Special Information Management Issue DOCUMENTmedia.com | fall.17
ECM, FSS, AND THE FUTURE OF TECHNOLOGY Holly Muscolino
BREAKING DOWN NARAâ€™S UNIVERSAL ELECTRONIC RECORDS MANAGEMENT REQUIREMENTS Charmaine Brooks PLUS
CAN YOU PROTECT YOUR
PERSONAL DATA? By Katie Stevens
ways to get ready for GDPR compliance Page 20
THE ABCS OF YOUR ENTERPRISE SEARCH STRATEGY Christopher Risner
DIGITAL TRANSFORMATION IS MAKING ENTERPRISE CUSTOMER COMMUNICATIONS A STRATEGIC IMPERATIVE Pat Nolan & David Stabel
Napersoft CCM is designed to handle all of your needs!
HOW DO YOU FIND OUT MORE? www.napersoft.com Let’s Discuss USA: 1-800-380-1000 Int’l: 1-630-420-1515
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volume 24 issue 3
New Rule 24 The Breaking down NARA’s Universal Electronic Records Management Requirements By Charmaine Brooks
You Protect Your Personal Data? 20 Can 5 ways to get ready for GDPR compliance By Katie Stevens
ABCs of Your 26 The Enterprise Search Strategy From taxonomy to user interfaces By Christopher Risner
06 Masthead 06 Most Social 08 Editor’s View 10 Contributors 12 What’s New 33 Think About It
Employee Culture 14 Why Is Important to Your
Connect twitter.com/ DOCUMENTmedia linkedin.com/ company/document-media youtube.com/ channel/documentmedia
Customer Experiences By David Mario Smith
Enterprise 16 Managing Content: ECM, FSS, and the Future of Technology By Holly Muscolino
Delivery: 18 Informed What Is It, and Is It for Me?
By Richard Rosen
and Metadata 28 Inventories The essentials for great customer communications management By Nancy Green
Transformation 30 Digital Is Making Enterprise Customer Communications a Strategic Imperative
Moving from an operational to holistic approach By Pat Nolan and David Stabel
editor contributing editor editorial interns contributors
audience development manager creative director
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Amanda Armendariz Catherine Sbeglia Kristyn Sommers Charmaine Brooks Nancy Green Holly Muscolino Pat Nolan Christopher Risner Richard Rosen David Mario Smith David Stabel Katie Stevens Ken Waddell
DOCUMENT Strategy Media (ISSN 1081-4078) is published on a daily basis via its online portal and produces special print editions by RB Publishing Inc., 2901 International Lane, Madison, WI 53704-3128. All material in this magazine is copyrighted © 2017 by RB Publishing Inc. All rights reserved. Nothing may be reproduced in whole or in part without written permission from the publisher. Any correspondence sent to DOCUMENT Strategy Media, RB Publishing Inc., or its staff becomes the property of RB Publishing Inc. The articles in this magazine represent the views of the authors and not those of RB Publishing Inc. or DOCUMENT Strategy Media. RB Publishing Inc. and/or DOCUMENT Strategy Media expressly disclaim any liability for the products or services sold or otherwise endorsed by advertisers or authors included in this magazine. SUBSCRIPTIONS: DOCUMENT Strategy Media is the essential publication for executives, directors, and managers involved in the core areas of Communications, Enterprise Content Management, and Information Management strategies. Free to qualified recipients; subscribe at documentmedia.com/subscribe. REPRINTS: For high-quality reprints, please contact our exclusive reprint provider, ReprintPros, 949-702-5390, www.ReprintPros.com.
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MOST SOCIAL ARTICLES
MOST TWEETED Hello, Managing Documents Still Matters http://documentmedia.com/article2680-Hello-Managing-DocumentsStill-Matters.html
MOST SHARED ON FACEBOOK How to Capitalize on the Value of Data With the MPS Analytics Strategy
MOST READ ON LINKEDIN GMC Software Commits to the Customer Journey Under New Neopost Division Quadient
MOST READ ON DOCUMENTMEDIA.COM The Top Communication Trends for 2018 http://documentmedia.com/article-2663-The-Top-CommunicationTrends-for-2018.html
THIS IS WHY INFORMATION MANAGEMENT IS KEY TO THE DIGITAL FUTURE @DOCUMENTmedia
by Allison Lloyd
or the past several years, we dedicate our Fall issue to the topic of information management. This is because we understand that information is a critical asset in delivering intelligent, personalized customer experiences. As channels of engagement proliferate (particularly digital ones), organizations are more focused than ever on filling the gaps that exist between digital experiences and those in the physical world, and the common denominator across all these interactions is content. As a result, IDC Vice President Maureen Fleming reports that “content is treated as a consistent and managed asset and integrated across all of the customer-oriented workflows.” However, innovations in process automation and advanced analytics, along with an increased need for integrations, are redefining how we classify content, who owns it, and the ways in which we share it. Make no mistake: Creating seamless digital experiences require a serious culture change—inside and outside of the organization. In this customer-centric age, traditional content siloes—whether you call it transactional, business, or customer-facing content—are not conducive to delivering the business outcomes we seek nor the experiences that customers want. We see technologies moving in the right direction to meet the evolving needs born from the digital age. IDC Research Vice President Holly Muscolino notes in her article on page 16 that such innovations include “cloud enablement and a shift toward easier-to-use interfaces for business users.” Furthermore, Ms. Muscolino reports that “tasks will be increasingly offloaded to cognitive solutions, including artificial intelligence (AI).” These kinds of tools allow organizations to digitize and automate processes in ways that were unimaginable before, while gleaning important insights around their content. The race toward digital agility is also leading companies to invest in technologies that eliminate existing friction between back-office functions and front-office interactions, resulting in richer and more seamless customer experiences. Yes, we are witnessing a reckoning in how we manage our information, but as long as we still view content in terms of their traditional siloes—internal business use versus external, customer-facing touchpoints, then we will be unprepared for the digital future.
