DOCUMENT Strategy Summer 2019

Special Feature on AI Solutions

PAGE 24

DOCUMENTmedia.com | summer.19

BONUS

TOP 3

A FRAMEWORK FOR STRATEGIC ENTERPRISE AUTOMATION

By Richard Medina

TAKEAWAYS FROM

DSF ’19

BRIDGE THE DIGITAL TRANSFORMATION SKILLS ABYSS

By Connie Moore

S C I T ROBO Advancing the state of automation

By M ik e Sp an g PAGE 18

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TABLE OF CONTENTS volume 26 issue 2 | Summer.19 | DOCUMENTmedia.com

FEATURES 12

Incoming!

5 steps to master inbound information

By Bob Larrivee

14

14

Top 3 Takeaways from DOCUMENT Strategy Forum

Practical AI, CX ROI, and holistic approaches are closer than you think

By Scott Draeger

16

How AI-Driven Content Can Improve the Customer Experience

Embed AI into customer communications management

By Steve Biancaniello

18

Robotics

Advancing the state of automation

16

By Mike Spang

22

Why You Need an Enterprise Automation Strategy Connect RPA, BPM, AI & collaboration

By Richard Medina

24

Special Sponsored Content: Introduce Intelligence Explore 3 AI innovations

26

Bridge the Digital Transformation Skills Abyss

18

How to build a cross-functional, multi-disciplinary team

By Connie Moore

28

Data Preparation in a New Regulatory Climate 7 tips to get ready for the age of information governance

22

By Rafael Moscatel

DEPARTMENTS 06 08 08

Letter from the Editor Masthead Contributors

10 30

What’s New Think About It!

SPONSORED CONTENT

4

07

Forget Innovation — Modernization Will Do for Now

09

Improve Cash Flow with Automatic Payment Collection

summer.2019 DOCUMENTmedia.com

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1 I n t e g r a t i o n W i t h Yo u r B u s i n e s s A p p l i c a t i o n s

Underwriting/Claims

CRM/ERP

EMR

Billing

Other

Napersoft CCM Document Platform 2 Te m p l a t e Authoring

3

Word Interface

Document Generation

Back Office

Front Office

Self-Service

Batch

Interactive

OnDemand

4 Document Archival

5 Multi-Channel Document Distribution

Print

E-mail

Fax

Text Messages

Mobile

The Web

Serving Customers Since 1986 1. Integration With Your Business Applications - We provide an open integration to your customer data (relational, transactional, XML) stored in your business applications such as underwriting/claims, CRM, ERP, EMR, billing, and/ or other systems.

2. Template Authoring - We provide an authoring tool, built on Microsoft Word with our custom-built components that enables your template authoring process to be easy, efficient and secure. To make changes to document templates, you simply check the template out from our secure content library, make changes and simply check it back into the content library.

3. Document Generation - We provide you with a choice of methods you employ to create personalized customer documents: high volume production runs (Batch), one to one customer service (Interactive) and/or customer selfservice (OnDemand). We have built in easy-to-use automated business processes so you can apply business rules to the template design in order to dynamically include customer data, reusable images, paragraphs and prompts into your personalized customer documents such as letters, correspondence, policies, agreements, statements and EOBs. 4. Document Archival - We provide an out-of-box full-function document archive for the automatic storage and management of all of your distributed customer documents, making it easy to also search, view and redistribute customer documents for one to one customer service and/or customer self-service 24/7.

5. Multi-Channel Document Distribution - Our multi-channel distribution engine enables you to distribute documents based on your customer’s individual preferences - print, e-mail, fax, text messages, mobile and/or the Web.

Request A Demo www.napersoft.com | USA: 1-800-380-1000 | Int’l: 1-630-420-1515

LETTER FROM THE EDITOR

The Robots Are Here. Now What? came to a certain decision and why) and the skills required to bring it about will be

Today, we’ve arrived at a crossroads when it comes to our automation strategies. The benefits are clear: Optimizing business operations improves process efficiency, collaboration across the enterprise, and, ultimately, the customer experience.

The tools are here: Technologies, like artificial intelligence (AI), cognitive capture, and robotic process automation, are quickly maturing to transform huge volumes of data into actionable knowledge, driving smarter decision-making. However, understanding the mechanics behind this new intelligence (i.e., how a machine

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hard to scale for organizations.

In a 2018 survey of 590 business leaders, HFS Research reports that the scalability of intelligent automation remains a top inhibitor for operationalizing this change, as well as a lack of clarity on exactly who should be driving the automation agenda. Gartner also predicts that through 2020, “80% of AI projects will remain alchemy.” These technologies produce amazing results, but companies will struggle to duplicate them across different data sets and organizational needs.

Nevertheless, the growth of the automation market—and specifically the RPA segment—is on target to meet industry projections for the year. Harvey Spencer Associates (HSA) predicts an average annual growth rate of 40% for RPA technologies, with Forrester reporting that the top three RPA software companies are approaching a valuation greater than $10 billion. These numbers are hard to ignore, and as you can see, we’ve dedicated a full issue to this technology category for the first time.

When we look at creating true and lasting digital transformation, however, we need to expand how we view the idea of automation across the organization. “Too often, enterprises are quick to apply duct tape to an already broken process, ending up with a solution that doesn’t do anyone much good,” says Richard Medina,

Principal Consultant and Co-Founder at Doculabs. AI and RPA can help us to identify, analyze, and understand our content in better ways, but organizations still need to do the heavy lifting in terms of how we use this new knowledge.

While automation can be a powerful enabler for customer experience and digital transformation, enterprise leaders must have a keen understanding of how business processes, technologies, operations, and customer touchpoints intersect.

As Deep Analysis Vice President and Principal Analyst Connie Moore advises on page 26, “Any company launching an effort that spans the front, middle, and back offices must leverage the skills, expertise, approaches, methodologies, and insights of both customer experience and operations excellence practitioners.”

To this end, we have collected various viewpoints on the different facets of automation to help you along your journey, connecting processes, people, and technologies (including a special look at three AI innovations on page 24). I hope this issue will show you not only the practical applications of AI and RPA, but how we can extend these investments across the entire business and into the future.

Until next time,

ALLISON LLOYD EDITOR-IN-CHIEF

APPLICATION ARTICLE

Forget Innovation - Modernization Will Do For Now Challenges with legacy systems, the inability to quickly find information, and the practicalities of preparing for future migration to the cloud are driving conversations around modernization vs innovation.

