
controlled
vocabulary

66. Start to build a taxonomy by defining key user groups as
personas
Role:
What do they do?
What are their key challenges?
E. What are their activities?
Se. For what do they search?
M. What document types do they use?
S. Where do they work?
T. When do they work?
Code
Identify key
challenges with
information use or
access.
Now that we have
some of this
information use it to
jump start the
taxonomy process

67. Start your taxonomy based on the vocabulary that already
exists
Pillar
Depart.
Budget
related
Location
Research
activities
Daily
activities
Clinical
activities
Folks-
onomy
Intranet Workshop
Other
sources
NYPD
Washing-
ton?
Remember our goal at the
beginning is to have enough
taxonomy to confidently allow
users to add content to
SharePoint for the purposes that
the organization has defined. The
taxonomy WILL need to updated
through a controlled process.
The key with folksonomy is a clear
process for evaluating the usage.
The goal should be to have these
integrated into the controlled
vocabulary to replace unused
terms rather than create a shadow
metadata system

68. User journeys are a process map of the tasks that workers perform. IT can
use this as a guide for what information sources that end-users should be
able to access from SharePoint process steps
Focus on the User’s journey through the system to increase
adoption
You know you need this if:
√ You ask users when they last looked at SharePoint and they say Huh?
√ You get requests for adding Google drive to the desktop
√ You spend more time explaining where to find vacation request than application development
 You have excel files called corporate financials-confidential
 Finance is asking IT to pay for their version of "Search for dummies"
 The top sent email address ends in "@evernote.com [or @gmail.com]"
 You have spent more than one hour looking for "some document that joe from research work on maybe last year"
 You have 300 TBs of data for five users
 You get helpdesk requests that start "I need to Jane to access my……."
 The CIO keeps forgetting to approve your vacation suggesting "it would be easier if I could just press a button"
 You have product request for productivity apps
If you are on older versions of portals can you extract what worked and what failed?

69. Synthesis of individual knowledge
Individuals use a variety of information sources to build their knowledge base

70. Group knowledge requires individual information
Synthesis of group knowledge requires the right mix of information from
each individual and collaborative analysis

71. 4.1 Mitigate storage growth with the “one-two punch” of
policy and technology
Policy: Data management policy
and practices will mitigate data
growth and maximize data value.
Technology: innovations
will improve utilization,
matching data value to
storage cost.
• Data deduplication
• Automatic tiering
• Storage virtualization/
Software defined storage
• Thin provisioning
• Data compression
• Data governance
• User policies
• Archival practices
• Purchase timing
optimization
IT managers who optimize their storage
environment through policy and technology
approaches are able to:
1) Drastically reduce the cost of storing the
same amount of data.
Effect size: Reduce storage budget by over
half; experience as much as 60-70% cost
reduction.
Or
2) Purchase more storage capacity with existing
budget amounts.
Effect size: 150-200% more storage volume for
the same price.
Addressing storage with only one of these approaches is like boxing with
one hand tied behind your back.

72. Do not discount any content type without determining your risk and value
guidelines.
The Information Governance team needs to have full visibility
into all potential information sources.
?
Archives
and back-up
Old
hardware
Hosted
services
User acquired
services
Communication
New content
types
The explosion of content type means
fragmentation of how information is share
and stored. The Information Governance
committee’s definition of information
should be content type neutral.
Information
Governance
Strategy

73. Start with policy, then apply the policies to information sources based on
value to the business.
Break Information Governance into manageable projects
Information risk and
value
Project 1:
Enterprise wide policies
Archiving
Project 3:
Disposition,
growth control
Specific risk
mitigation,
findability
Archiving can be
the driver for
better governance
but it cannot
replace
governance.
Archiving requires
rules and policies for
both enterprise wide
rules and managing
exceptions to the rule.
Is specific content
valuable enough to
keep?
Information
Organization
Project 2: Build a
taxonomy
Storage management
Project 4:
Enterprise wide storage
control through deletion
The key to controlling
growth is translating
governance policies into
management practices