We have always recognized the power that content holds. There is a symbiotic relationship between how content is managed and secured and how we communicate and share it with our customers, employees, and partners. In fact, David Mario Smith at InFlow Analysis underlines this point in his article on page 14 by saying, “The seamless flow of business processes requires communication, coordination, and collaboration with both internal and external constituents.” His point is that we can’t deliver the experiences our customers want if we don’t model those same expectations with our own employees as well. Being people-centric means exactly that. The desire to control and access information when we want it, wherever we want it, isn’t isolated to our customers—it’s everyone’s desire. When we think about managing and leveraging information as a corporate asset, this is the mindset we must take. It is this mandate that propelled us to launch our Information Management Program at our annual conference and expo, DSF ’18, produced in partnership with leading enterprise content management (ECM) strategy firm Doculabs. It is also the reason why we dedicate a whole issue to this topic. Digital experiences, inside the workplace and out, demand less complexity and more ease of use, challenging us to meet security and compliance woes head-on. This is no longer a legal, security, or compliance problem. It’s a collision course long in the making. Information and customer experience professionals need to move beyond thinking about content in a one-dimensional manner to bear the fruits of digital transformation. Until next time,
Contributors Nancy Green Ms. Green is part of the US Customer Communication group at MetLife and is responsible for transforming the customer communication experience, including setting standards and guidelines for correspondence and developing easy-to-understand content. She is a Chartered Financial Analyst and serves on the Advisory Board of DOCUMENT Strategy Forum (DSF).
Charmaine Brooks Ms. Brooks is a Partner with IMERGE Consulting, Inc., a Certified Records Manager with the Institute for Certified Records Managers, and has 20-plus years of experience in the field of records and information management. Her extensive background crosses the full range of administrative and records management expertise. She has a broad base of knowledge in digital content management and integrated records management software solutions. She has taught in the area of electronic records management for many years.
Christopher Risner Mr. Risner is Co-Founder and Chief Strategy Officer of BlueBolt, Inc. His role is to develop and drive the strategic direction within the organization as well as assist with marketing, sales, strategic partnerships, and finance. He also serves as Chief Marketing Officer for BravoSquared, a cloud-based enterprise search solution targeted at membership associations with lots of content. Before starting BlueBolt in 2005, Mr. Risner served as Director of Finance and Quality Assurance for Newgen, Inc.
Katie Stevens Ms. Stevens is an Associate Director in Protivitiâ€™s Security and Privacy practice and specializes in information security and data privacy, with specific focus in Identity and Access Management (IAM) and General Data Protection Regulation (GDPR). She has over 15 years of technology experience and advises companies in a variety of industries, including financial services and consumer/retail. Prior to joining Protiviti, Ms. Stevens served in a lead Technology Risk and Compliance role at a global banking firm.
Strong Cybersecurity Culture: Be Proactive With Your Security By Idan Udi Edry http://documentmedia.com/article-2720-StrongCybersecurity-Culture-Be-Proactive-With-YourSecurity.html
Where Is the Power in Clear Communications? By Patrick Kehoe
Information Governance Is Important, Maybe By Bob Larrivee http://documentmedia.com/article-2699-InformationGovernance-Is-Important-Maybe.html
What Does Elegance Have to Do with Information Management? By Joao Penha-Lopes http://documentmedia.com/article-2711-WhatDoes-Elegance-Have-to-Do-with-InformationManagement.html
Digital Maturity Means Integrating These Two Things By Daniel Schmidt http://documentmedia.com/article-2714-Digital-Maturity-MeansIntegrating-These-Two-Things.html
How to Capitalize on the Value of Data With the MPS Analytics Strategy By Ted Dezvane http://documentmedia.com/article-2705-How-toCapitalize-on-the-Value-of-Data-With-the-MPSAnalytics-Strategy.html
Developing a Strategy for Document Accessibility By Ernie Crawford
The Digital Revolution in CCM: Are We There Yet? By Allison Lloyd http://documentmedia.com/article-2709-The-Digital-Revolution-inCCM-Are-We-There-Yet.html
The Top Benefits of Managed Services for ECM By Bud Porter-Roth http://documentmedia.com/article-2701-The-Top-Benefits-of-ManagedServices-for-ECM.html
The CCM Marketplace Is Changing: What This Means for Buyers By Gina Ferrara
WHY EMPLOYEE CULTURE IS IMPORTANT TO By David Mario Smith 14
after all these years, organizations still lack a consistent focus on improving employee experiences and engagement. Given that this is directly tied to customer experiences, it should be a no brainer to make this a real business priority.