Innovation is critical to the growth and ongoing success of any enterprise or industry - and this is never more true than in the information management space. Delivering or making use of the latest and greatest technology is seen as a huge competitive advantage - however, many organizations and users on the front line are focusing on practical solutions to current problems, not on innovation.

The information management space is no different, with vendors leading the innovation charge with talk about how artificial intelligence (AI) is moving from fiction to reality, how low code is reducing development times, and how content services has become the latest and greatest incarnation of information management.

However, many organizations and users on the front line are not impressed and are steering the focus back to much more straightforward, much more practical issues rather than innovation focused topics. They are raising questions like, “How can I move away from my legacy system?”

“Does moving to the cloud solve my ECM problems, or just make them cloud-based problems?”

“How can I find my information quicker” These questions point towards a growing disconnect between many vendors in the information management space and their customers. Customers are smart - they realize they have issues with legacy installations, that the cloud gives them benefits, and that customer engagement is a high priority. But many vendors seem to be ignoring these business challenges and focusing more on innovation for the sake of innovation, rather than how innovation can influence real-world pains.

There always has been, and will be, a need for vendors to innovate - and I’m proud to say that Nuxeo innovates in this space as much (if not more) than anyone else. From the use of MongoDB, to true content federation, to AI models that can be easily trained with enterprise-specific content and data, we keep pushing the technical envelope in our market. But we are also firmly grounded in the realities of day to day business life.

Modernization of Legacy Systems A classic case is around the modernization of legacy content applications. Most organizations have a myriad of tools currently in play to control and govern information, and often feel forced to “rip and replace” these old, legacy applications to get newer, more modern alternatives - perhaps to enable mobile or cloud computing.

Nuxeo advocates a connect and consolidate approach that utilizes the latest technology to leverage existing systems, provide instant benefit and ROI, and only then think about retiring legacy solutions. This is not a “technology first” play, but a rather “business first” common sense approach for using technology to wisely address and solve business challenges.

There is a clear appreciation of the challenges faced within organizations today (at least from the organizations themselves) - digital transformation is needed, but early attempts at this have stalled - and the tools in place currently aren’t architected to change that. Hence the need to implement modern tools but in tandem and harmony with existing infrastructures, not at odds with them.

The desire to change, to innovate, and to solve business problems, not with a single silver bullet, but with the practical, logical, and progressive tackling of those challenges one by one, with technology as THE key enabler is critical. This desire and positivity, coupled with a dose of practicality by innovative vendors like Nuxeo, can be the enabler for breaking free from this “spin cycle” and moving into a new age of effective and intelligent information management.

888.882.0969 www.nuxeo.com

president Chad Griepentrog publisher 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, PO Box 259098, Madison, WI 53725-9098. All material in this magazine is copyrighted ©2019 by RB Publishing. 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, or its staff becomes the property of RB Publishing.

editor Allison Lloyd [ allison.l@rbpub.com ] contributing editor Amanda Armendariz contributors Steve Biancaniello Scott Draeger Bob Larrivee Richard Medina

The articles in this magazine represent the views of the authors and not those of RB Publishing or DOCUMENT Strategy Media. RB Publishing 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.

Connie Moore Rafael Moscatel Mike Spang

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.

advertising Ken Waddell [ ken.w@rbpub.com ] 608.235.2212 audience development manager Rachel Chapman [ rachel@rbpub.com ]

PO BOX 259098 Madison WI 53725-9098 p: 608-241-8777 f: 608-241-8666 email: customerservice@rbpub.com

creative director Kelli Cooke

CONTRIBUTORS Mike Spang Vice President of Research, Harvey Spencer Associates (HSA) Mike has two decades of experience in content capture as well as a background in digital imaging and the healthcare industry. Through his research at HSA, he assists clients in gaining a deeper understanding of how capture and content services can be best applied to business process workflows.

Prior to joining HSA, he was a Business Research Director for the Eastman Kodak Company and a Marketing Manager for Business Services at Johnson & Johnson.

Richard Medina Principal Consultant and Co-Founder, Doculabs Richard is a Co-Founder at Doculabs, an information management strategy consulting firm, and has deep expertise in the content management, records management, and infrastructure market spaces. He has worked with clients in many industries, providing recommendations to improve their overall management of unstructured content. Richard is a frequent speaker at industry conferences and is regularly published and quoted in leading industry publications, as well as posting his insights to the Doculabs’ blog.

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Connie Moore Vice President and Principal Analyst, Deep Analysis Connie is a widely recognized and respected analyst throughout the world for her groundbreaking research in business process management and information management. Previously, she led the business process and content/collaboration research teams at Forrester for over 20 years. She also received the highly coveted Marvin L. Manheim Award from the Workflow and Reengineering Association (WARIA).

APPLICATION ARTICLE

Improve Cash Flow with Automatic Payment Collection The introduction of electronic billing with a streamlined collection process is critical to improving cash flow for any organization. Accelerate billing and collection cycles by having business teams create, approve and deliver a personalized, modern omni-channel bill design with targeted messages from one easy-to-use, end-to-end integrated digital platform.

cycle and ensuring positive cash flow through time-managed, multi-channel notifications.

Bill Design by Business Teams Business teams in collaboration with the IT department create and design the bill or invoice. A single template with reusable drag-and-drop building blocks for all document formats – print, web, PDF, email – allows business teams to create a smart, modern design with targeted messages. A unified design is created for batch, online, interactive and on-demand delivery.

The creation of the bill occurs in a document wizard controlled by a change-and-release management structure, allowing to deploy document changes at any time.

Automatic Payment Collection Process An automated solution can improve the payment cycle and cash flow for any company sending large quantities of bills, whether it’s business-to-business or business-to-consumer. With this automated system, the billing and payment notification process runs daily and sends alerts through multiple channels that are time managed by due dates and payment reminders. These alerts are completely automated by business rules, channels and content.

Electronic billing and accounting is an important issue globally, and this solution is being implemented at a rapid pace. As a result, governments and corporations are achieving significant cost savings and regulatory compliance.

It’s critical to monitor the performance of each notification with A/B testing to select the highest performing message in order to optimize the collection process. Reports based on this data should be used to monitor and improve payment dates.

