DOCUMENT Strategy Summer 2022

SPECIAL FEATURE

WHAT WE LEARNED AT DSF ’22 PAGE 28

DOCUMENTmedia.com | Summer.22

5 RULES FOR DIGITAL TRANSFORMATION

CONTENT MANAGEMENT VS. CONTENT SERVICES WHAT THE ANALYSTS SAY… Aspire, Doculabs, IDC, Madison Advisors and Quadrant Knowledge Solutions

THE CX DIET

Cleansing, strengthening and connecting your systems and enterprise

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TABLE OF CONTENTS volume 29 issue 2 | Summer.22 | DOCUMENTmedia.com

FEATURES 10

The CX 360° Diet Cleansing, strengthening and connecting your systems and enterprise

By Gautam Jit Kanwar

12

10

CCM in the Cloud

What you really need to know before you make the move

By Stephanie Pieruccini & Randy Sparks

16

What’s the Difference?

12

Understanding content management and content services

By Bob Larrivee

18

From Remote Working to Intelligent Working The evolution of digital transformation

By Ron Cameron

20

Drive Your Business Forward

How to embrace the future of work with paperless forms

By Chintan Jain

22

Assessing Interactive Personalized Video

The benefits and challenges of this alternative customer communications channel

By Richard Huff

24

18

5 Rules for Digital Transformation

Understand these points BEFORE you embark on your journey

By Marty Pavlik

26

What the Analysts Say

28

What We Learned at DSF ’22

Digital transformation means reimagining processes, content and experiences

By Allison Lloyd

DEPARTMENTS 06

Letter from the Advisory Board

08

Think About It

SPONSORED CONTENT

4

07

Four Ways to Boost Creativity in the Customer Experience

09

Sefas Transforming CCM to Improve Customer Experience

15

Principles of a Document Migration Strategy

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LETTER FROM THE ADVISORY BOARD

It’s time to do more strategic thinking!

The times, they are a-changin’! Just as we weather a pandemic and start to rebuild, a new set of challenges are stressing our teams, our systems and our checkbook. We can’t sit back and wait for it to blow over, so it’s time to consider new strategies for growth. This time last year our team of contributors were providing guidance on the market, using data for better decisions, reviewing your workflows for efficiency, spotlighting document capture technology, and providing a bit of customer experience philosophy. We hope you found it relevant, and it guided you forward.

It’s time to do more strategic thinking! This time the journey begins with Gautam Kanwar reminding us that systems are not self-maintaining. Even the best customer experience solutions require ongoing review to ensure that the relevant data is used for analysis. Read his take on the CX 360° Diet to build a plan to assess your CX environment.

In Content Management vs Content Services, Bob Larrivee breaks down the differences so that you can have the right kind of conversation with you internal teams and your vendor partners. You might want to share this one with stakeholders in your Content Ecosystem as you refine your strategies!

Stephanie Pieruccini and Randy Sparks help us explore a question many in our industry ask: Is this the time to shift to the cloud and managed services? Building your strategy should include a careful assessment of both options,

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either alone or working in concert, to bring best practices to your business.

Digital transformation is a hot topic in many of the industry’s strategic forums, but it doesn’t end when the conference is over. Many companies have studied their options and have begun that journey.

But every company is different. Something that worked of a peer or competitor might not be the best solution for your organization. Marty Pavlik walks us through the considerations and gives you the tools you need to assess your next step.

Also, for your strategic consideration, Richard Huff provides the checklist for assessing personal interactive video. You may already be getting these from some of the companies you do business with and wondering how well they work to engage customers. Even if you have received one, this is a technology worth looking at. It’s come a long way and it keeps stretching!

We hope you find these articles useful as you continue updating your strategy!

O

PAT MCGREW helps companies perform better in the print hardware, software and printing services industries.