priority for the enterprise. Therefore, it behooves enterprise leaders to prioritize employee experience, which will translate to better customer experiences and satisfaction. Given this priority, enterprises have to consider the full life cycle that links employee engagement to customer experience. Highly productive employees are very engaged. Having the right tools is critical to ensure the seamless flow of business processes, which require communication, coordination, and collaboration with both internal and external constituents. When those processes or workflows deal directly with customer-facing staff, it is vital to have the right technology—or they risk a negative impact on productivity. An executive in a global company recently explained to me that their internal organizational culture was having a negative impact on engagement. They traced these cycles of disengagement to poor customer experiences. High levels of turnover resulted in inconsistent experiences for customers.
“Research shows that a high level of employee engagement has a positive effect on customer satisfaction and financial performance.” Research shows that a high level of employee engagement has a positive effect on customer satisfaction and financial performance. This makes it a strategic imperative and inextricably linked to business outcomes. These days, every chief executive officer has placed delivering a better customer experience as a number one
Employees weren’t given the right tools for the job. They weren’t cared for and certainly didn’t feel valued. In fact, that same executive related a story about a female employee in the human resources (HR) organization who met with the head of HR to discuss her career goals. This employee was an HR manager and intimated that her goal was to become a director in a couple of years. The head of HR responded by saying, “You can forget that. That is not going to happen.” How is that employee going to feel valued? Poor culture and bad behavior were the culprits here. I followed up on this story and found out that employee left the company for a director role at a well-known organization in Silicon Valley. Upon the employee’s exit, the head of HR told her she was valued and was confused why she didn’t feel so. I can’t make this stuff up folks! Thus, the same focus that we place on customer experience must be applied to the employee experience as well. Organizations have to be people-centric: period. If the internal culture and employee experiences are horrible, then you can bet the customer experience will be horrible as well. In organizations, you can’t support good customer experiences if your employee experiences are poor. To improve both employee and customer experience, organizations have to foster a culture where real conversations are taking place to build trust— first between employees and then with customers. It’s in the conversational flow where information, content, ideas, and values are shared. Fostering better conversations and the tools to do so will have a positive impact on culture, employee engagement, customer experience, and, ultimately, the financial performance of the company. O
DAVID MARIO SMITH is Founder and Principal Analyst at InFlow Analysis. Dave is a Gartner veteran of over 16 years and an IT industry professional with 20 years of experience in the collaboration and workplace technology markets. Contact Dave at http://inflowanalysis.com or follow him on Twitter @DaveMario.
CONTENT Much has been written about renaming and recategorizing technologies in the enterprise content management (ECM) space, and it is true that traditional ECM solutions have developed into application suites, which offer a broadening range of content management, collaboration, and workflow automation capabilities. Recent innovations from both established vendors and new entrants include cloud enablement and a shift toward easier-to-use interfaces for business users. We have also seen consumer file
By Holly Muscolino
synchronization and sharing (FSS) services morph into enterprise-grade solutions, adding capabilities traditionally found in ECM offerings, with additional support for enterprise collaboration, and that address the control and security needs of information technology (IT) departments. So, the boundaries between these technologies are evolving, expanding, morphing, merging, modularizing, and blending, but the requirement for organizations to manage content is
ECM, FSS, and the future of technology
as compelling as ever. For these reasons, we conducted a study earlier in the year to assess user needs and challenges related to managing enterprise content. We surveyed 375 technology influencers and/or decision makers in US organizations that had deployed or were evaluating ECM or FSS software. It is no big surprise that reducing cost, improving operational efficiency, and increasing employee productivity continue to be the primary drivers for transforming content-intensive workflows and
managing enterprise content. One-third of respondents also cite improving collaboration, both internally and with partners, as a key driver. While ECM is more often deployed to manage final-form content and as part of a content workflow automation or case management solution, FSS is considered more for supporting enterprise collaboration. On average, only 40% of an organization’s content is managed by an enterprise-sanctioned ECM or FSS solution. Organizations (across all company sizes) typically have four different ECM systems by various vendors implemented at their company. Interestingly, over 65% of respondents expect to increase their budget for ECM over the next two years, and 47% expect an increased budget for FSS. At least part of this will be driven by consolidation—over 40% of respondents indicate that their organization will consolidate ECM vendors in the next 12 to 18 months, and almost
one-third will consolidate their FSS providers. Only one-third of respondents expect no change, indicating a very dynamic market ahead. When asked for the motivations behind changing, reducing, and/or consolidating their ECM or FSS suppliers, respondents cite obtaining additional capabilities and reducing the number of suppliers to deal with as the top reasons. In regard to ECM, almost 40% of respondents indicate the need to move content to the cloud, while one-third of respondents indicate the need to switch from FSS to an ECM solution. Clearly, one solution (or solution category) is not meeting all needs. However, we believe that the days of deploying a monolithic, one-size-fits-all solution are rapidly fading. Instead, we expect to see larger numbers of purpose-built content management solutions, using the most suitable modules drawn from a common technology stack, with the goal of
improving stakeholder and customer experience. As a result, traditional technology boundaries will diminish. Management tasks will be increasingly offloaded to cognitive solutions, including artificial intelligence (AI). In fact, in this research, over 60% of respondents indicate that they are currently using or planning to implement cognitive and AI technologies to manage unstructured content in their organization. Yes, the requirement for organizations to manage enterprise content is as compelling as ever, but the metamorphosis of the technologies to support that effort continues. O
HOLLY MUSCOLINO is the Research Vice President of the Content Technologies and Document Workflow group at IDC and is responsible for research related to enterprise content management, including records management and case management. Follow Holly on Twitter @hmuscolino.
