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MOVING FROM VISION TO EXECUTION Enterprise Customer Communications are the foundation of the Customer/User Experience (CX/UX), the triggers for most service interactions, and the source of many operational and governance issues. CEDAR connects your source systems to your customers through a comprehensive CX/UX Servicing Platform focused on the Digital Transformation of Customer Communications Management (CCM) and Digital-to-Personal Servicing.


VISIT BOOTH #403 FOR MORE INFORMATION Contact Us Richard Bishop, SVP Sales 770-395-5006


TABLE OF CONTENTS volume 25 issue 1 | Spring.18 |



4 Steps to Customer Communication Success By Scott Draeger



What does it mean for corporate information management? By Joao Penha-Lopes


Why We Need Metadata

Understanding the context of our content By Charmaine Brooks and James Just



The 4 Types of CCM Technology You Need to Know About The movement toward centralized communication platforms By Kaspar Roos


Is Blockchain the Real Deal?


Why it will change information management forever By Alan Pelz-Sharpe


Technology Roundup

Dropbox goes public, Laserfiche innovates, Canon enhances security portfolio, and Xerox plots a path forward By Holly Muscolino



The Privacy Battleground

Companies have a lot more to lose than just data By Sam Pfeifle


Letter from the Editor #Trending on Social Masthead

10 12 30

Contributors What’s New Think About It


Enterprise Platform to Maximize Customer Experiences


Education Strategy Technologies and Customer Experience



Content Is Still King

LET’S FACE IT: We’ve always struggled to find consensus on how we define even the simplest of terms. It’s a symptom of the siloed structure that most organizations operate under. For example, I once held a focus group on the fundamentals of a document strategy, and the discussion soon devolved into a debate on the actual meaning of the term “document.” However, as we increasingly focus on the digital business, marked by significant shifts in the technology marketplace, I think we’re seeing one universal theme begin to emerge. No matter where you sit in the organization, what industry you’re a part of,



or which line of business you run, we all rely on content to make the business run. The sheer variety of content and the many forms it comes in makes it increasingly complex to manage. In fact, many would argue that business content is about more than simply managing it. With this perspective, we’re witnessing the once-separate worlds of business content and transactional (or customer) content come together. This holistic vision of content is not without speedbumps though, as we saw last year with the arrival of content services, seemingly supplanting enterprise content management (ECM). In addition, the landscape of customer communications management (CCM) is becoming less and less clear, as it continues to overlap with web content management, digital customer experience, and content services. In a broad sense, we’re all moving toward a “service-oriented approach,” leveraging microservices and API-based architectures and low-code/no-code programming to quickly deliver content applications to business users where they need them. In essence, this is about opening our content, so it can actually be used to achieve a business objective, thus, creating value. A prime example of this is embedding a centralized customer communication editing experience into other systems used by business users, as discussed in our

cover story on page 20. Whether you like it or not, this is the age of the business user, and we must provide tools that simultaneously control content and offer flexibility in the access and creation of it. Not surprisingly, Gartner reports that organizations are focusing on content services applications (people-centric access points to make use of content within a business context, such as CCM or case management) and content services components (which provide utility services that enhance and expand platform capability and are embedded within applications, such as capture services, content automation, and information governance) to extend the basic capabilities of content services. We’re in the midst of somewhat of a revolution in how we think about content, its ultimate use, and the business value it really holds. In the consumer choice economy, enterprise leaders are beginning to understand that they are no longer held hostage by technology. Rather, their business needs will continue to drive their content-centric choices. I look forward to exploring this convergence and other transformative topics at our annual event, DSF ’18, May 21-23, in Boston! Until next time,





Marko Sillanpaa, CIP @MSillanpaaBMOC “Content Services is about more than just the documents managed in your #ECM or document management systems. It’s about those in business applications that work with documents too.”

Cybersecurity: Are you cyber resilient? Cybersecurity is getting harder, not easier. So, are you cyber resilient? Here’s a look at a recent Ponemon Institute and IBM study on why cybersecurity incidents still pose a major problem for many businesses.


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president Chad Griepentrog publisher Ken Waddell editor Allison Lloyd [ ] contributing editor Amanda Armendariz contributors Charmaine Brooks, Scott Draeger, James Just, Holly Muscolino, Alan Pelz-Sharpe, Joao Penha-Lopes, Sam Pfeifle, Kaspar Roos advertising Ken Waddell [ ] (o) 608.442.5064 (m) 608.235.2212 audience development manager Rachel Chapman [ ] creative director Kelli Cooke

PO BOX 259098 Madison WI 53725-9098 p: 608-241-8777 f: 608-241-8666 email: 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 © 2018 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 REPRINTS: For high-quality reprints, please contact our exclusive reprint provider, ReprintPros, 949-702-5390,

CONTRIBUTORS Alan Pelz-Sharpe Founder and Principal Analyst, Deep Analysis Mr. Pelz-Sharpe has over 25 years of experience in the information technology (IT) industry working with a wide variety of end user organizations, like FedEx, The Mayo Clinic, and Allstate, and vendors, from Oracle and IBM to startups around the world. He is regularly quoted in the press, including the Wall Street Journal and The Guardian, and has appeared on the BBC, CNBC, and ABC as an expert guest.