Integration with Existing Billing Platforms This automated collection process should be in sync with existing enterprise billing systems, such as SAP, PeopleSoft, Oracle and Salesforce. With a fully integrated system, data can be used in any format and structure, improving the payment

Invoice Data

info@isis-papyrus.com 817.416.2345

Multi-Channel Automated Payment Collection Process

PEOPLESOFT Received invoice data from backend system, e.g. SAP, PeopleSoft

Personalized invoice produced

Collection Process (BPM)

2 Create Invoice DocEXEC

Notification Email A/B

Notification Print A/B

Reminder A/B

Reminder A/B

1 Adapter REST/SOAP

WebArchive

Collection Data

1 Receive Invoice Date Invoice Data Payment Data

2 Optional Compose Invoices Archive Invoices Update Collection Data

WebPortal

Print & Bundling

Email

Fax

Reporting

Deliver Documents & Track Time-triggered Collection Process Compose Notifications & Reminders

Clickable link to view PDF/HTML

Time-triggered Reminders

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

OpenText Exstream Previews New Web-Based Communications Designer and Orchestration In a sneak peek of its latest version 16.6, enterprise information management leader OpenText offered a preview of the latest self-service innovations to its market-leading customer communications management (CCM) solution OpenText Exstream at the DOCUMENT Strategy Forum (DSF ’19) in Anaheim, CA. https://documentmedia.com/ article-2910-OpenText-ExstreamPreviews-New-Web-Based-CommunicationsDesigner-and-Orchestration.html

What IT Leaders Need to Know About the Cloud and Data Privacy in 2019 In information technology (IT) departments around the world, discussions around cloud migration and data privacy dominate the conversation. https://documentmedia. com/article-2909-What-ITLeaders-Need-to-Know-Aboutthe-Cloud-and-Data-Privacyin-2019.html

DSF ’20 Chicago Going Back to Where It All Began After successfully venturing to the West Coast for the first time in 11 years, DOCUMENT Strategy Forum (DSF) is returning to where it all began–Chicago, IL. The DSF is the premier event for those professionals responsible for creating and managing content, communications, and strategies to support customer experiences. https://documentmedia. com/article-2908-DSF-20-Chicago-Going-Back-to-Where-ItAll-Began.html

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What to Tell Your Document Management Consultant About Your IT Infrastructure

Before you can hire the right document management consultant, you first need to gain an understanding of your business and the information technology (IT) infrastructure within it. Here’s how to tackle the technology side of solving your “document” problem. https://documentmedia. com/article-2915-What-toTell-Your-DocumentManagement-ConsultantAbout-Your-IT-Infrastructure.html

The 2 Approaches for Embedding Information Governance in the Organization Establishing a collaborative information governance committee is vital to sustaining a records and information management (RIM) program. The real challenge is getting the right players to the table and keeping them there. https://documentmedia. com/article-2912-The-2Approaches-for-EmbeddingInformation-Governancein-the-Organization.html

10 Processes Primed for Robotic Process Automation Organizations have more opportunities than ever before to improve their business processes—or totally rethink them.

Robotic process automation (RPA) and intelligent capture are two technologies that can help enterprises deliver efficient and optimized processes to meet the needs of customers faster. https://documentmedia.com/article-2916-10Processes-Primed-for-Robotic-Process-Automation.html

Kofax Bets Big on New Intelligent Automation Platform

Introducing their new artificial intelligence (AI)-powered automation platform, Kofax is poised to break away from their long-standing roots in the capture market. Kofax Intelligent Automation brings together five key technologies in a single, low-code platform that leverages an open architecture through APIs. https://documentmedia.com/article-2913Kofax-Bets-Big-on-New-Intelligent-Automation-Platform.html

Even These 3 Regulated Industries Will Embrace Voice Assistants and Chatbots

As voice-enabled devices (like Alexa, Google Home, or Siri) continue to penetrate more and more households, there are tremendous opportunities for businesses to use these capabilities to better serve their customers. https://documentmedia.com/article-2911-Even-These-3Regulated-Industries-Will-Embrace-Voice-Assistants-and-Chatbots.html

COMING NEXT MONTH!

WHO ARE THE 2019-2020 Looking for the companies you need to talk to about customer experience solutions for your business including AI, CCM, Digital Experience Platforms, Digital Transformation, ECM, Information Governance, Records Management and more?

HOT

CUSTOMER EXPERIENCE SOLUTION COMPANIES

By Bob Larrivee

INCOMING! 5 steps to master inbound information

D

ata on its own has no meaning and serves no purpose.

However, data that is presented in context is transformed into information, which can now be understood and used for a purpose. Capturing information in this way requires intelligence.

The key is to understand what you want to gain from your capture strategy, the business challenges around your information, and how this work will change moving forward. Let’s look at five steps you can take right now to begin your intelligent capture journey.

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KNOW WHAT YOU ARE CAPTURING AND HOW. It’s extremely important to know what information is being captured, why you need it, and how it will be used. The best way to do this is to follow the business process from end to end. Not only should you map the process, but you should also document when and how information is captured, who performs this work, where it’s routed, the various touchpoints along the workflow, and the ways in which this information is used.

IDENTIFY WHERE THE INFORMATION ORIGINATES. As you follow the process and document its interrelationship with information, identify the originating source for it. For example, if the information is for a claim or application, it typically originates from a form of some sort. If the form is still paper-based, this might present an opportunity to capture information through alternative channels (like eForms), which directly inputs data into the correct database fields to launch any associated workflows.

ANTICIPATE FUTURE TECHNOLOGIES. We hear a lot about robotic process automation (RPA) today, and in the previous scenario, RPA may be a solid choice to enhance this workflow. I like to think of workflow as the process, and RPA as the task manager. Using RPA, the robot serves to perform routine tasks and to launch any subsequent workflows.

This would be beneficial when processing large amounts of applications and claims, especially when combined with artificial intelligence (AI) and machine learning to enhance the decision-making process.

DESIGN THE BUSINESS PROCESS. Most business processes happen through serendipitous need, but working intelligently means that processes and tasks should function by design. In order for this to happen, you will need to use process maps to identify problem areas and opportunities for improvement. This includes looking at ways to move the capture function closer to the first touchpoint and new ways to capture that information and distribute it across the enterprise to multiple systems.