An experienced professional speaker and co-author of 8 industry books, editor of A Guide to the Electronic Document Body of Knowledge, and regular writer in the industry trade press, Pat won the 2014 #GirlsWhoPrint Girlie Award for dedication to education and communication in the industry, and the 2016 Brian Platte Lifetime Achievement Award from Xplor International. She is certified as a Master Electronic Document Professional by Xplor International, with lifetime status, and as a Color Management Professional by IDEAlliance. Pat also serves on the DOCUMENT Strategy Advisory Board.

president Chad Griepentrog publisher Ken Waddell managing editor Erin Eagan [ erin@rbpub.com ] contributing editor Amanda Armendariz contributors Ron Cameron Richard Huff Chintan Jain Gautam Jit Kanwar Bob Larrivee Allison Lloyd Marty Pavlik Stephanie Pieruccini Randy Sparks advertising Ken Waddell [ ken.w@rbpub.com ] 608.235.2212 audience development manager Rachel Chapman [ rachel@rbpub.com ] creative director Kelli Cooke

PO BOX 259098 Madison WI 53725-9098 p: 608-241-8777 f: 608-241-8666 email: customerservice@rbpub.com DOCUMENT Strategy Media (ISSN 1081-4078) is published on a daily basis via its online portal and produces special print editions by Madmen3, PO BOX 259098, Madison, WI 53725-9098. All material in this magazine is copyrighted ©2022 by Madmen3 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, Madmen3, or its staff becomes the property of Madmen3.

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APPLICATION ARTICLE

Four Ways to Boost Creativity in the Customer Experience Creativity is becoming a critical requirement for communicating with your customers over the entire Customer Journey. Not only do they expect (and deserve) no less, but a creatively led Customer Experience is fast becoming a key differentiator between brands and organizations, ahead of product or price.

Are you just keeping your head above water, producing readable documents that are simply a means to an end? Or are you consistently producing beautifully creative, contextually relevant, and value-adding experiences across every channel, even if only for an expected communication between brand and client?

Print technologies can now support personalization to the same standard as their digital counterparts and if you’re looking to upgrade your organization’s CX capabilities, you can invest in a single comprehensive platform. Or, as is becoming more common today, use APIs to build your tech stack with components from different solutions, each excelling in a particular function.

Either way, here are the four essential ingredients for boosting the creativity of your Customer Experiences: Unlimited Personalization Use your data to drive your communications with customized content to increase attention levels, retention, loyalty, and sales. By doing so, the quality of your data will improve every time your customer interacts with your organization. As you gain a deeper understanding of your audience, you’ll be able to anticipate and respond to their needs, reduce customer effort when they engage with your organization, and improve your communications for the future.

Unlimited Creative Content Select a solution that gives your designers absolute freedom to leverage the highest capabilities of Adobe’s creative applications and achieve epic personalization. Unconstrained variability can be applied to any design element – text, backgrounds, styles, graphics, photos, and even videos –from page to page for maximum effect. With zero sacrifice to the original creative intent—the entire design is driven by data to make the most impact on your audience.

Unlimited Delivery to Print and Digital Automate and simplify creative content production across every channel using a single personalization engine instead of siloed solutions. Since the only channel the customer cares about is “My Channel,” you need to be ready to deliver your content where and when your customer wants to access it. And remember that every interaction should be a seamless extension of their previous interaction, no matter which channel they are on now or which channel they just left. Their context and history will continue

to the next channel with them. This kind of synchronicity is impossible without a single personalization engine.

Unlimited Scalability Futureproof your operation by ensuring that your Customer Experiences can scale, adapt to different audiences, and absorb your organization’s growth. Whether you communicate to one individual, hundreds of personas, or millions of clients, your capacity for scale and responsiveness to demand must be ready. And no matter how many recipients, each customer should feel they are the single recipient of the campaign.

These four ingredients are all critical to transforming the Customer Experience and XMPie takes an API-led approach for advanced content personalization to be used both within the framework of its platform and beyond. So, whether leveraging the campaign management and journey-building included in the XMPie platform or within your current CX, CRM, eCommerce, or Marketing Automation solution stack, your personalization efforts can be enhanced significantly across print and digital.