Sam Pfeifle Holly Muscolino Research Vice President, Content Technologies and Document Workflow, IDC Ms. Muscolino brings to IDC more than 30 years of experience in product management, product marketing, strategy development, and market research within the document solutions industry. At IDC, she is responsible for research related to enterprise content management as well as the digital transformation of document workflows and the technologies that enable that transformation. Prior to joining IDC, she led the Document Outsourcing and Production Workflow Solutions practice areas for InfoTrends.

ADVISORY BOARD We’d like to thank the dedicated professionals who help make our annual event, DSF ‘18, possible.



Content Director, International Association of Privacy Professionals Mr. Pfeifle oversees all content produced by the IAPP, including newsletters, blogs, books, industry resources, and training. Previously, he managed a number of B2B publications, including titles in the physical security, workboat, and 3D data capture industries. He has a BS in education and a BA in English from the University of Vermont and spent two years as a high school English teacher in New Hampshire.


Enterprise Platform to Maximize Customer Experiences Customers use three or more channels when contacting companies. This demands a new business model moving beyond disconnected, multichannel communication to offer Omni Channel engagement with real-time back office integration for enhanced customer experience and streamlined operations. The consistency of the message is ensured by endto-end integrated, seamless customer communications across the customer journey.

The Papyrus ACM-based collaboration platform for campaign management earned the highest honors for digital transformation excellence, agility and high value creation. Creative Services Teams are driving the creation, modification and administration of a large number of marketing and regulated materials with more than 60 media types in nearly 30 languages and more -efficient approval cycles to guarantee quality and compliance.

Inbound mail automation Creating and managing business correspondence for physical and digital can be an expensive nightmare. The Papyrus single source document administration is here to help! Document layouts and building blocks are created only once by business teams and reused across templates for e-mail/HTML, Mobile, Web, PDF and print — achieving efficiency, corporate design, precision and quality. How cool is that! Corporate design is enforced and manually generated communications restricted to using pre-approved templates, layouts and resources. Changes to documents are quick, easy and cost effective, passing through an approval process in the award-winning Papyrus Change Management. Communication is delivered to each individual in their preferred channel and language. This channel could be an e-mail, WebChat, mail, SMS, Social or mobile with feedback loop. Whichever channel is used, it is integrated in a single solution to give your sales and customer service agent visibility of all customer contacts and current status, so queries can be resolved quickly and correctly.

A single view of all customer activity for a more seamless experience.

Digitizing and intelligently extracting data from incoming documents and messages in structured and unstructured formats including hand written information is a key strength of Papyrus Software. State-of-the-art machine learning technology utilizes pattern recognition to increase accuracy and efficiency of data capture.

Transforming your Online Business Channel Doing business online is a critical element of your organization’s existence – it connects you faster and conveniently to customers, prospects and partners. Digital business transformation now demands that we ensure operational support for this external activity, increasing emphasis on how we deliver on the promise of digital business via the online channel. Papyrus Software enables business applications for digital transformation, operational enhancement and customer engagement in an Omni Channel world. With the Papyrus Platform enterprise teams choose where to improve, whom to empower and how to scale — gaining the knowledge and tools to create, manage and enhance business applications with reduced IT dependence.

All channels are presented in a unified view to understand which communication has taken place (outbound/inbound) and which channel was used, even when crossing channels in parallel conversations. Monitoring and reporting tools provide evidence that communications get delivered in a timely manner and identify problems at the earliest point in a conversation. Business First is an important concept when implementing a new global business communication solution. A powerful digital approach allows for business creativity and flexibility in multilingual product offerings, plus pricing and placement of promotional content across all lines of business. Invoicing customers can be per ad-hoc request, moving from paper to e-mail and Webportal to avoid payment delays, applying GDPR/EU-DSGVO. 817.416.2345

What’s New Catch up on all the news, opinions, and featured articles that caught our eye on

Slack, Facebook, and Google Are Disrupting the Collaboration Market Newer collaboration entrants like Slack, Workplace by Facebook, Glip by RingCentral, Google Hangouts Chat, and Zinc are market accelerators, driving the shift toward conversational workspaces. Incumbent providers are quickly following. article-2791-Slack-Facebook-andGoogle-Are-Disrupting-theCollaboration-Market.html

What’s the Secret Weapon Behind Customer-Centricity?