IMPLEMENT THE NEW PROCESSES AND CONTINUOUSLY IMPROVE. Change is uncomfortable for most workers. Take the time to communicate what is being done and the impact it will have on both the business and personnel. Educate the user community on the new processes, policies, and technologies. Once this is complete, initiate a continuous improvement initiative to periodically review and refine what you have put in place. Think of this step as the beginning of an ongoing practice to improve and enhance the information ecosystem, beginning with your capture strategy. O

BOB LARRIVEE is a recognized expert in the application of advanced technologies and process improvement to solve business problems and enhance business operations. Follow him on Twitter @BobLarrivee or visit boblarriveeconsulting.com.

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TAKEAWAYS FROM DOCUMENT STRATEGY FORUM Practical AI, CX ROI, and holistic approaches are closer than you think

By Scott Draeger

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t’s been a few weeks since DSF ’19 ended, and I’m still processing the vast quantity of information shared at the conference. The 2019 move to Anaheim brought new ideas into the mix, and I can say with certainty that this year’s event brought me to a new level. After three full days at the conference, the key takeaways became apparent: Artificial intelligence (AI) has moved from theory to practice, customer experience (CX) strategies are delivering a quantifiable return on investment (ROI), and our technology implementations are becoming more holistic.

Throughout the educational tracks, and even within the keynotes, the topic of AI was inescapable. Almost every session I attended highlighted a practical application of AI to improve our content-related processes and data-laden tasks, featuring concepts like chat bots, machine learning, and natural language processing. Even the breakfast keynote, featuring technology journalist Stewart Rogers, shared how to turn buzzwords, like AI, into practical production. It became clear that this is the year that innovators will use AI for content migration, content generation, forms processing, and process automation.

There were also some amazing case studies highlighting projects that started with a technical challenge but resulted in a positive customer outcome. These presentations from companies like USAA, Wells Fargo, Grange Insurance, Chubb, and National General Insurance delivered a powerful message that intertwining technical innovation with customer experience can produce concrete ROI in the real world. The common thread among these case studies was that those DSF innovators who involved a wide set of stakeholders achieved better results.

The main stage keynote by Tamseel Butt, the Global Head of Governance and Enabling Operations at MetLife, revealed some of their performance data tracked during the company’s digital transformation—an amount that was surprising to the entire audience.

This data allowed for the simplification of 2,500 types of correspondence, a redesign of

communications to use clear language, and the elimination of low-value tasks from the MetLife workflow. Tamseel went deep into the financial performance results in terms of operational and staff costs, cross-sell data, and customer experience impacts. All the technical aspects of the communication initiatives in MetLife’s rebranding delivered customer experience results that contributed substantial dividends to the business. This is the type of quality information that DSF attendees should put into their own 2020 plans.

This year, it was apparent that successful technologists and document strategists have moved on to holistic thinking. As a community, we have become frustrated from decades of creating redundant technology stacks—by the business, by channel, and by department.

We’re tired of shadow IT creating compliance and security complexities that create burdensome audit obligations, and we’ve learned some painful lessons along the way with those pesky cloud-based tools hidden from sight. Whether the story started with technology, customer experience, or a line-ofbusiness need, the most interesting sessions showcased those who removed complexity from their infrastructure, design, or workflow.

The way people approached these technical topics at DSF ’19 was decidedly different from past years. Maybe it was the proximity to Hollywood, but the cast of characters was highly developed this year. Even the most technical topics defined success in terms of multiple perspectives. Customers, line-of-business employees, architects from other teams, and managers were all considered part of the same team. There was a dynamic collective understanding at DSF that our solutions must align with many more stakeholders: Our strategies are growing deeper and wider as we face an omni-channel future together. O

SCOTT DRAEGER is Vice President of Customer Transformation at Quadient. His broad experience includes helping clients improve customer communications in over 20 countries. Follow him on Twitter @scottdraeger or visit www.quadient.com.

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HOW CONTENT CAN IMPROVE THE

CUSTOMER EXPERIENCE EMBED AI INTO CUSTOMER COMMUNICATIONS MANAGEMENT

BY STEVE BIANCANIELLO

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M

ost organizations today are scrutinizing every dimension of their customer communications to enhance the customer experience.

Optimizing the content in those communications is one area in particular that many are failing to meet the rising customer expectations. This is particularly true in heavily regulated industries, such as financial services, insurance, and healthcare, where content creation requires collaboration from a variety of stakeholders across an organization.

While cross-team collaboration can slow down the process, companies also have to grapple with content that’s often trapped in various documents, files, and legacy systems across the enterprise.

This lack of content integration, centralization, and optimization threatens key drivers of a positive customer experience and loyalty, including brand alignment and consistency.

To meet these challenges, organizations are beginning to explore a new

breed of solutions that apply artificial intelligence (AI) and machine learning to better manage this content, improve data quality, and enhance its performance.

These capabilities can help automate and simplify the process of migrating, optimizing, authoring, and managing complex customer communications.

This type of AI-powered tools can be extremely powerful when rationalizing or cleaning vast quantities of communications. By automating challenging tasks, such as identifying inconsistencies or violations of standards, and then offering options for improvement, the technology acts as an incredibly efficient and intelligent assistant. For example, users can be notified when authoring content that already exists, so organizations avoid creating duplicates or communications that are off-message. Enterprises can also leverage these AI-powered systems to enforce brand standards and readability profiles, which can be varied to accommodate different targeted audiences.

AI-powered customer communications management (CCM) also clears the way

4 WAYS AI CAN IMPROVE YOUR COMMUNICATIONS 2

1 Consolidates similar and duplicate content.

An AI-powered engine can analyze your massive library of existing customer messages to identify opportunities for consolidating duplicate and similar content.

Ensures consistency and compliance with brand standards.

AI can identify elements of content that are out of compliance with an organization’s brand standards, ensuring consistency across all communications and channels.

for more advanced personalization of messages, fueling relevancy.

Too often, organizations waste precious resources managing disparate systems and modifying and re-authoring messages over and over, fragmenting the customer experience.

When evaluating solutions, it’s key to look for a CCM platform that has AI and machine learning embedded into the fabric of the system’s architecture, rather than leveraging a bolted-on or separate capability. This will not only enable you to take your communications to the next level but will provide a much faster, simpler, and less costly way to take advantage of the power of AI. O

STEVE BIANCANIELLO is the Co-Founder and CEO at Messagepoint. He has over 20 years of experience in the customer communications management space and is a leading expert on the design, development, and management of enterprise-class customer touchpoints.