WHERE YOUR CONTENT IS MANAGED
Respondents were asked to estimate the percentage of their organization’s content that is managed in each of the following locations.
ECM system (incl. Sharepoint)
Enterprise-controlled FSS system
File shares Consumer FSS system Team collaboration solutions (excl. Sharepoint)
11.4% 10.7% 10.2%
Local document stores in enterprise apps
% of respondents (N=325) Source: IDC 2017 DOCUMENTmedia.com fall.2017
WHAT IS IT
IS IT FOR M
By Richard Rosen
So, what’s new at the US Postal Service (USPS)? The short answer: growth in meeting parcel volume due to e-commerce and Informed Delivery. Advertising mail is still strong, but First-Class Mail continues to decline. The USPS remains focused on keeping rates down by increasing efficiency through plant consolidations and legislative reform to recapture $54 billion of balance sheet debt (and the annual six-billion-dollar drain going forward). Informed Delivery is a new USPS service, which has been rolling out across the US for about a year. As the USPS sorts the mail, an image of the front of the envelope is captured. Informed Delivery users then receive an email in the morning that contains black and white images of the mail piece expected to be delivered that day, thus, getting an advanced preview of the mail. I started using this service when it first rolled out. While it is not perfect (sometimes the email arrives after my mail, and it does not currently scan flats), it is an email I open nearly every day. In its attempt to blend physical mail with email, the USPS may be on to something. They hope to be able to scan every piece of mail by the end of the year. Today, only letter mail is scanned and presented, but the addition of flats will be useful for mailers and customers alike. Currently, there are 6.2 million users of Informed Delivery, and amazingly, those emails are opened 70% to 75% of the time. For businesses looking to take advantage of Informed Delivery, there’s not a lot they have to do, unless they want to benefit from Informed Delivery’s expanded capabilities. All mail will still be scanned, and the images will be delivered daily to registered consumers. However, a business can add a color image and a hot link, which is associated with the mail piece, creating an appealing call to action. Today, there are only 35-plus mailers
Go to informeddelivery.usps.com, and click on “View My Mail”
Set your preferences
Opt in to the service, and confirm your information
The emails will start arriving within a few days
actively using this service, and they have run over 250 campaigns. While the results vary, one campaign achieved a 6.1% click-through rate—which is remarkable considering the much lower success rates of regular direct mail and email marketing. It’s a fact that businesses inundate us with email marketing messages. According to a July 2017 Constant Contact survey of their customers, the average open rates of marketing emails are 10% to 21%, depending on industry (e.g., brick and mortar retail got 10.5%; insurance received 13.16%; government achieved 18.98%; and religious organizations stood out at 21.09%). Now, here comes this new Informed Delivery email from the USPS with much better open rates— one which can complement and enhance a multi-channel marketing campaign to grow sales and stay in touch with customers. Today, the enhanced Informed Delivery service for mailers is free, though it was hinted at that this may not always be the case. Hopefully, the USPS will come to their senses and realize that the value of keeping mail relevant is worth more than the small, incremental revenue they might earn. O
RICHARD ROSEN is the Chief Executive Officer of The RH Rosen Group. The RH Rosen Group works with clients to reduce costs and improve cash flow through paper reduction and process improvements. Contact Rich at RichR@RHRosenGroup.com.
CAN YOU PROTECT YOUR PERSONAL DATA?
5 ways to get ready for GDPR compliance
By Katie Stevens
The General Data Protection Regulation (GDPR) represents possibly the most sweeping change to data protection laws in over 20 years. When it goes into effect on May 25, 2018, the new regulation will impact every organization that touches the personal data of European Union (EU) residents, regardless of the organization’s location—and every person who resides in Europe will be the beneficiary of the new law. So, why is this new law so important? The GDPR imposes much greater regulatory and individual control over personal data, a vital asset of the global economy. In addition to its depth and scope, potential fines of €20 million (or four percent of global revenue for non-compliance) raise GDPR readiness as a top priority for most organizations in 2017 and 2018.