4 Questions to Ask When Building a Records Management Program

There are four fundamental questions senior executives must ask about records and information management (RIM) to fully understand the essential components of a RIM program. The answers discovered in the process will provide the foundation for building the RIM program at your organization. article-2780-4-Questions-toAsk-When-Building-a-RecordsManagement-Program.html

Salesforce Acquires Application Network Provider MuleSoft in $6.5 Billion Deal

In the deal, Salesforce acquires more than 1,200 new customers and announced plans to use MuleSoft to power their Integration Cloud, which will surface any data in the organization across legacy systems, cloud apps, or other devices. http://documentmedia. com/article-2787-Salesforce-Acquires-Application-Network-Provider-MuleSoft-in-$65-Billion-Deal.html



Over the past few years, there has been a great deal of discussion around transforming the organization to be truly customer-centric in everything that it does. There is another component that we see as an integral part of an effective communications strategy— and it is something we call “content centricity.” Achieving true content-centricity means putting your content first, not as an afterthought in your communications strategy. http://documentmedia. com/article-2781-Whats-the-Secret-Weapon-Behind-Customer-Centricity.html

People consider enterprise resource planning (ERP) to be the sexiest app on the block. Indeed, these are invaluable business tools, but that does not mean they’re all you need. Without the existence of documents, the ERP would starve.

Xpertdoc Acquires Document Creation Solution XperiDo

Through a 100% share purchase agreement, Xpertdoc Technologies Inc. has acquired the assets of XperiDo from Belgian company Invenso bvba for an undisclosed amount. In a briefing, Xpertdoc leadership indicated plans to integrate the two separate brands into one unified offering by late 2018.

IBM Announces New Data and Machine Learning Platform for the Private Cloud

The new Cloud Private for Data platform is aimed at bridging the gap between AI technologies and the information architectures required to analyze the data that powers these systems.


Education Strategy Technologies and Customer Experience No matter how sophisticated and well-orchestrated an organization’s customer education strategy is, its impact is diminished when systems and processes aren’t in place to enable it. The effectiveness and ROI of resources are directly tied to the mechanisms that support rollout and fulfillment.

it. Thus, customer-facing teams (i.e., relationship managers, client representatives and consultants) are quickly served up campaigns that align to particular goals, such as motivating their client’s employees to enroll in their retirement plan.

Organizations that utilize CCM technologies for wider strategic applications are getting the most value out of them and the assets that power them. The speed and synchronicity offered by such systems ensure that strategic programs are well-utilized and critical customer education materials distributed immediately to frontline teams. Improving Process to Enhance CX With process improvement comes advancements in customer satisfaction: For years, research has correlated good customer education practices with a strong positive impact on trust and satisfaction. When client-facing teams can quickly provide relevant materials and tools that enhance the customer experience, they demonstrate value, professionalism, and a strong commitment to helping customers reach their goals. When to Invest in a CX-based CCM System It can be difficult to pinpoint when it’s time to invest in such a system. Consider whether any of these warning signs sound familiar: Organization-wide lack of awareness regarding pre-built strategic programs and associated support materials Underutilized marketing and customer enrichment resources Low use of intranet sites because employees consider them to be non-user-friendly Manual processes that slow roll-out of strategic initiatives These and other mission-critical challenges can undermine the ability of businesses to maximize the potential of available internal resources. The use case that follows helps to illustrate how technology and automation can transform supporting frameworks — thus influencing customer behavior and the bottom line. Use Case: A Communication Campaigns System A Fortune 500 financial services company had aggressive goals to improve enrollment, increase 401k contributions and build client relationships. They partnered with a marketing and communications technology firm to implement a custom, cloud-based application — built specifically to enable the utilization of their strategic communications campaigns. The system streamlines, packages, and automates the process of building a program and generating relevant materials to support

Technology for Strategy Value Gains Technology allowed the communications teams to get the most value out of their strategic frameworks and all of the work that went into producing content to enable client-facing teams. In turn, such proactive efforts to help customers achieve their goals helps set a business apart. When customers are empowered to make better decisions, trust and confidence grow, and ultimately, so does your bottom line. The Path to Achieving Similar Results Ask yourself: Without the right enabling technology in place, are you maximizing the resources in which your organization has so heavily invested? If you already utilize CCM, are you stuck in the “document management” phase? Take the time to assess the hidden costs associated with continued reliance on manual, outdated processes. Is a poor user experience for your team hindering the customer experience? It’s something to think about — and act upon — as the capabilities of CCM continuously evolve.



ith 2018 in full swing, you’re probably already focusing on new ways to improve your business communications and planning your trip to Boston for the DOCUMENT Strategy Forum (DSF ’18). While you’re at it, I invite you to also look at the areas that don’t receive much attention, but they are still critical for your customer communication success. Here are four worth considering.





Walk the Walk

We all love being on a project, but it can easily turn into a rat race. It’s important to think about the upstream and downstream impact of every project at your organization. Check in with the project management office (PMO) to map and compare output, or glance at the organizational chart to see who might be doing similar work. Simply walking down the hall to talk to other teams in the company will give you a better understanding of how your project fits into the larger picture. Here’s the payoff: If you’re willing to walk the walk, you will be seen as a leader with a vision, one who is bent on saving frustration and reducing friction within the overall business.



Applying Knowledge Grows the Business

The insights gained from industry reports on new and emerging technology markets are critical for every technical implementation. I know I’m anticipating reading key reports from Doculabs, Forrester, Gartner, and Madison Advisors. To select the right technologies, it’s important to understand the individual nuances of each market, including business intelligence, business process management, customer experience management, customer communications management, customer relationship management, digital experience platforms, enterprise content management, robotic process management, web content management, etc. Yet, the intersection between the markets is potentially just as valuable. Homing in on solutions that fall between the most talked-about solutions will help your department make its mark. Ask your vendors to prove that their technology will effectively tackle your needs at both the tactical and strategic levels.