To drive revenue and deliver an effective Customer Experience, start exploring how the XMPie platform can add value to your enterprise today.

www.xmpie.com

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Think About It / RICHARD HUFF /

/ HOLLY MUSCOLINO /

IT’S PREDICTED GLOBAL DATA CREATION AND REPLICATION WILL SEE A COMPOUND ANNUAL GROWTH RATE (CAGR) OF 23% OVER THE FIVE-YEAR PERIOD OF 2020 TO 2025.

THE INTELLIGENT DIGITAL WORKSPACE IMPROVES WORKER PRODUCTIVITY AND EXPERIENCE BY REDUCING CONTEXT SWITCHING AND ENSURING THAT ALL REQUIRED RESOURCES ARE AVAILABLE ANYTIME AND ANYWHERE AND ON ANY DEVICE — TO OFFICE WORKERS, KNOWLEDGE WORKERS AND FRONTLINE WORKERS.

/ KEMAL CARR /

/ PATRICK KEHOE /

The new consumer is focused on posts and hashtags. They communicate in 280 characters. They use emojis to express thoughts. They are used to signing contracts, paying bills and buying groceries on a mobile device.

There are challenges, first in defining what CX means to your organization, then developing an ROI to the efforts of continual improvements.

However, there is no doubt that the CCM conversation is moving in a new direction — and we all need to listen.

/ MICHAEL BOUCHET /

In 2021, the U.S. deal market soared, accounting for $2.9 trillion in transactions, up 55% from $1.9 trillion in 2020 — and business leaders are only planning to continue making deals in 2022.

APPLICATION ARTICLE

Sefas Transforming CCM to Improve Customer Experience Customers today expect personalized communications, optimized engagements, and a cohesive customer journey. Companies therefore need to unify interactions, make customer messaging more consistent and distribute communications through more channels. CCM systems can no longer be treated as isolated, legacy applications that exist solely for composing print mail.

Sefas is helping companies across industries adapt to this new reality by driving digital transformation that improves customer experience. The use cases below highlight how we are successfully helping our customers move to omnichannel customer communications.

Centralized Creation, Control, and Access to Customer Communications Sefas has a leading position providing centralized processing and production control (track - audit - control) in the CCM market.

The Sefas digital communication hub integrates and provides access to communications from any application or data source.

We accept communication and data input in any form (text, paper, PDF, raw files, etc.) and normalize it in a central system.

This process is done without impacting upstream applications, by integrating existing processes/applications and not replacing them, providing access to communications to the end-users, and access to the system for business users.

Sefas Digital Communication Hub

Print Suppression Print suppression is a native functionality of the Sefas Omnichannel Communication Hub. It relies on the capacity to interface with Preference and Consent Management Systems to identify paper vs. digital preferences for each communication or customer, our post-composition engines to create the output driven by these individual preferences, and our orchestration and management capabilities to coordinate the feeding and interaction of the various channels, paper and digital, together and at the same time.

Build ‘Golden Communication Record’ Our centralized production, access and control builds a ‘Golden Communication Record’ by tapping into information from different sources and data locked away in legacy application silos. This ‘Golden Communication Record’ makes it easy to access customer information in real-time, handle sensitive personal information correctly, ensure compliance and reduce risk. The Golden Communication Record can also be leveraged to gain insights that help improve customer satisfaction, deliver personalized experiences, understand customer behavior, anticipate customer needs, reduce call center volumes, and overall improve operational efficiency and reduce costs.

Provide Integrated Data for Analytics Our system centralizes the metadata and events pertaining to all communications that we process and consolidate them in a ‘Golden Communication Record’. It links together communications that relate to a specific individual but also that are linked to one another. For example, a notification email is linked to the online document it points to.

Events, such as, but not limited to, the fact that the link in the email was clicked or not and the online document was accessed or not, are tracked as well. This data is available through ready-to-use widgets or APIs, for presentation to interested parties (e.g., call center personnel want to have a history of all communications or events with a person); or for data analytics or specialized applications (e.g., Customer Data Platform) to feed into campaigns and trigger new events, such as next-best action and new communications.