Contact Steve at www.messagepoint.com.

4 3 Communicates with customers at the appropriate reading level.

AI systems use analytics to automatically assess the reading comprehension level of every message and then alerts you when your message is out of alignment with the target readability profile for a certain type of customer touchpoint.

Expresses the right sentiment in every communication.

AI can help you assess and ensure you evoke the right feelings and emotions to positively impact the customer experience, especially when authoring more complex communications or those that might be seen in a negative light, such as declinations.

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ADVANCING THE STATE OF AUTOMATION BY MIKE SPANG

s the idea behind “big data” really just hype? While there is an enormous amount of data available, it first needs to be understood before it can be useful. Data doesn’t necessarily translate into information or even for that matter knowledge without a lot of additional work. The reality is that data needs to be classified, extracted, and analyzed. Then, it must be transformed into information that is made available to the stakeholders providing knowledge. This kind of insight, which varies according to the process application, is necessary for true digital transformation.

As of late, robotic process automation (RPA) is often cited as a solution to help understand, move, and process such data. Although RPA has been around in its primitive form for more than a decade, we are still in the early

days of automation. To advance the state of automation strategies within enterprises, we believe the application of Capture 2.0 services will be necessary to interpret and understand incoming data (whether through paper or electronic channels), thus, transforming it into useable information.

When considering a work process, it’s necessary to contemplate a few things: Are there tasks with limited value?

Could the workflow be changed to make the process run more smoothly? What new technologies are available to make the process more efficient? Questions like these led to the First Industrial Revolution over 120 years ago, when skilled craftsmen were brought out of their shops and into factories to perform specialized tasks rather than producing one product from beginning to end.

Then came the Second Industrial Revolution, ushered in with the help

of Henry Ford and his first moving assembly line. Since assembly workers focused on a single task, the repetitive nature of the job was tedious but more efficient. Soon, designs for industrial robotics cropped up in the 1930s to relieve workers of these tedious processes while still improving efficiency and quality. However, it wasn’t until 1961 when General Motors deployed an actual robotic application on the manufacturing floor to transport die castings from an assembly line and then weld these parts onto auto bodies.

These robots provided General Motors with a competitive advantage, and worldwide adoption quickly followed.

Fast-forward to the 1990s with the arrival of the Third Industrial Revolution, when the task at hand was no longer about moving material but moving data. Now the term “workflow automation” referred to transferring

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KEY STEPS TO AUTOMATING YOUR BUSINESS PROCESS WORKFLOW 1. Understand the process holistically.

2. Question all aspects of the process.

3. Examine the process in a broader sense, including all possible intersections of data, systems, and stakeholders.

4. Evaluate all possible alternative solutions.

5. Determine to what extent a data-driven process is definable, repeatable, and adheres to a set of rules.

6. Consider available Capture 2.0 tools to advance automation process efficiency.

7. Make sure the revised work process provides flexibility for changes in needs, system integration, and visibility to all stakeholders.

data from a legacy system to one or more modern solutions automatically. What had once been associated with the assembly line is now tied to the concept of business process automation. While this automated process helped to identify data in structured formats, it still has its limitations.

To this day, a vast amount of data that we create remains unstructured, and more is generated every minute of the day. This means that organizations will need to decipher, understand,

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classify, manipulate, and place that data into processes where it’s needed.

To do that effectively, companies will need intelligence. Although the idea of artificial intelligence (AI) is not new, the development of practical applications leveraging this particular toolset has marked a new era for the business world. The Third Industrial Revolution has led to computer-based systems identifying and understanding data in a way that was once only decipherable to humans. Today, organizations are looking at a sub-segment of AI— called machine learning—to automatically understand the mass amounts of data that is available to them.

As a result, many companies are beginning to look at improving processes that involve mundane, manual data transfer and simple manipulation. Enter RPA. In our view, there are three levels of maturity required for the advancement of RPA solutions. First, we have Level One RPA that is applied to processes with structured data input, standardized workflows, manipulation of data through mouse clicks and keystrokes, and simple workflow logic. This is predominantly where the RPA market stands today, but it is transitioning.

In Level Two, advanced capture technologies, such as document classification with self-learning algorithms, field identification, and data extraction, are applied to minimize human intervention and further automate the process.

Intelligent capture is key to classifying, understanding, and extracting relevant information from semi-structured and unstructured data, leading many RPA companies to form strategic partnerships with traditional capture software

companies. For example, Automation Anywhere paired up with IBM to take advantage of the document classification capabilities in IBM Datacap. ABBYY is working with a variety of different RPA vendors to improve document understanding, and KnowledgeLake recently acquired RPA software firm RatchetSoft for an integrated approach to capture and RPA. Some RPA vendors are even developing their own capture classification technology in house. Automation Anywhere has developed a capture product called IQBot, which provides context to unstructured documents and extracts data.

However, the ability to merely extract data from documents is certainly not the ultimate destination for RPA’s evolution.

We see this market moving closer to achieving genuine reasoning capabilities. In Level Three, this is characterized by a high level of machine understanding for a broader set of data inputs. Data is no longer bound in just documents but also enters the organization in the form of voice recordings, videos, and still images. At this stage, Capture 2.0 solutions, like natural language processing (NLP), sentiment analysis, translation algorithms for both voice and text, and object recognition, are essential tools in the RPA ecosystem to meet customer needs. In addition, predictive algorithms are also used to aid in automated decision-making, impacting business process workflows. It is only with an emphasis on user-centric design, proper architecture, Capture 2.0 technology, and systems integration that the RPA market can meet the expectations of both customers and investors alike.

RPA EVOLUTION

06 05 NLP for customer interactions

04 LEVEL 1 RPA: BASIC

• Standardized workflow • Keystrokes & mouse • No logic or reasoning involved

03 Omni-channel inputs (NLP, chatbots, voice biometrics)

02 Classification and extraction using Machine Learning

01

Screen scrape and Macros

Analysis for human judgment

Validations, extraction from native formats, workflow decisioning, basic OCR

LEVEL 3 RPA: REASONING

• Cognitive Capture applied (voice to text, sentiment analysis, NLP) • Artificial Intelligence applied • Predictive analysis and decision making

LEVEL 2 RPA: LEARNING • Unstructured or semistructured data in workflow • Capture technology applied to classification and data extraction

Source: Harvey Spencer Associates, 2018.