Want to kick-start your customer experience (CX) program at your company? Learn the 3 proof points for success with Scott at DSF ’18 on Tuesday, May 22.


Have Larger, Slightly Chaotic Meetings

As I meet document experts around the globe, I’ve noticed that project teams are getting larger, with stakeholders from varying departments sharing the responsibility and their budgets. When these centers of excellence go well, there are plenty of interested and engaged people at the table. While the meetings can be a bit awkward at first, a diverse group can quickly identify real issues within a company’s communication efforts. You will find that each department uses different terms for the same things or even measures time differently, but with patience, sorting through this chaos can reveal the path toward cohesive communications. With today’s requirements for omni-channel communication, everyone has to be aware how each channel is deployed. In the age of customer experience, we have to connect each project to the relevant customer journey. Customers are not willing to tolerate mismatched communications and documents from different teams.


If You Do It First, You’re the Expert

Don’t be shy about calling yourself the expert. If nobody is studying those empty spaces between the big issues—and you are—you can become the expert very quickly. There is a plethora of educational resources out there for discovering new communication and technology trends. Additionally, there are conferences and events where you can gain valuable insights to take home and implement immediately. One such event is DSF ’18. This year, it’s being held May 21-23 in Boston. I relish the event’s post-presentation conversations when an audience member chats with a speaker. This is where real engagement is taking place, and these conversations show what it looks like when problems are actually being solved. I’m always excited to be a part of it! O

SCOTT DRAEGER is Vice President of Product Management at Quadient. His broad experience includes helping clients improve customer communications in over 20 countries. For more information, visit or follow him on Twitter @scottdraeger. spring.2018




What’s the future of GDPR? Don’t miss this roundtable discussion at DSF ’18 on Monday, May 21.



he General Data Protection Regulation (GDPR) makes its debut in May, and it will be big. For large companies, fines could reach up to four percent of annual global turnover for non-compliance. Many efforts to meet these new requirements are focused on applications such as enterprise resource planning (ERP) and customer relationship management (CRM) systems, but what will the GDPR mean for the documents we manage? If you agree that electronic document management (or any of its synonyms) is the foundation of corporate information management, then that means complying with the GDPR—or face the wrath of the European Union. The following articles within the GDPR are those that require particular attention for the domain of document management.




RIGHT TO RECTIFICATION Employees may store new versions of existing documents to correct incomplete or inaccurate data or add completely new statements. As in Article 15, individuals should only be able to rectify their own documents and not anyone else’s.

RIGHT OF ACCESS BY THE DATA SUBJECT Company employees will need to access most of their personal documents stored by the organization (e.g., in the human resources file cabinet) to ensure they are still valid, all necessary documents are filed, and so forth. Naturally, there must be measures taken to prevent employees from accessing any documents belonging to their colleagues.




Data subjects or, in a corporate environment, employees have the right to demand that information given to the company is not used outside their legal purpose. If documents fall outside the scope of legal obligation, public interest, or legal claims, the employee has the right to exclude them from further processing either temporarily or permanently.

ARTICLE 25 DATA PROTECTION BY DESIGN AND DEFAULT Software, which supports the EDM solution, must allow for data protection by design and default. Selecting software that does not meet these conditions is not a wise path. When we talk about data protection, we mean strict access to documents that are assigned to company roles, and by documents, we mean the document object—not the file cabinets where they’re stored. This kind of functionality must be configurable in order to satisfy whatever security policies are implemented. By default, the system must prevent access to documents by all users. Therefore, access rules must be implemented. It’s also necessary to log all



RIGHT TO DATA PORTABILITY Employees have the right to demand their personal data in a portable format, so they can access it without the need for specific software. Therefore, an electronic document management (EDM) solution must be able to meet this requirement, including functionalities such as exporting documents to a DVD, a database with related metadata, and selective search and viewing on any computer.

activity for every document, so companies can track who accessed what, when, and for what reason. Each document must have its own access log, and these logs must exist by design and default. This article has particular implications for data sovereignty, either when situating data centers in the European Union (EU) or by embracing cloud services that offer jurisdictional assurance for storage, processing, and appropriate security within the EU. Organizations will need to select vendors and cloud providers who can demonstrate that such requirements are built into their respective solutions by design and default—not bolted onto legacy architectures, which will become ever more fragile. O

JOAO PENHA-LOPES has specialized in document management since 1998. He holds two postgraduate degrees in document management from the University Lusofona (Lisbon) and a PhD from Universidad de Alcala de Henares (Madrid) in 2013. Follow him on Twitter @JoaoPL1000 or visit spring.2018



Want to build effective content classification? Don’t miss the highly interactive tutorial at DSF ’18 on Wednesday, May 23.