BY GAUTAM JIT KANWAR

THE CX DIET

CLEANSING, STRENGTHENING AND CONNECTING YOUR SYSTEMS AND ENTERPRISE

T

he first quarter of 2022 is behind us, and many of us may have slid on the fitness resolutions we made in January. All of us reading this know that accountability is the key to successfully making changes.

Just like consistent attention to our health is important, consistent attention to our business processes is paramount as well. There is still time to get your business in shape to address the challenges of 2022 we all face: employee shortages, fewer face-to-face interactions and digital transformation that can’t wait. Investing in improving the systems you have in place and fostering a mindset within your company that elevates your overall customer experience (CX) is the fitness test for today’s business. Here are three steps to get started.

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1

Cleansing Any good fitness reboot starts with a cleanse to get rid of all the things that are holding you back from maximum output. The first step in your CX initiative, then, is to examine internal processes to ensure all systems in place gravitate to providing a better CX. Consumers today demand consistency in all forms of customer communications, which means business systems need to be interconnected and automated to ensure they have the capability to deliver omnichannel communications with ease. This is a good time to create a comprehensive inventory of the communications you send to customers and search for gaps in your communication strategy. From here, you can identify what content you need, what can

be re-used across multiple communications and what can simply be cleansed from your inventory.

While cleansing systems is important, it is also important to take a close look at your company’s ability to improve the CX as a whole and begin to cleanse the individual activities that make it difficult to communicate with customers holistically. Too often, the disjointed silos of communications across the enterprise make it challenging to coordinate and integrate communications. It requires adjusting from a customer communications management (CCM) mindset to a customer experience management (CXM) one — thinking not just about the document, but more about how to ensure you are putting the customers’ needs front and center with every communication sent to them.

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Too often, the disjointed silos of communications across the enterprise make it challenging to coordinate and integrate communications.

2

Strengthening The business of staying connected has never been more important — or more complicated. New challenges demand that intelligent, easy-to-use tools are the future. Fortunately, there are many excellent software solutions continuing to push the envelope so you can create new ways to strengthen your customer communications. Ensure you are taking full advantage of your current CCM system to provide high-level, high-return communication options, such as adding interactive capabilities like self-service portals that make it possible for customers to interface easily with your company and ensure the delivery of easy-to-understand communications.

In addition to internal strengthening, survey your customers to discover

the services they are interested in.

Find out client pain points and discuss internally how an improved CX plan can strengthen your relationships. End customers are not all driven by price.

Amazon is successful not just because of competitive pricing, the customer experience from order to shipping to receipt of product is seamless. Returns are made easy with prepared shipping labels and QR codes for customers without printers. Amazon is a great example of a company striving to improve customer experience on all levels. The question of customer loyalty always comes down to ensuring processes operate with the customer in mind, assessing how easy it is for customers to do business with your company.

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Connecting Business is the strongest when goals, assets and customer expectations align. Cleaning house, identifying bottlenecks in the business and strengthening areas for growth is the starting point.

Then, it is important to look objectively at the systems you have in place and ensure they integrate seamlessly.

Periodically review the efficiency of the new processes. Consider engaging outside support from consultants that can provide specific knowledge and have expertise in the CCM market. They will know the right technology providers, best practices and emerging trends that will affect your future communications.

Confirm the processes implemented

match your business needs. Most successful organizations go through the cleanse and strengthen exercise at least every six months. Doing so will ensure your team is thinking creatively and looking for opportunities to improve delivery with a positive CX. Finally, giving full attention to a holistic approach to CXM requires not only connecting systems, but it is also important to connect all involved stakeholder departments. Establishing a cross-functional team with membership from all departments helps ensure that all strategies are connected with the end customer’s needs in mind.

This allows every department to share best practices, technical processes and other issues that often arise with producing customer communications.

Definitely one size does not fit all when it comes to the path to CX. However, if the mindset of the company is such that everyone understands how expanding CCM to CXM creates customer stickiness — a measure of how likely customers are to continue purchasing your product as the market around it grows more competitive — then your goal of maintaining optimal health within your business will be a success. O

GAUTAM JIT KANWAR is president of BelWo Inc., a global provider of managed services specializing in customer communications management (CCM) consulting and delivery solutions that help companies meet strategic CX goals.