RPA is a technology market that seems to be on a rapid growth trajectory, given the market analyst consensus and reported financial revenue.

For example, just take a look at one of the major RPA companies out there: BluePrism closed their fiscal year with revenues of £55.2 million, up 125% year over year. While their losses were also 150% greater, their stock price rose by over 50%, with a market capitalization of £1.4 billon—more than 25 times their revenue.

HSA predicts an average annual growth rate of 40% for RPA. However, this optimistic outlook is contingent on the premise that RPA systems will move beyond basic automation of data transfer and employ more advanced Capture 2.0 technologies to enable a better understanding of data.

RPA, coupled with intelligent Capture 2.0, will provide improvements in business process efficiencies.

Moreover, Capture 2.0 services will also be employed to bring about customized

solutions, rapid deployment, and advanced data understanding in an agile architecture. This will lead to positive advances in customer/stakeholder experience through more effective business process automation. O

MIKE SPANG is the Vice President of Research at Harvey Spencer Associates, where he focuses on capture software and content services market analysis. Contact Mike at mike.spang@ hsassocs.com or visit www.hsassocs.com.

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WHY YOU NEED AN ENTERPRISE AUTOMATION STRATEGY Connect RPA, BPM, AI & collaboration

R

obotic process automation (RPA) is a hot topic, and for good reason: It offers a way to mimic and eliminate the manual steps required by humans when performing repetitive tasks. However, it’s not easy or cheap to implement RPA, so it’s not something you should roll out unless it’s part of a broader enterprise automation or digital transformation strategy.

Why, you ask? First, it only addresses task automation—not process automation. As a result, you will most likely still need to orchestrate all the tasks that make up a given process. Too often, enterprises are quick to apply duct tape to an already broken process, ending up with a solution that doesn’t do anyone much good. An RPA deployment can be an attractive and practical entry

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point for a larger automation strategy, but it’s important to also evaluate other business process management (BPM) approaches and technologies during the planning phase as well, even if you reject them in the end.

An enterprise-wide automation strategy can include RPA, BPM, artificial intelligence (AI), case management, and even collaboration. We’ve found that using a framework is a good way to plan and manage these kinds of complex initiatives. After all, a framework is basically a glorified checklist. Note that in our framework example on page 23, it includes the overall strategy, the capabilities needed, the technologies to fulfill those capabilities, structures and processes to manage the program, the budgeting and justification for the project, the development and deployment of the necessary pieces, change

management, and eventual longevity of the initiative.

As we mentioned earlier, there are several automation technologies to evaluate and potentially deploy as part of your larger strategy. Macros or scripted automation is the most mature of the bunch and has been around for decades. Essentially, this technology scrapes data from a fixed field location in order to move it to another location. Since it can be brittle and hard to maintain, it’s best to use scripted automation for specific tasks in tactical deployments. Similarly, BPM is also a very established set of tools, and it’s best used for large-scale deployments and transformation. Since it often requires a lot of process redesign and buildup of new applications, BPM can become complex and expensive (like inheriting a giraffe).

By Richard Medina

In comparison, RPA is still young but quickly maturing and, as such, is best used for repetitive and rulebased tasks. It’s a significantly more sophisticated evolution from the aforementioned macros and scripts. Often, it’s deployed tactically or paired with BPM tools. Finally, AI is best used in complex, content-heavy processes that deal with a variety of data types. Up until recently, it was limited to particular domains and was often so hard to change in large operations that it was not worth pursuing. Today, it’s become a much more viable technology that you should consider.

Given the highly interrelated nature of processes and task automation, it’s worth taking the time to thoroughly research and plan for an enterprise automation strategy. To get started, first formalize an enterprise automation center of excellence (CoE).

We advise to make it IT-heavy and to include the most enthusiastic business

stakeholders for building out your proof of concept (PoC). On the other hand, if you’re taking a pilot approach, it’s best to focus on only one line of business initially. Remember, most automation initiatives start with a decentralized model, but eventually, they transition into a centralized model, which then evolves to a federated model—where the CoE basically shares responsibilities with the individual lines of business (like franchises). If you take this phased approach, define the IT guidelines and standards (or rules) for expansion. This will control how you deploy process automation and management across the enterprise. O

RICHARD MEDINA works with organizations in a wide range of industries, including financial services, insurance, energy, and utilities, at Doculabs and is an expert in information life cycle management. Contact Rich at www.doculabs.com or email him at rmedina@doculabs.com.

A FRAMEWORK FOR STRATEGIC ENTERPRISE AUTOMATION

OVERALL STRATEGY

Vision and strategy for implementing RPA and automation in the enterprise

CAPABILITIES

TECHNOLOGY

The breadth and depth of RPA and automation capabilities used across the enterprise

The IT methodologies and technologies used to support enterprise RPA and automation

Source: Doculabs, 2019.

GOVERNANCE, RESOURCES, AND OPERATING MODEL

The organizational structure and processes used to manage the RPA and automation program across the enterprise

FINANCIAL MANAGEMENT

Financial measurement and analysis for planning and managing RPA and automation deployments

DEVELOPMENT AND DEPLOYMENT

ORGANIZATIONAL READINESS AND SUSTAINABILITY

The processes and resources involved in designing, developing, and implementing RPA and automation applications

Communication, training, acceptance, and organizational support for RPA and automation

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SPONSORED CONTENT

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 INTRODUCE INTELLIGENCE: EXPLORE 3 AI INNOVATIONS 24

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MESSAGEPOINT

Founded in 1998 as Prinova, Messagepoint has transformed from a top global Customer Communications Management (CCM) integrator to a leading provider of modern CCM solutions, driven by our unique ability to intelligently manage content. Early on we recognized the significant challenge that marketers, product owners, and customer servicing teams faced in dealing with their legacy CCM solutions — they had to wait for IT to program any content changes directly in the composition tool. From day one, Messagepoint’s award-winning CCM platform has focused on providing innovative solutions that empower content owners by giving them intelligent control over their content and communications in a user-friendly environment.

servicing, and product communications. We give our customers a better way to manage the complex content that is the foundation of their customer communications, accelerating time to market, reducing operational complexity, improving content quality and ultimately, the customer experience.

a

NUXEO

Nuxeo Insight Cloud is the AI engine that powers the Nuxeo Content Platform. It’s designed for anyone to use and unique to your business.