By Charmaine Brooks and James Just

Understanding the context of our content


n content management, metadata is used to uniquely identify content objects, improve search, and manage the life cycle of content. In some cases, it can even reference information that is not necessarily explicit in the content object, such as a project ID number that doesn’t appear within the text of a document. We use metadata to describe and provide



context to our content. In essence, metadata is about language. In order to achieve consistency for describing content objects and to facilitate retrieval, we must have vocabulary control. As we discussed last year, developing a taxonomy or classification scheme allows an organization to apply consistent vocabulary control for all content across the enterprise.

Just think about this: The average person has a vocabulary of 20,000 unique words. Without a controlled vocabulary, we could end up with a multitude of terms—some contradictory, inaccurate, or confusing—which only creates more obfuscation than clarity. On the other hand, if we can only use 10% of that vocabulary, then we are left with a much more manageable number of 2,000 terms. The reality is that metadata can be developed by users or by a folksonomy system (tagging without rules). After all, they’re easy to develop, cheap, and “metadata of the masses.” However, they’re also ineffective over time due to inconsistencies in structure, vocabulary, and spelling. In this light, metadata by itself could be meaningless. In this age of powerful search engines, you might wonder why we need taxonomies at all. In fact, an executive at Mozilla asked this very question. I’ll tell you the same thing that I told him: Let’s

consider an organization with two million documents in a system, and you’re looking for an invoice for a part that was ordered last year. Now, a full search for that invoice and part number might take a while, expend system resources, and could result in hundreds of documents— or none—and too many false positives because the parameters are too broad. When using a hierarchical taxonomy or classification, the search is narrowed to “accounts payable,” then “invoice,” then the “previous year,” and then the “vendor.” The search would be fast and more accurate. However, for that search to be effective, the system and the search interface must include the right metadata. Search engines, such as Google, Yahoo, Bing, and others, have spent a gazillion dollars developing taxonomies and indexes in powerful databases, as well as ranking algorithms to determine what appears in the results. The bottom line is that organizations need to

invest in taxonomies to support navigation and findability. The key takeaway is that metadata needs to be managed, normalized, and controlled. User metadata or tags can be mapped to the master data plan and used to improve and refine the plan. Metadata should be expected to add value above and beyond the content it describes. 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 JAMES JUST is a partner with IMERGE Consulting, Inc., with over 20 years of experience in business process redesign, document management technologies, business process management, and records and information management. Contact him at or visit spring.2018



The CCM market is transforming. Don’t miss Kaspar’s analysis on the latest technology shifts shaking up the industry on Monday, May 21 at DSF ’18.




THE 4 TYPES OF CCM TECHNOLOGY YOU NEED TO KNOW ABOUT The movement toward centralized communication platforms


n 2018, we will continue to see the convergence of customer communications management (CCM) within the digital customer experience (DCX) market. While customer communications technology is increasingly used to improve the customer experience, there is still value in considering CCM as a distinctive subset of DCX. When we look at the underlying technology of CCM, there is a wide range of software categories involved in creating, managing, and fulfilling customer communications. This is because CCM does not have a universally defined scope. To better understand the nuances between these technologies, we classify CCM solutions into four main categories: Automated Document Factory (ADF), customer communications, business automation, and omni-channel orchestration.

ADF solutions provide lights-out, highvolume print output and are closely linked to output management, archiving, and page description language (PDL) transforms. Representative vendors in this market include Canon, Compart, Crawford Technologies, Pitney Bowes, Ricoh, and Xerox. This segment is very mature, as print volumes continue to decline in the Western world. While the production has completely moved to color and inkjet printing in recent years, there is still some innovation taking place on the software side. One such innovation is supply chain integration, which is largely driven by the need to track and trace print items deep within the postal delivery system. We are now seeing services in the US and Europe that track and scan mail pieces as they are processed in the postal providers’ spring.2018


sorting centers. The captured data and images are then delivered to consumers through a mobile app, offering them a preview of the mail for that day. This development opens up new opportunities for omni-channel and geolocation marketing services as well and can also help to improve the customer experience by pulling mail from the system that should no longer be delivered (e.g., in case of a deceased recipient). Another advancement in ADF solutions is the move toward cloud computing and interactive reporting. For example, there are some interesting use cases of European service providers opening their production planning services to customers, which allows users to control what’s printed, the date of the job, and the quality (or cost) level. This helps customers to align the production process with their internal operations, such as call center capacity levels. Customer communications solutions include traditional document composition vendors, such as OpenText and Quadient (formerly GMC Software),