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CCM IN THE CLOUD

BY STEPHANIE PIERUCCINI & RANDY SPARKS

Wh a t yo u r e a l l y n e e d t o k n o w b e fo r e yo u m a k e t h e m o v e

C

ustomer communications management (CCM) in the cloud has been contemplated for almost two decades. With the processing and I/O demands of large batch communications, the feasibility of hosting these solutions in a public or even private cloud infrastructure was open for debate.

Over the past few years, technology advances and the corporate acceptance

of secure data in the cloud have dramatically changed the cloud landscape.

In addition, the increase in cloud providers with stable and secure offerings as well as the decrease in the cost of cloud storage has enabled complex solutions to successfully be deployed and managed in a variety of models, including public cloud environments.

However, enterprise-wide CCM operations often have a complex set of capabilities and requirements which initially would seem to limit the options

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for moving to the cloud. In reality, there are now a wide variety of options for moving CCM to the cloud. The challenge is that having so many options often adds more confusion, which can make it difficult to easily narrow them down to a solution that best fits a given enterprise’s needs. This can be even more complex if CCM needs to fit in a broader experience strategy.

How to Navigate Cloud Terminology There are many approaches to deploying software in the cloud. New developments in cloud technology and methodology allow for a high degree of flexibility but can also lead to a solution that does not meet expectations if the components are not carefully considered. Understanding a few common terms and how they apply to your use case can make a big difference in architecting a successful solution.

Containerization – Containers are a layer of abstraction between the cloud platform and the application that make it possible for the same code to run in

many different operating environments.

Some software providers will take existing code designed to be run on a single server and call it cloud-based by making it work in a container. However, taking old, server-based software and deploying it within a single container is no different than running it as a virtual machine (VM). If the CCM application hasn’t been purposely written to fully realize the benefits of microservices running in their own containers, the value of computing at cloud scale is completely lost.

Microservices – As the name implies, microservices are a set of smaller services that can be combined to perform a larger task like providing a complete CCM solution. Tasks like design, orchestration and communication generation can be broken into separate services and executed separately.

CCM applications that use microservices have numerous cloud advantages, including targeted scaling (up or down), discreet service management, usability as components via API calls (e.g headless CCM) and many others.

Kubernetes and Docker – Kubernetes and Docker are brand names for containers and the tools used to execute and manage them. The primary consideration as a CCM user is whether your CCM application fully supports the Docker/Kubernetes environment.

If so, it means you can choose almost any cloud platform. Just make sure the CCM application you choose will also include native support for platform storage (e.g. S3, azure blob, etc.) and database access (e.g. Aurora).

Managed Service – As the name implies, a managed service is a packaged service (or set of services) that can be made available via the cloud. In the case of CCM, you might consider purchasing a “CCM Managed Service.”

Typically, this would include the software, operating environment and a set of definable services and service level agreements that meet your use case needs for communications. A cloud managed service model is a way to

minimize the overhead of owning and operating a CCM solution.

SaaS — Public cloud (SaaS) is a method of accessing services in the cloud. In the SaaS model, services are generally available via a subscription with a predefined set of service levels.

SaaS has typically been viewed as best for SMB or departmental CCM applications. As technology continues to progress, SaaS platforms may become a legitimate consideration for more processing intensive CCM use cases.

So Why Is Now a Good time to Consider Moving CCM to the Cloud?

There are two main reasons why now is the right time to look at moving CCM to the cloud. The first is the maturity of offerings. Cloud technology has advanced to a point where CCM can take full advantage of the benefits of the cloud such as scalability, microservices and high availability, no matter what your communications volume may be.

The second reason is cost. Physical hardware is expensive and challenging to maintain, often becoming a burden and liability. It also impacts upgrades of business-critical applications and new software features that can be tied to new revenue opportunity, customer retention or improved experience. Moving these solutions to cloud models changes the investment from a capex to an opex expense but also eliminates the forecasting necessary to ensure the right amount of hardware is acquired for the software and dedicated resources to manage this infrastructure within the data center.