Where should organizations begin to achieve GDPR compliance? With expanded territorial applicability and increased scope, it is important for organizations to clearly understand the full weight of their GDPR obligations. Under the pressure of limited time and resources, engaging professional service providers with both legal and IT security expertise will help organizations focus their compliance efforts in the areas that present the greatest privacy and data protection risks. The focus on individual rights, as well as transparency and accountability for the collection and handling of personal data, places EU residents and their rights at the heart of the GDPR. For instance, individuals will be able to demand the right to be forgotten, so their personal data will need to be
deleted and destroyed, as well as the right to data portability so that they can move their data from one organization to another. Organizations will need to consider all aspects of their processing activities considering the rights afforded to individuals under the GDPR. Additionally, the new regulation enforces a multitude of new compliance obligations, nearly all of which will be time-consuming and costly for organizations to address. These obligations include new rules to obtain explicit consent for specific use of personal data, making blanket collection of data difficult and risky. There will be new requirements to carry out a Data Protection Impact Assessment (DPIA) to understand the risks to an individual’s privacy before that individual’s personal data is used. In addition, there will be new requirements for privacy by design and by default, so that at the outset, controls for data protection and privacy are built into any changes to business operations and technology. Finally, there will be new obligations for transparency, including breach disclosure requirements to notify authorities and, in some cases, data subjects within 72 hours. For most organizations, and certainly almost all that conduct business within the EU, the GDPR is a game-changer. To comply with the new requirements, many will need to transform how they manage the data of individuals, including, but not limited to, how their vendors retain and manage this data. Efforts to remediate deficiencies and achieve GDPR compliance could take months. In this environment, next May is just around the corner; thus, it’s important to avoid delay and begin preparing today. O
KATIE STEVENS is an Associate Director in Protiviti’s Security and Privacy practice. She’s based in the firm’s Chicago office. For more information, visit www.protiviti.com.
Designate ownership for data privacy Assign roles and responsibilities for privacy and data protection across the enterprise. Consider implementing a formal data privacy program to enforce accountability and help ensure a strong governance structure so that privacy and data protection receive the appropriate level of attention within the enterprise. European Union (EU) supervisory authorities will expect reporting lines on privacy and data protection compliance to the board (or the equivalent top management level).
5 KEY STEPS TO GDPR COMPLIANCE Companies that position themselves as responsible custodians of customer and employee data will gain a strategic advantage over their competitors when the law goes into effect. There are several steps organizations must take to achieve this.
Communicate with partners and third parties Begin communicating with high-risk partners and vendors to review current contract terms and agreedupon data protection controls. Increased responsibility and liability implications will affect contractual arrangements for those companies or vendors sharing personal data outside of their organization. Because of the changes in responsibility for breach notification, organizations need to review contracts between parties involving data protection to ensure that appropriate measures are in place.
Understand your data Establish a formal inventory of data processing operations and supporting systems that collect, process, and store personal data. Organizations need to evaluate their data collection practices to ensure proper consent was received from EU individuals. Additionally, organizations need to verify the legal basis for collecting and processing personal data as well as the legal means for any crossborder transfers.
Perform a GDPR readiness assessment Perform a â€œcurrent stateâ€? analysis to determine GDPR obligations and identify gaps, and develop a roadmap to achieve compliance with the new regulations.
Address data subject rights Implement new processes and technologies to fulfill requests by individuals exercising their rights under the GDPR. The GDPR does not mandate any particular means by which requests must be facilitated, but it does indicate that organizations should provide means for electronic requests to be processed within one month.
RULE Breaking down NARAâ€™s Universal Electronic Records Management Requirements By Charmaine Brooks
here is a new specification on the block for managing electronic records. In August, the National Archives and Records Administration (NARA) announced the release of the Universal Electronic Records Management Requirements to help identify high-level business needs for managing electronic records at federal agencies. These requirements are a part of their Federal Electronic Records Modernization Initiative (FERMI), which looks to improve electronic records management (ERM) services and solutions for government agencies. While these requirements focus on federal agencies, they can also benefit non-governmental organizations as well.
According to NARA, the Universal ERM Requirements help prioritize the procurement of records management tools and provide standards to manage electronic records. These requirements are a considerably simplified model compared to the DoD 5015 standard (which defines the functional requirements for a records management application) or the MoReq2 specification (a formal requirements specification for a generic electronic records management system). In addition, the General Services Administration (GSA) is planning to refresh its Multiple Award Schedules (MAS) program under schedule 36 to incorporate changes to Special Item
Number (SIN) 51 504 for records management, which is primarily used for physical records management services. They also developed a new SIN (51 600) for electronic records management solutions. NARA is committed to supporting these requirements going forward and will update them to stay current with changes in technology, regulations, and guidance products. O
CHARMAINE BROOKS, CRM, is a Partner with IMERGE Consulting, Inc. and has 20-plus years of experience in the field of records and information management. Contact Charmaine at email@example.com.
Understanding the Requirements The Universal ERM Requirements include four components: the abstract, life cycle requirements, transfer format requirements, and a glossary, with a total of 94 requirements (69 life cycle requirements and 25 transfer format requirements). Each of the requirements form a matrix and use the following attributes.
LIFE CYCLE PHASE
Capture refers to the idea of placing records under the control of records management for disposition and access purposes.
Maintenance and Use is the process of managing records through their most active stage.
Disposal is the period when records have met their retention period and no longer have business value to the organization.