XML-based cloud vendors such as Smart Communications and Top Down Systems, as well as more specialized providers like Messagepoint, Striata, and XMPie by Xerox. Most composition vendors in this category have evolved their platforms to be digital-first, leaving the term “document composition” somewhat obsolete. Like many other software providers, this group has introduced cloud-based solutions to enable online design and authoring experiences for business users and to support faster, more cost-effective deployments. These solutions are also accelerating the move toward mobile and web experiences through rapid development frameworks and low-code/no-code programming. Leveraging microservices and API-based architectures, they embed a centralized customer communication editing experience into other systems (think Salesforce Marketing Cloud for email campaigns, Adobe Experience Manager for web experiences, or Guidewire for online claims management). The development of content management for business users in these solutions offers direct control over what and where this content is used. Implicit approval rules, which are powered by machine learning technology, allow the business user to control the content flow, approval processes, and compliance with brand and regulatory guidelines. Lastly, we expect the ability to embed new interaction technologies, such as personalized videos, personal virtual assistants (e.g., Siri, Cortana, and Echo) and chatbots, within our communications to be generally available throughout 2018 and 2019. Business automation solutions help to speed up business processes around negotiated documents, case management, or business workflows in general, some of which are very specific to certain industries. Some vendors of note in this category are Adobe, ISIS Papyrus, Kofax, OpenText, and Objectif Lune. Developments within this segment include intelligent ways to capture and extract data; digitizing the entire account

creation, activation, and onboarding experience; electronic payments and bill pay services, robotic process automation, and machine learning technology. Finally, omni-channel orchestration solutions aim to understand the intent and context of communications. Heavily based on data analytics, machine learning, and artificial intelligence, they provide insight around the best ways to interact and communicate with customers to meet business objectives. Enterprise integration platforms are being developed as effective middleware to connect all the various systems within the CCM ecosystem. This middleware then tags communications and centrally stores them for further processing and analysis. Some potential use cases for these solutions include a 360-degree view of the customer, next-best action recommendations to drive business outcomes, or visualization of touchpoints with journey mapping software. This area will evolve significantly in the years ahead, and it can offer even greater value by linking it to concepts such as value stream mapping and voice of the customer (VOC) feedback. Companies such as Adobe, ISIS Papyrus, OpenText, Pitney Bowes, and Quadient play in this area, with several other vendors expecting to enter the space in the years to come. As you can see, the CCM industry is no longer print- and document-centric. This market is moving toward centralized communication platforms that operate across siloes, support complex and regulated use cases, and leverage online template editors that are tailored to the requirements and job role of the user. This modern orchestration of messages involves integrating CCM to other systems in the ecosystem, tagging the output, and using customer engagement technology to successfully communicate and interact with our customers. O

KASPAR ROOS is the Founder of Aspire Customer Communications Services, an international advisory firm specializing in the customer communications management (CCM) industry. Before starting Aspire, he ran InfoTrends’ Global Production Workflow and Customer Communications advisory service. Follow him on Twitter @kasparroos or visit


REAL DEAL? Why it will change information management forever



rom huge technology vendors, like Cisco, to small startups to end user organizations in sectors like insurance, shipping, and government, most conversations about the topic of blockchain typically fall into one of two camps. First, there are those that say blockchain for information management is all hype and will never happen. Then there are those that believe that it’s nothing short of the second coming. What unites them, however, is the seemingly lack of tangible evidence in the form of major blockchain implementations. While this noticeable gap



might frustrate some or increase skepticism in others, it could also mean that we’re not looking in the right place for it. In fact, I believe there is plenty of evidence that proves blockchain is real and that its coming at us fast—if we know where to look for it. Blockchain projects will involve massive organizational and technological change, upending many traditional ways of working. These projects will not only require building out a technology network of interconnected nodes, data, and systems but also one of codependent actors (i.e., companies, government bodies, and supply chain bit players). Until there is some kind of

consensus around a business use case for blockchain—and all or, at least, a significant minority are in agreement— nothing can happen. Finding consensus among an army of competing firms in a free market may sound a lot like herding cats, but the weird thing is it’s actually happening. A compelling piece of evidence to support blockchain’s future is the explosion of consortiums that have sprung up around the world and across a host of sectors. These blockchain consortiums are founded by the industry Goliaths who are leading the way, and in their wake, smaller players are eagerly following. If finding consensus

between traditional rivals is a major roadblock to advancing blockchain projects, then these consortiums are making headway—with far more ease than one might expect. There is an eagerness for blockchain and all the potential changes, efficiencies, cost reductions, and advantages it promises to bring. Getting organizations on board is proving to be relatively easy, though there will be future roadblocks to overcome. In addition, there are many proof of concepts (POC) for blockchain sprouting up around the globe. Many of these POCs are not insubstantial projects in their own right. This is how it should be. Until the industry, supply, or value chain has agreed on the parameters, protocols, regulations, and technology, a major implementation project would be a fool’s errand. One of the most significant POCs is the joint venture between IBM and Maersk, the global logistics firm. They’re building out a blockchain platform to digitize the entire global

shipping ecosystem. It involves more than just blockchain—leveraging the Internet of things and artificial intelligence—and is already technically quite advanced. In contrast to this epic effort in global shipping, there are also initiatives supported by various governments, from Russia to India to Honduras and Canada, to bring blockchain to land registry work. Even here in the US, there are government-backed blockchain projects underway, like in the General Services Administration. Blockchain is real, and it will have a major impact on the way we manage information in the future. It’s not a matter of if—but when. More importantly, will you be a part of the blockchain revolution? O

ALAN PELZ-SHARPE is the Founder and Principal Analyst of Deep Analysis, an independent technology research firm focused on nextgeneration information management. Follow him on Twitter @alan_pelzsharpe.