Why Go All the Way with a CloudBased, Microservices CCM Solution?

Microservices are the preference for most modern software solutions architectures.

CCM may be a single component in a greater enterprise platform approach for managing customer experience, data, interactions, communications, analytics and more. While you can approach making CCM a single service, the complexity

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of these solutions benefit from being deployed as microservices to leverage the many benefits that other cloud deployment models cannot achieve. While there may be more upfront work required in designing and moving to a solution with this approach, the investment in the short term and the long run can easily be calculated.

Agility — Microservices help development teams create functionality with its own lifecycle and scaling policies.

This makes it easier and faster to deploy changes, add new functionality and troubleshoot.

Autoscaling — Microservices allow for automating resource allocations during peak times but also scale down your infrastructure during less busy times. These resources do not need to be allocated up front for peak loads, which provides significant savings when determining infrastructure investment — especially if your volume tends to fluctuate with peak loads that are sporadic or unpredictable.

Connectivity — Microservices depend on integration between each service, so the ability to integrate with external systems is second nature, ensuring extensibility between on-cloud and offcloud systems and allowing for upgrading various systems to occur in phases.

Data — Data is the center of any CCM, but this data is often located in various systems, needs to comply with a variety of data regulations (GDPR, HiTrust, PHI, FISMA, PCI, SOC2, etc.), securely maintained and tracked.

DR/HA flexibility — Cheaper cloud systems are key to enabling more storage for better replication and zone segmentation. By leveraging cloud deployments, the ability to achieve higher SLAs for high availability of systems is possible.

Maintenance — Microservices provide a foundation for rolling upgrades, allowing for different pods to be updated at the most opportune moments rather than requiring a complete production down to promote changes.

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Monitoring — Cloud solutions have a variety of built-in and third-party monitoring solutions available, improving the transparency of the applications running in it natively. When components of CCM are deployed as microservices, this exposes the various steps of communications processing in a way that hasn’t been achievable off cloud, allowing for faster, more direct troubleshooting and reduced down times in the event of an issue.

Portability — Between different platforms and clouds. All major cloud vendors are supporting containerization, providing out-of-the-box solutions for it.

Processing — Typically, processing encompasses integration and throughput. Microservices naturally support both as highlighted in integration above and the ability to scale whether ad hoc or automatically.

Resource utilization — Can be much lower than deploying software in a virtual machine and delivers a higher utilization rate of compute resources than off-cloud environments.

Security — Microservices allow for a solution architecture that can isolate applications from the host system and from each other. This provides a foundation for flexibility in addressing data zone segmentation.

Managed Service or Cloud License For most enterprises, a SaaS-based solution will not provide the infrastructure and scalability to optimally support the massive volume of communications within large batch files that need to be processed or the increase in number of interactive communications that may come in peaks and require an extremely fast response time. So that narrows most decisions to either a managed service or licensed solution.

Managed services come in a variety of options depending on the agreement in place with the provider. This may include providing everything as a service such as the cloud infrastructure, integrations, security and

maintenance of the platform — or providing dedicated resources to manage the solution deployed on your own cloud infrastructure where you maintain the agreement with the cloud provider, but the software is managed by the service provider. It is important to clearly articulate in the contract who is responsible for what piece of the platform, service level agreements, DR/HA and anything else that could impact the business and usability of the software. A managed service is ideal for an enterprise that is looking to reduce its resource overhead for maintaining software and technology that requires subject matter expertise.

By engaging with a company that specializes in managing CCM as a service, it increases the opportunity to ensure an optimized platform for generating and delivering communications, access and awareness of the latest features, easier upgrades and more.

No matter where you are in your CCM cloud journey, it is a great time to take a step back and look at the business objectives you have for your communications management as well as your enterprise cloud strategy. Looking at current production-related issues may uncover a greater need to invest in a solution that takes advantage of the latest cloud technologies, natively, within the software architecture. O

STEPHANIE PIERUCCINI is a Senior Manager of Product for OpenText CCM. Her experience comes from a strong knowledge of communication and production management from creation through delivery acquired from covering the print, marketing and CCM markets as an analyst and consultant with InfoTrends as well as serving as the channel development manager for CCM and digital transformation solutions at Neopost USA (Now Quadient).