Transfer refers to records that are identified as having historical value, are permanent records, and will be legally transferred to NARA for permanent storage. Metadata are the identifiers that describe the context, content, and structure of the records. Reporting is the ability to generate reports to allow for further analysis and to demonstrate effective controls and compliance.
REQUIREMENT TYPE Program requirements affect or are considerations for an agencyâ€™s records management program, which is implemented by an agency records officer. These requirements help create the proper environment for the successful implementation of an electronic records management system or solution.
System requirements describe the desired features and/ or functions of an electronic records management system. These requirements help agencies select a system or solution that meets common standards of performance and activity.
We identify the applications, media type, or repositories applicable to the requirement for objects that meet the definition of federal records.
Office documents created by office management software that will be managed in the electronic records management system throughout their entire records life cycle.
ELECTRONIC MESSAGES Email messages, instant messages, chat messages, text messages, and voicemail messages.
SOCIAL MEDIA Messages generated through a social media application.
CLOUD SERVICES Records that reside in a cloud environment hosted by a third-party service provider.
WEBSITES Web content records, which represent information presented on a website, and website administrative records, which provide evidence of the management and operations of the website.
DIGITAL MEDIA (PHOTO) This digital media refers to photograph records.
DIGITAL MEDIA (AUDIO) This digital media refers to audio records.
DIGITAL MEDIA (VIDEO) This digital media refers to video records. DATABASES Databases refer to structured repositories of indexed information that allow information retrieval, analysis, and output.
PRIORITY Must have
SOURCE NARA Bulletins
United States Code (USC)
Requirements Working Group
SHARED DRIVES Shared drives refer to managed shared servers, which provide electronic storage space for authorized users to house federal records in supported file formats. ENGINEERING DRAWINGS Engineering drawings refer to technical drawings used to convey all the required information to allow a manufacturer to produce that component.
Code of Federal Regulations (CFR)
By Christopher Risner
THE ABCS OF YOUR ENTERPRISE SEARCH
STRATEGY FROM TAXONOMY TO USER INTERFACES
aving a reliable and accurate enterprise search strategy within your organization boosts productivity internally and improves customer satisfaction externally. Both of these benefits come from providing fast, accurate, and relevant results at the time a search is performed. To fully understand how enterprise search works, its overall benefits, and what is required for a smooth performance, it is necessary to look at the key components and stages of an enterprise search strategy. An enterprise search, like a Google search, is designed to provide desirable and accurate results as quickly as possible. However, enterprise-based search varies drastically from its World Wide Web counterpart. For starters, business content often lacks links, text, or extensive context. In addition, there are various content formats to contend with beyond HTML. On top of that, all information searched and indexed within an enterprise network must go through several forms of security or authentication, limiting what some users can access. In addition, search results conducted within an enterprise network should offer the highest quality results, with the highest relevance first—not necessarily the most popular (though this may be a factor, particularly in a machine learning scenario). Because of these key differences, developing a search strategy must begin with defining its objectives. The search objectives need to account for the person actually using the search field. Different end users have different needs and may take advantage of different features. Users range from sales staff to corporate executives or technical teams, as well as clients trying to get information for customer service. Defining who uses the search and what they are looking for will help develop the necessary features and help identify the data needed for the search. Once the data is defined, the data sources—which are important for indexing the right content
“Users will not interact and feel engaged with a poorly thought-out solution.” and producing quality search results— should fall into place. It is also worth discussing what type of search will be performed. For instance, a product search is inherently different than one for content. Both have different types of metadata available and, therefore, different options for the results page. So, designing the system for the type of search makes a lot of sense, because products often have an easier time fitting into filters and facets than other types of content. Creating a classification system for enterprise search, commonly referred to as taxonomy, is a complex topic. Companies can easily get hung up on how to approach it because their data is typically not categorized or naturally available in neat structures. The work to create these taxonomies requires time-consuming, manual intervention by a knowledgeable person in the organization. This work is necessary to create filters and facets to help the user. Recent advances in machine learning and artificial intelligence (AI) have provided hope for those looking to automate their taxonomy through auto-classification. Through machine learning, the system would understand the “data behind the data” over time, as the algorithm gets better at choosing which categories or tags belong with each piece of content. There are many features to an enterprise search solution, and the way it looks and how it is organized is critically important. Users will not interact and feel engaged with a poorly thought-out solution. Some of these features include providing an autosuggest with the keyword search box (using machine learning to determine what to suggest would
improve the interaction as well); effect filters, facets, and sorting on the search results page so that a user could finetune what is being viewed to locate the most appropriate content; properly laid out links and text with descriptions and images to help the look and feel of the page; and, finally, the use of AI methods to personalize the search results. Creating an enterprise search strategy does not end with delivering the search results. The strategy needs to include how the organization is going to maintain and tune the results over time. The goal is to have the results improve over time rather than degrade. Without the correct resources and plans in place, it is very possible to get worse results as time goes on. To make sure this doesn’t happen, the right people and systems need to be put in place to test the system for both performance and accuracy. Technical and marketing staff should be working together continuously to improve the speed and effectiveness of the search. A lot of this information can be learned by thoroughly evaluating the search reports. Search parameters can (and should) vary from one enterprise to the next, but the steps taken to create these parameters will remain the same. Regardless of industry or the amount of amassed data, utilizing these steps in creating and formulating an enterprise search strategy is important for internal productivity and customer satisfaction. O
CHRISTOPHER RISNER is Co-Founder and Chief Strategy Officer of BlueBolt, Inc. Follow Chris on Twitter @cdrize.