• Consortium building • Connect co-dependent actors • Define the “To Be”


• Proof of concepts • Sandbox • Integration to applications and networks

3-5 Years




• Standards • Regulations • Security

• Case by case • Industry by industry • Iterative improvement


By Holly Muscolino

Dropbox goes public, Laserfiche innovates, Canon enhances security portfolio, and Xerox plots a path forward The first quarter of 2018 was a busy news cycle, with several interesting announcements from some of the major technology vendors in the industry. While some of the updates might seem like they have little relation to each other, they all influence the evolving content-centric workflow market. As previously reported, Dropbox officially unveiled its filing with Nasdaq to make an initial public offering (IPO) under the stock symbol DBX. The announcement ended one of the longest-running IPO sagas in the current Silicon Valley era, and the 11-yearold content sharing and collaboration service now faces the challenges of answering to the public market and the attendant pressure for growth. At the time of the announcement, Dropbox planned to raise up to $648 million for its IPO, initially valuing the



company at $7.1 billion—6.4 times the company’s 2017 revenue. With a successful IPO, Dropbox will become the largest subscription-based software IPO in history. On March 22, Dropbox officially announced the IPO of 36,000,000 shares of its common stock at a price of $21 per share, raising $756 million. This pricing is higher than the initial range of $16 to $18 per share in their original filing and even beat their adjusted range of $18 to $20 per share in a filing on March 21, resulting in an initial market capitalization

around $8.3 billion. The shares debuted at $29 per share on March 23. Dropbox also made two additional announcements about strategic partnerships, which deserve examination. On March 7, the company announced plans to offer its private network services on the Equinix Cloud Exchange Fabric. This will expand private networking availability in geographies where Dropbox is seeing greater adoption and improve speed and reliability for customers who conduct business in those areas. IDC believes this will resonate with large corporations. Also, the six announced locations are all areas known to have large media, entertainment, and creative communities, a customer set that has been drawn to Dropbox because of the large file sizes often involved in their work combined with the robustness and ease of use of the Dropbox offerings. On March 9, Dropbox announced a strategic partnership with Salesforce, which will integrate Dropbox as a Live App in the Salesforce collaboration

platform Quip, allow branded and customized Dropbox folders inside Salesforce Commerce and Marketing Clouds, and make Quip documents available within Dropbox. The integration will allow users on either side of the corporate stack to access, share, and edit content in the user interface of their choice. Then, there’s Laserfiche who has long described itself as a provider of enterprise content management (ECM) software. However, its portfolio has evolved into a robust set of content-centric workflow services, including capture, electronic forms, business process management/workflow, analytics and reporting, digital signatures, and collaborative tools using Laserfiche Discussions, in addition to its document management and records management capabilities. Announced at their annual Empower conference, their latest product update, Laserfiche 10.3, provides a broad range of enhancements that continue this evolution. Although initially offered as an on-premises solution, Laserfiche is making significant portions of its functionality available as a public cloud service called Laserfiche Cloud, hosted on Amazon Web Services (AWS). In fact, many new features are being architected

for the cloud first, with later migration to the on-premises solution. An enhancement of note is new functionality in the Laserfiche Mobile Server and apps for iOS, Android, and Windows that provide the ability to associate a location with a document and to search for documents by referencing location data. The search can include keywords and can specify a radius around a specific location (or “current location”). For the long term, Laserfiche will be migrating its solutions to an overarching content-centric workflow ecosystem, encompassing content services, business process/workflow management, case management, robotic process automation (RPA), and mobility. The ecosystem will offer users an enhanced, unified experience, including the capability to access all features from one site and the ability to search across all applications. IDC applauds this platform approach, as it supports a strategy for the development of purpose-built applications by users and partners. In February, Canon Solutions America (CSA), a wholly owned subsidiary of Canon U.S.A. Inc., announced two additions to its security portfolio. The first was an alliance with Agile Cybersecurity Solutions (ACS) who will provide training, guidance, assessments, penetration testing, General Data Protection Regulation (GDPR) preparation, incident response, and other consulting services to CSA customers. The second was news of its technology partnership with the Palo Alto company Vera, enabling CSA customers to protect documents and control access to sensitive information both within and outside an organization’s firewall. Canon and CSA recognize the need to generate new revenue opportunities beyond those associated with the printed page for sustained growth and differentiation. Many of those opportunities lie with helping their customers digitize and manage enterprise content and with automating and transforming content-centric workflows. Comprehensive security and regulatory compliance must be a component of

all these activities. The alliances with ACS and Vera extend secure control beyond the device and past organizational boundaries. Finally, at the end of January, Xerox announced a merger with Fuji Xerox, with Fujifilm as the majority owner of the new company. The companies have had a long-standing relationship, going back to the early 1960s. In fact, the established Fuji Xerox is a 75:25 joint venture between Fujifilm and Xerox. The combined company will maintain the “Fuji Xerox” and “Xerox” brands within their respective operating regions. It will be listed on the New York Stock Exchange (XRX) and will have dual headquarters—Xerox’s current Norwalk, Connecticut location and Fuji Xerox’s established Tokyo, Japan location. The deal is slated to be completed in the second half of 2018, subject to customary conditions, regulatory, and shareholder approval. Xerox management concluded (and continues to maintain) that the merger option is the best way to create value for its shareholders. However, activist shareholders, including Carl Icahn, have been making public comments to voice displeasure with the company’s direction. IDC sees some positive aspects of the merger announcement: The resulting Fuji Xerox looks impressive from a global scale and research and development perspective. The new company should have a reduced reliance on outside suppliers and better utilize internal resources for product development, leading to more price-competitive products. The combined company will also be better able to share software assets, solutions expertise, and best practices globally—all good news for customers, especially those with global and/or multi-national footprints. 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 or visit spring.2018