Trained on your own business-specific content, Nuxeo Insight Cloud provides unique recommendations, predictions, and insights to your users. You can easily classify and enrich documents, rich media, and other content, without any coding or technical expertise.

Today, Messagepoint continues to break new ground with game changing, patented innovations in the CCM space that enable non-technical users to drive unparalleled personalization, relevancy, brand consistency, and compliance.

Only Messagepoint harnesses AI-powered Content Intelligence to automate and simplify the process of migrating, optimizing, authoring, and managing business-critical on-demand, interactive, and batch communications across all platforms and channels. Messagepoint is recognized by Aspire as an overall leader in the CCM space and leads their rankings in the Business Authoring and Content Intelligence categories.

Messagepoint is used by industry-leading financial services, insurance, and healthcare organizations to improve the effectiveness and efficiency of marketing, customer

} Navigate & Discover: Give structure to your unstructured content. Nuxeo Insight Cloud uncovers the key information in your assets, making it easy to classify and find your assets intelligently. } Extract & Enrich: Extract automated, accurate metadata from your documents and rich media assets with Nuxeo Insight Cloud. Then, enrich that metadata automatically, based on any of your business systems or information. } Automate & Launch: After enriching assets with automated metadata, apply the new information to automate image capture, launch workflows, and associate new content with pending tasks or work assignments. } Evolve & Improve: Nuxeo Insight Cloud automatically improves prediction accuracy over time, and it’s easy to retrain as more content and data become available. } Audit & Understand: Suggestions and content changes are fully auditable.

Understand the metadata driving each prediction and the content set used for training.

Whether you’re interested in classifying insurance claims or movie characters, products or prescriptions, Nuxeo Insight Cloud can form intelligent predictions based on the content and data you already have. Learn more at nuxeo.com.

a

PAPYRUS SOFTWARE

AI implementations range from automation to higher-end intelligence applications capable of decision making. What makes sense for your company depends on your business case. Look at how you are using technology today during critical interactions with your customers and consider how the value of those moments could be increased.

Where are the opportunities for greater efficiency and differentiation?

For the California-based, fast-growing healthcare technology organization Dexcom, the decision was obvious. The organization receives close to 10,000 emails daily with a variety of documents that need to be processed within 24 hours. By introducing the Papyrus Intelligent Capture technology that effectively trains machines to recognize documents and messages, the company managed to reduce processing time from four days to four hours.

Other companies are focusing on exploring the augmentation of human decision making and interactions instead. By introducing AI into your Process Management, you can let the system learn over time what your employees actually do when a certain request arrives or a particular state/exception is encountered, and let the system help by making suggestions in the context of the concrete business case. This is an ideal business case for the Papyrus “User Trained Agent” (UTA) based on an intelligent pattern recognition technology.

Whatever you choose to do first, it is time to embrace the challenge and see how AI can lead you to better business models and new revenue.

FEATURED AI SOLUTION COMPANIES MESSAGEPOINT

www.messagepoint.com NUXEO

nuxeo.com PAPYRUS SOFTWARE

www.isis-papyrus.com

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By Connie Moore

BRIDGE THE DIGITAL

TRANSFORMATION SKILLS ABYSS How to build a cross-functional, multi-disciplinary team

D

igital transformation has seized the imagination of virtually every C-suite.

It promises to radically enhance customer engagement and loyalty across all business functions while improving competitiveness, increasing value, driving productivity, and managing risk.

Organizations usually define transformation through one of two lenses: customer experience (CX) or

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operational excellence. However, digital transformation should address both perspectives, combining a rich mix of business experience, technology expertise, marketing insights, and the deep skills of both customer experience and operational excellence practitioners.

Typically, customer experience experts improve, reinvent, and transform customer-facing, customer-centric activities, processes, and channels. They identify customer touchpoints, transform digital

channels, and identify moments of truth for the customer. CX practitioners have an outward, front-office focus.

In contrast, operational excellence specialists focus on those business operations somewhat removed from the customer. However, operations can be vastly improved when team members adopt a customer mindset. Many operational excellence practitioners acknowledge that Lean is firmly rooted in creating customer value. As a result,

they excel at Lean, Six Sigma, total quality management, and other DMAIC methodologies. These practitioners have an inward, back-office focus.

These two groups live in different worlds; they work independently and know little about their counterparts’ efforts, skills, or processes. Often, a gaping abyss separates them, which introduces problems when launching wide-ranging, cross-functional digital transformation initiatives. Any company launching an effort that spans the front, middle, and back offices must leverage the skills, expertise, approaches, methodologies, and insights of both groups.

All digital transformation projects need a customer-centric slant, even if the focus of the initiative is internal. To do that, organizations need a cross-functional, multi-disciplinary team with a mix of skills from the business, information technology (IT), business process, and customer experience. You can start by scheduling periodic meetings where CX and operational excellence practitioners share their insights, methodologies, and experiences. It’s essential to do this no matter the timetable for the project.

It’s also helpful to plan cross-training sessions with your team, like having your operations staff observe customer journey mapping sessions or CX practitioners participating in process reviews.

Remember, this type of training isn’t just isolated to your digital transformation initiatives but other technology projects too. A best practice to follow is assigning employees to work on teams that are outside their skillsets. For example, select a back-office project that impacts the customer for the CX staffer or a front-office process requiring Six Sigma for the operational excellence practitioner. It doesn’t hurt for employees to certify in methodologies outside of their experiences as well. This builds confidence and creates champions for these new approaches.

Organizations can also foster collaboration between CX and operations specialists by working together across functional areas, such as customer journey mapping through front- and

back-office functions. Companies can also form multi-disciplinary teams by creating several parallel projects and cross-training staff at the same time.

If you haven’t launched your initiative yet, consider matching team leaders from their established domains with junior personnel from a different area of the business. With these steps, you’ll be ready for a digital transformation effort that looks at the business from outside in and inside out. O

CONNIE MOORE is the Vice President and Principal Analyst at Deep Analysis, a research advisory firm focused on emerging technologies. Her research spans many facets of content and process management, from customer experience to business automation.