By Nancy Green
INVENTORIES The essentials for great customer communications management
e have all been busy over the last few years improving design, simplifying content, and setting standards to make it easier for customers to understand the business correspondence that they receive. Across the industry, we are
also seeing a convergence of companies organizing around the customer, while technology advances are merging print shops with digital services to provide a wide range of communication tools. Thatâ€™s why now is the ideal time to re-focus on building
comprehensive document inventories and re-structuring your data to make it easier to search and update the critical information you will need. Inventory management may sound simple, but the reality is more complex. Today, businesses can have
multiple administrative and document management systems, numerous repositories, gold copies with varying degrees of version control, separate product lines, and oneoff processes—just to name a few. These factors make it difficult to gain a holistic view of what is being sent out to customers and to capture and track cross-channel delivery. By effectively managing your document inventory, you will be able to create
consistent messaging using reliable systems and repeatable processes. Once you have a clear picture of what’s in your inventory and how to find it, it’s much easier to start evaluating and consolidating delivery methods, preferences, and truly moving to an exceptional customer journey. People don’t want “all digital,” “all phone,” or “all paper.” What they want is exceptional service and choice. So, if you can actively manage
and instantly find your communications inventory, you’ll not only be more efficient but also well on your way to deliver a simplified customer experience. O
NANCY GREEN is part of the US Customer Communication group at MetLife and serves on the Advisory Board of the DOCUMENT Strategy Forum (DSF). For more information, visit www.documentstrategyforum.com.
HOW DO YOU GET STARTED? EXAMINE YOUR NEWLY CREATED, ALLINCLUSIVE INVENTORY.
DUST OFF YOUR LAST INVENTORY LIST, AND TAKE A CLOSE LOOK. How is it organized? Does it include the source system and delivery method? What about those hidden manual inventories? Don’t deny it; they’re out there. Yes, I’m talking about those non-document management and legacy systems, workaround databases, and outdated mail merges that send out letters and notices. Once you collect and validate the packages that are being generated from all sources, you’ll need to add and track emails, texts, and website visits so you have a broader, customer-centric perspective. Your complete list should include everything from print locations to envelope size, along with document samples so you can ensure your content is consistent across all channels.
REPEAT STEPS ONE AND TWO OFTEN. They are never complete, and that’s okay. Inventories and metadata should be reviewed and updated regularly as part of your continuous improvement disciplines. Get rid of outdated documents, and consolidate, update, and create new tags regularly so that metadata can be easily changed. Your classifications should reflect the company’s organizational structure so any branding, product, or legal name changes can be identified and altered seamlessly.
Is it easy to determine and recognize what documents are listed, or do you need a decoder ring? This is where it all comes back to the metadata. Here’s a hint on how to get the organization to rally around cleaning up your metadata: Don’t call it metadata (have you noticed people’s eyes glazing over when you say the word?). Instead, get the team excited about being able to quickly search and easily locate their key documents in seconds. One way to help simplify your naming conventions is to conduct user testing with different internal teams that need to obtain documents. Through focus groups or surveys, you can determine what keyword searches are being used. You should also pull metrics from your digital platforms, including internal and external systems and sites, to see how users are searching for forms online. All of this feedback can then be used to structure your data for quick and easy retrieval. Think of metadata as your GPS to help find and focus on both your internal and external customer communication needs.
DIGITAL TRANSFORMATION IS MAKING ENTERPRISE CUSTOMER COMMUNICATIONS A STRATEGIC IMPERATIVE Moving from an operational to holistic approach By Pat Nolan & David Stabel
n our recent study titled “Enterprise Customer Communications–Trends & Strategies from Around the Globe,” we conducted over 60 interviews with key individuals collectively responsible for delivering over 50 billion customer communications in the last year. We found many common insights across all of our conversations, but one overarching theme seems to sum it up best—enterprise customer communications are shifting from siloed, operational functions to a more strategic, holistic approach in the wake of digital transformation. In our key findings, we see that enterprises are rethinking their approach to customer communications in the name
of improved customer experience. In fact, 64% of the global service providers and market stakeholders we interviewed agree that this is the most important trend of the moment. Agreement with this sentiment drops to 50% among respondents in North America, but that is still high enough to make it the leading trend for this demographic. This doubling down on customer experience takes the shape of more targeted and personalized communications, along with seamless, multi-channel dialogues between the business and the consumer. “Customers today want to communicate with businesses on their own terms,” a Senior Vice President of Sales and Client Relations at a major service provider told
us, a trend that “will only grow stronger as millennials replace baby boomers as the leading consumer group.” Newly empowered consumers of the digital age—media- and tech-savvy with instant access to information, products, and services—put pressure on enterprises to meet their open-ended, multi-channel customer experience expectations and preferences. To a similar effect, enterprises are also adopting a centralized communications strategy. As much as consumers want consistent communication across a variety of channels, enterprises want that same fluidity throughout their customer communications strategy and customer touchpoints. DOCUMENTmedia.com fall.2017
Digital advancements have enabled an interconnectedness between channels that enterprises have just begun to utilize. The ability to design, publish, and track a single message across all channels is a modern reality. Enterprises will continue to incorporate technologies and partners that allow them to harness this ability with the hopes of capturing an ever-increasing return on investment (ROI), which is achieved by sending customers the right message through the right channel at the right time.