74. Define the value of governance based on the initiatives that
use information
DATE
Potential information sources What information is important long term?
Most user’s spend their time making documents that will
not be used or likely opened more than once. All
stakeholders can agree that these types of files are a
waste of space.
It really comes down to this: if file X was deleted
tomorrow would anyone care-or even notice?
The answer for most files is no but…..there is also no
value to end users in determining which documents
are low value.
Storage wins can drive cost reduction but without
strong backing from the executive these will not lead
to long term adoption of Information Governance.CRM
Focus on those information sources where good
governance will increase the value or ease the
implementation of a business initiative.
Initiatives that require information to move between
users or applications will be more valuable and easier to
implement with clear guidelines on how what information
should be included, how it should be classified and who
can access the information.
Info-Tech Insight
All of these sources should be governed.
Start with sources that where there is a
clear enterprise wide mandate for
expanding their use.
2.1

75. IT needs a strategy that links relevant content and brings appropriate
controls to the important content.
Strategically balance the compliance needs with productivity
goals
Enterprise-wide content management:
Enterprise Content Management (ECM) is a strategy for
IT to employ for unstructured data.
The three key factors in the content management
strategy are:
1. Compliance and litigation arising from
communication.
2. Where documents, multimedia, and records are in
the enterprise’s databases to ensure audit-ability and
transparency to IT.
3. Enhance usability and cross-department content
sharing.
• It is not a “one-size-fits-all” solution. Strategic decisions
require a real understanding of what content has
strategic value to the enterprise.
• The strategic value is based on how content visibility will
enable productivity allowing for a transparent audit trail.
Content management
strategy
ITCompliance Productivity
Shape the explosion to meet the
enterprise’s needs
Required technical
controls
ECM

76. Understand the drivers for Information Governance
Find the right mix of enterprise-wide needs to structure your
Information Governance framework
This need is the top ranked driver for ECM
adoption by Info-Tech clients.
Business efficiency is the only need that
will enable a long term Information
Governance program
Business efficiency is based on findability
and well implemented business initiatives.
Information
Governance
Business Efficiency
Risk
mitigation
IT Efficiency
Compliance
Business Efficiency
The content growth provides a perfect
opportunity to control storage costs.
Well governed information can reduce
the cost of storage, in the long term, by
60% through controlling growth rate,
reduced duplication of content and
automated disposition.
For most organizations the limited
regulatory overhead will not be an
effective driver for Information
Governance.
IT Efficiency
Litigation
eDiscovery is the elephant in the room.
For most organizations the risk is huge
but the likelihood is very low.
Internal records
All organizations have HR documents
and financial records that require
governance.
Risk Mitigation
1.1

77. Web Content Management
Collaboration
eDiscovery
Capture
Analytics
Wikis
Blogs
Archiving
Workflow
Forms
Intranet
Search
DAM
Repository
ECM strategy is implemented with a variety of different
technologies
The core of ECM as a technology is a
pyramid of three technologies:
• Records Management
• Document Management
• Web Content Management
These three technologies form the
basis of ECM applications.
ECM applications often bleed into a
fringe of related ancillary technologies
like archiving and collaboration.
Strategically, ECM applications are
the technical control to implement and
control content throughout its
whole lifecycle.
Dedicated ECM suites include both core and
fringe technologies.