Contact her at www.deep-analysis.net or follow her on Twitter at @cmooreclarity.

4 DISCIPLINES OF DIGITAL TRANSFORMATION Bold=new skills to be developed or strengthened.

CUSTOMER EXPERIENCE • Voice of the customer • Journey strategy & mapping • Channel insights • Process tools

TECHNOLOGY

• EA • Change management • Low code • RPA • AI

BUSINESS

• Business & application insights • Cross-functional processes

OPERATIONAL EXCELLENCE

Source: Deep Analysis, 2019.

• Process modeling • Lean & Six Sigma • RPA design/build • CX/Journey mapping

DATA PREPARATION IN A NEW REGULATORY CLIMATE 7 tips to get ready for the age of information governance

BY RAFAEL MOSCATEL

C

ontent may still be king, but now, the ownership and control over it may very well belong to the people! With new pressures introduced by the European Union’s General Data Protection Regulation (GDPR) and recent stateside efforts to do the same (such as the California Consumer Privacy Act), organizations are revisiting the efficacy of their data and information governance programs. While laws and regulations may vary by industry and company size, most of them act to protect consumers’

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personal data by prescribing technical and governance standards, backed by stiff penalties for non-compliance.

Notably, these types of directives also introduce a duty to destroy data once it no longer serves a legitimate business purpose. For entities that have grown accustomed to leveraging cheap digital storage, this new responsibility presents many logistical hurdles.

However, implementing such guardrails offers an opportunity to enable better governance throughout the organization, monetize the life cycle of information assets, and foster trustworthy

relationships that can enhance the customer experience. By complementing policy frameworks and toolsets with information governance approaches, we can future-proof our businesses from the near-daily siege of data and privacy breaches, seemingly with no end in sight. Information governance is the bright light at the end of that tunnel. O

RAFAEL MOSCATEL, CRM, IGP, is the Managing Director of Compliance and Privacy Partners, LLC. Contact him at www.capp-llc.com or follow him on Twitter @rafael_moscatel.

7 WAYS TO PREPARE DATA

FOR AN INFORMATION GOVERNANCE STRATEGY

1 2

AUTOMATE RETENTION SCHEDULES

Legal and compliance requirements are the cornerstones of corporate governance programs. Yet, tracking the multitude of state, federal, and international laws that affect your internal data policies can be a monumental task. Consider leveraging software as a service (SaaS) solutions to keep your risk, compliance, and legal staff abreast of the latest citation changes to these nuanced instructions. These tools empower you to defensibly destroy and cleanse costly data no longer useful to your organization.

COVER YOUR ASSETS

Satisfying new compliance requirements means it’s not enough to know the kinds of records you keep. Now, you must also be aware of the systems they’re kept in and how that data flows between them. That’s why chief data officers and enterprise architects are increasingly embracing asset management tools that not only perform diagnostics on their application stack but also allow them to inventory their attributes and map related processes that inform long-term strategic planning. Tools like these also support application rationalization, which, in turn, aid in the classification and disposal of unneeded data.

INTRODUCE BIG BUCKETS

3

The biggest challenge of enforcing retention across an enterprise is an “event trigger,” which complicates how long the organization holds some records. For example, an employee file might be held “x” years following a termination event. Big Bucket strategies allow you to simplify and group like records together. This approach supports efficient destruction but assumes some risk at the same time. Work with your governance partners to determine reasonable standards for a Big Bucket policy and quantify an acceptable level of risk your company is willing to assume to achieve cost and efficiency benefits.

ENFORCE LEGAL HOLDS

4

Cleansing your data lakes and information silos to save costs and minimize risk is an exercise in defensible destruction, but it also requires an awareness of outstanding legal holds. A company that spoliates evidence subject to a legal hold, even without malice, can be fined and suffer adverse inference litigation rulings, resulting in unfavorable judgments. Additionally, sound oversight of records under a preservation hold doesn’t just make good legal sense but also helps to better identify opportunities for defensible destruction, cost reduction, and risk mitigation.

ACTIVATE FILE ANALYSIS

5

The tricky thing about new laws, like the California Consumer Privacy Act (CCPA), is that they require companies to find and produce data for the consumer wherever it exists. That can be a cumbersome test for many entities that have hundreds or thousands of repositories. Advanced file analytics tools can plug directly into your network and quickly identify sensitive and personally identifiable information (PII). They can also help you to find redundant, obsolete, and trivial (ROT) data clogging your systems. These tools produce a tangible return on investment (ROI), reflecting how an information governance strategy works to the benefit of your organization.

6

EMBRACE CONTENT MIGRATIONS

7

BAKE IN BEST PRACTICES

Unless you’ve only lived in one home your entire life, you’ve probably experienced the cathartic process of cleaning out things you no longer need in preparation for a move. Bringing in a new content management system is not much different, and it’s a unique opportunity to apply retention to your data, discard ROT, and provide employees with more accurate knowledge resources.

Information governance is not a “one and done” proposition. It’s a “rinse and repeat” discipline that only works when management ensures that its organizational culture is along for the ride.

These days, a basic understanding of data handling is vital for every new hire. Concepts like records retention, data protection, and privacy should be part of any corporate training plan.

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Think About It / JOE SHEPLEY /

IT’S IMPORTANT WE CONTINUE TO DEBATE HOW TO DEFINE A DOCUMENT, WHETHER TO ELIMINATE PAPER, AND SIMILAR POINTS. BUT DON’T LET THE DEBATES CAUSE US TO LOSE SIGHT OF THE BIGGER PICTURE: WE’RE SUCCESSFUL AS A BUSINESS BASED MOSTLY ON HOW WELL WE GATHER AND PRESENT DATA.

37% OF ORGANIZATIONS HAVE IMPLEMENTED AI IN SOME FORM IN THE LAST YEAR, ACCORDING TO GARTNER.

/ SCOTT DRAEGER /

THE FACT OF THE MATTER IS THAT ANY APPLICATION OLDER THAN 10 YEARS FACES NUMEROUS CHANGES IN THE REGULATORY CLIMATE.

73%

Almost three-fourths of organizations surveyed have already deployed technology to automate their business tasks and processes.

According to a recent Forbes Insights report, only 13% of companies claim to have fully automated the interpretation of unstructured content.

/ ALAN PELZ-SHARPE /

An AI project never really ends, because it needs ongoing love, modification, and care.