them navigate customer communications trends and obstacles as they emerge. This includes the effective implementation of newer channels, like mobile, and handling data management in a time of heightened data security and regulatory compliance. Enterprises also want partners to future-proof their customer communications strategies, acting as advisors on the latest platforms. In our study, we found that enterprises are cautiously hesitant about many up-and-coming customer communications technologies, like personalized video, augmented reality, and voice command, which haven’t necessarily been around long enough to have established efficacy or proven use cases. Outsourcing partners can play a leading role here in helping to implement these trends into an enterprise customer communications strategy that works. While there are plenty of opportunities and innovations in enterprise customer communications, enterprises should be wary of the learning curves as well. Mobile delivery is a prime example. Without an understanding of the channel’s nuances, enterprises lack a strong mobile delivery offering even as the channel gains prominence. SMS messages, apps, push notifications, email, web browsing, and user portals all flow through the mobile channel. As a result, mobile presents an almost infinite, evolving buffet of options when it comes to customer communications, and that is likely why enterprises struggle with it. While many enterprises have yet to find widespread mastery of this channel in their customer communications strategies, the resources to achieve it are well-positioned. Notably, the concerns around regulatory compliance and data security loom over all the trends in the enterprise communications space. Just behind improved customer experience, these concerns are the second most
“Less than half of our North American respondents feel confident that their companies will be prepared for the GDPR, and about a fourth of them are completely unaware of the regulation.” Along with integrating the multi-channel dimension, a centralized communications strategy also unifies the ways in which some enterprises leverage their transactional and marketing customer communications. All of this not only makes it easier to keep consumers engaged but also helps to cut costs and smoothly bridge data across all communication activities—an invaluable strategic advantage. As enterprises strive to cut costs, improve response rates, and increase ROI, they are fully aware of the need to reform their customer communications strategies. Yet, keeping up with new wants, demands, technologies, and trends is a tough balancing act. Not surprisingly, enterprises are seeking partners that can offer a broader range of services to manage this evolving landscape on their behalf. Enterprises want their outsourcing partners to be a one-stop shop to help
important enterprise trend, with 52% of our respondents (45% of North America) addressing it as such. The growth of data-friendly digital channels, multi-channel data integration, and the increased use of data for personalized communications all contribute to the growing responsibility in managing customer data. In May of 2018, the General Data Protection Regulation (GDPR) will become law, affecting all international enterprises that deal with data of customers in the European Union (EU). Penalties are considerable. Yet, in our annual research report titled “Annual State of the Transactional Communications Market,” we find that less than half of our North American respondents feel confident that their companies will be prepared for the GDPR, and about a fourth of them are completely unaware of the regulation. This statistic is concerning given the implications. Any business that handles EU customer data, which certainly applies to many North American enterprises, will need to restructure their customer communications accordingly. Enterprises began to go digital to cut costs and because of competitive pressure, but now it is an integral element of any customer communications plan. Businesses need to maintain relevant, consistent dialogues across all channels or get left behind. Today, digital transformation is facilitating this ability. Together, consumer preference and digital innovation push an enterprise’s customer communications strategy from a traditionally siloed and operationally focused function toward a more centralized, strategic future. The novelty around this approach presents its fair share of challenges, but we expect a proliferation of outsourcing partners and platforms to supply the demand and help guide the way. O
PAT NOLAN is a Research Analyst of Customer Communications, and DAVID STABEL is the Research Director of the Customer Communications Advisory Service at Keypoint Intelligence–InfoTrends. For more information, contact firstname.lastname@example.org.
Think About It “Competitive pressures are ushering in a new software-as-a-service (SaaS) age in CCM, where even individual services could be simply downloaded on demand.” — ALLISON LLOYD
“If you consider that information travels and sits on documents (i.e., any computer file), then we could go back to the old and moldy designation of document management.” — JOAO PENHA-LOPES
“A recent survey of enterprise capture operations, conducted by AIIM, revealed that over 60% of respondents are currently capturing more than 10 different document types.”
“Managed services is loosely defined as the practice of outsourcing the daily management responsibilities and functions for an ECM system to a third-party company.” — BUD PORTER-ROTH
— GREG COUNCIL
“To survive, vendors must move well beyond this old model to a new model that focuses on adding value to the process of communicating intelligently.” — TERRY FRAZIER
“Information governance is not a technology feature; it is a business principle.”
“Fundamentally, blockchain will revolutionize
— MARKO SILLANPAA
simpler, more trustworthy transactions.”
trust, moving the needle away from fear, uncertainty, and doubt (FUD) and toward — JIM JUST DOCUMENTmedia.com fall.2017
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DOCUMENT Strategy Fall 2017