78. Content will continue to explode. The proliferation of cloud and mobile
devices has altered where content comes from and how it is used.
Fireworks look better from a distance - protect the enterprise
from personal content
• Ad hoc/Personal. Most enterprises are seeing growth in
this area. This includes enterprise social (activity feeds),
mobile workers (purchase orders), or personal knowledge
stores (e.g., Evernote).
• Collaborative. Content generated as part of group efforts;
templates and documents specific to a single department
or workgroup. Collaborative content is a low security risk,
but potentially useful to many users.
• System of record. Widely used documents (content
marketing), workflow (vacation approvals), and content
requiring tight control due to compliance or litigation
concerns (communications-IM, email). These records
require a structured system to ensure control of growth
and compliance.
The future of content will be social. AdAge reports more than 3.5 billion pieces of content are shared over
Facebook each week. As the Facebook demographic fills out, the workforce sharing will increase. IT needs
rules in place defining what traits of any communication require storage in the system of record and which
should be left to individual management.
Personal
Enterprise

79. Combine how information moves within departments with the enterprise-
wide needs to define the management strategy.
Fluid information movement requires good governance
• Start by determining how similar the key intra- and inter-
departmental movement patterns are.
• Enterprises with similar departmental and enterprise-wide
needs for their system (user profiles, classifications) should
prioritize a single ECM platform that spans both departmental
and enterprise content.
• Where these needs diverge IT must carefully consider the
compliance environment.
o Enterprises with low compliance and litigation burdens
should consider giving departments autonomy on the
choice of system or even just a collaboration platform.
o When tools diverge IT must ensure that the appropriate
access and controls exist to share information between
departments. IT’s goal should be to protect the enterprise
from compliance and legal concerns.
• For highly regulated industries, provide personal content tools
that have search and audit features. The enterprise may still
be responsible during eDiscovery for employee-generated
content in their personal stores.
Regulations
Enterprise-
wide data
Similarities
Departmental
data
The greater the number of regulations the
higher up the firework the ECM must reach.
The similarities between departments
defines the complexity of the ECM.
Key considerations for ECM

80. “What did you know and when did you know it?” The enterprise is obligated
to know what has been communicated by any recordable medium.
Move beyond content type – it’s about the context of the
communication
• The advent of IM and activity streams has changed the
landscape.
• The majority of rules and regulations do not point to
any particular type of communication such as email.
• The critical decision is what the information in the
electronic communication is.
• New consumer tools and social media change the
thinking regarding records. Records are a content type
that require a strategy to define acceptable-use policy
not just for email, but for all forms of internal and
external communications.
Email as a record: it depends on the context.
In general, email contracts, invoices, and personnel
records should be retained in systems with records
management functionality.
According to United States’ Federal Rules of Civil
Procedure (FRCP), the obligation to preserve email as a
record begins as soon as there is a reasonable
expectation of litigation.
Specific regulations have audit requirements. For
example, Sarbanes-Oxley has an audit-ability of email
and other communications requirement.
For highly regulated industries, IT must work closely
with Legal to ensure that the ECM strategy can meet
their regulatory burdens.
The world has changed. Mobile, consumerization, and
BYOD have fragmented content storage locations.
Ensure that you have full visibility by adopting mobile
device management solutions that have content
management capabilities. See Info-Tech’s strategy set:
Develop a Mobile Device Management .

81. The basis of compliance is visibility and find-ability. These same needs are
also the basis for productivity.
Guard your assets through clear rules and appropriate search
tools
• ECM applications provide centralized logic and organization to
associated cross-department content.
• The fluid ways that workers are producing and using content
presents issues to ECM applications for applying appropriate
security. IT is no longer capable of blocking export of
content to personal devices.
• Digital Asset Management technology allows enterprises similar
controls for images as rights management does for documents,
providing control over where and when it can be published.
• Extend this approach by taking advantage of the role-based
security to build enterprise-wide author lists for content.
This will ease finding relevant content based on known
relationships to subject matter experts.
Digital Asset Management
This once-stand-alone product is an advanced feature of all web
experience management (WEM) solutions.
Similar to record retention classifications, DAM is integral to
monitoring where assets have been used and who has the right to
publish or share that piece of content.
Enable DAM to ensure an audit trail of strategic content.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Challenge No Challenge
Securing content is the
largest challenge identified.
Source: Info-Tech Research Group Q2 2012;
N=75
As with all aspects of ECM, the
challenges vary based on industry
and size. Content security is the only
challenge that cuts evenly across
these lines.