Companies have a lot more to lose than just data


hen people think about the term “privacy,” they often focus on data breaches. After all, that’s what makes the headlines, but there is so much more to getting privacy right—and wrong— than the simple loss of data. For example, we’re talking about the use of data without consent, creeping people out with behavioral targeting and other customized services, the misuse of data by vendors without permission (as Facebook learned with Cambridge Analytica), and seemingly something



new to add to the list with each technical innovation. Now, the stakes are rising with the European Union’s looming General Data Protection Regulation (GDPR). Standing at more than 100 pages in length and the product of more than five years of legislative deliberations, it will redefine the way that privacy is managed across the globe. In the United States, we have largely focused on determining what is “deceptive” or “unfair.” Essentially, if your privacy notice tells people what you’re doing, you’re largely in the clear. Beware, web browsers, beware.

The GDPR introduces and codifies new rights for individuals over their personal data that’s collected and used by organizations. This regulation protects the personal data of all natural persons in the European Union (EU)—even non-citizens who happen to be within the territory of the EU when their data is collected. Further, its jurisdictional reach is such that any organization that is marketing to EU citizens, or processing the data of EU citizens, falls under its scope, regardless of where in the world that organization is located. With a potential penalty of 20 million euros or four percent of annual

turnover, many companies are applying the new rules of the GDPR across their entire global business. However, while the media and some compliance managers might be focused on that penalty, savvy organizations are more likely concerned about the damage to the brand that an enforcement action might cause. Further, it may be even a significantly loud complaint from a consumer organization alleging violations with the GDPR (or any other major privacy law around the world) that could cause more consternation than a simple fine.

The US Securities and Exchange Commission requires most publicly traded companies to annually disclose potential risk factors, including cybersecurity concerns, in what is known as 10-K filings. Looking through the disclosure statements of more than 100 of the largest publicly traded companies, we found that the loss of personally identifiable information (PII) of customers or employees ranks first among the information-related risks disclosed in such filings—even ahead of risks such as the loss of confidential business information or proprietary trade secrets.

In a recent IAPP study titled “Loss of PII Is Top Digital Risk for Public Companies,” we examined what these companies feared most when disclosing privacy risk. Coming in at 83%, the greatest consequence of concern was “reputational harm,” which was far more than the risk of civil litigation (60%), regulatory enforcement (51%), or remediation (50%). Quite simply, privacy and data protection are brand and trust issues, first and foremost. When Verizon knocked $350 million off of its offer for Yahoo in 2017, it wasn’t because of perceived loss of revenue or fear of regulatory action. Verizon made sure it was protected from regulatory penalties and lawsuits by forcing Yahoo to absorb those costs outside of the deal. Rather, Verizon was simply diminishing the value of the Yahoo brand, which took not one but two major hits thanks to reports of a large-scale data breach, which was followed by news that the breach was even bigger than originally reported. Increasingly, organizations are coming to understand that managing the risk of privacy incidents takes much more than simply throwing money and technology at data breach prevention. Rather, they are investing in wide-scale awareness training, hiring privacy professionals to prepare for breaches through proper data governance, and working to develop corporate messaging that makes clear the great responsibility they feel in collecting, handling, and storing personal data. EU regulators have made it clear that they will be guided by consumer complaints, which will likely be driven by the lack of access to the rights provided by the GDPR. If your organization has been focused largely on breach prevention as a way to reduce privacy risk, it may be time to reevaluate your risk register. O

SAM PFEIFLE is the Content Director at the International Association of Privacy Professionals (IAPP). Contact Sam at or visit spring.2018


Think About It









B 6


Gartner reports that the content services market is worth six billion dollars, with eight percent growth from 2015 to 2016.

WE BELIEVE THAT USERS ARE KNOWLEDGEABLE. We just need to enhance those abilities.


Expectations and appetites have changed for communication and collaboration tools. Technology providers are now tasked with bringing innovative and comprehensive offerings to the market that encompass a wide range of capabilities and are deeply integrated into business workflows.

ARE YOUR COLLEAGUES MISSING OUT? There are undoubtedly people in your organization who need this information as much as you do. So if they are not already a subscriber, have them sign up for a FREE subscription today!

DOCUMENT Strategy Spring 2018  

DOCUMENT Strategy Spring 2018

DOCUMENT Strategy Spring 2018  

DOCUMENT Strategy Spring 2018