Randy Sparks is the Director of Product Management for OpenText’s CCM offerings. In his current role, he is responsible for OpenText’s CCM product portfolio which includes Exstream, StreamServe and xPression.

APPLICATION ARTICLE

Principles of a Document Migration Strategy How can organizations modernize their existing document systems and processes without having to undertake large-scale migration projects, that are costly, time-consuming, inflexible, and can often disrupt workflows already in progress. Migrations are most effective when the focus is on enterprise-wide harmonization and consolidation of existing documents for a single-source approach to document management.

Experience shows that fully automated one-to-one migrations are neither desired nor possible due inconsistencies that have been established over years or even decades. Different document and text definitions exist in multiple systems. Such redundancies and ambiguities in content and business logic should be eliminated by consolidation of document templates, reducing document text variants by introducing reusable building block templates. Even if the focus is on consolidation rather than automation, there is always the option to automate using scripts and tools we provide.

The migration will be worthwhile and most effective when the following goals are in focus: 1. All documents, building blocks, business logic and processes are fully versioned 2. Creative teams can define and reuse content from the central library for cross channel use 3. IT manages complex business logic and data reading routines 4. Input data in any format and code page is read without modification or customization 5. Deployment between DEV/TEST/PROD is controlled by implicit change & release management 6. Reproduction of historical document versions with originally used resources 7. Simulation of upcoming releases with time travel function 8. Business logic can be defined using Natural Language Rules 9. Grouping of building blocks reduce reusable components Migrations benefit from a CCM platform with a centralized library concept and strong Business Design Tools. We have successfully migrated various document management systems, customer communication applications or general purpose document and forms design products to the Papyrus platform.

The business team at LABORAL Kutxa mastered transition from MS Word to the Papyrus CCM Platform in a very short time.

Although dealing with very complex business communication with many different clauses and tables with dynamic rows, columns, and variables, business administrative users were able to create all needed communication with the Business Designer.

Fondsdepot Bank migrated StreamServe documents with large amounts of business logic to modular document templates matching the company’s CI/CD. In addition, 900 different forms from Adobe InDesign with 2,500 PDF variants have been redesigned in Business Designer, shifting the work from developers to non-technical business users, accelerating the creation process, leading to significant improvements in time-tomarket, maintainability and cost reduction.

From physical to digital: The Creative Services Team at Wellcare Health Plans provides all marketing and regulated materials, which adds up to more than 60 media types in 30 different languages. 90 percent was paper-based, with documents gathered in physical case folders. WellCare experienced a 75% reduction in printing, paper and physical file storage costs, along with at least 40% reduction of rework and time savings, eliminating the human handoff bottlenecks and adding ad-hoc goals that trigger predefined workflows.

info@isis-papyrus.com www.isis-papyrus.com 817.416.2345

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WHAT’S THE DIFFERENCE? Understanding content management and content services

By Bob Larrivee

T

o understand the differences between content management (CM) and content services (CS), we must first understand the definitions of each. For this I will turn to AIIM and refer to the article posted in 2020 that defines enterprise content management (ECM) as “the strategies, methods and tools used to capture, manage, store, preserve and deliver content and documents related to organizational processes. It’s the architecture that glues your documents and business content together — making them searchable, explorable, organized and ultimately, meaningful.”

When looking at content services, Gartner’s definition is “content services are a set of services and microservices, embodied either as an integrated product suite or as separate applications that share common APIs and repositories, to exploit diverse content types and to serve multiple constituencies and numerous use cases across an organization.”

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The reason I chose these two definitions is that they show some of the differences and they are also complimentary in nature. In the AIIM definition of ECM, we see a broader — more holistic — perspective in that it focuses on the architectural construct of an enterprise content management environment. It encompasses strategic design, operational processes and procedures, the tools or technologies used and the goals and benefits upon which ECM is intended and expected to deliver.

Regarding the content services definition, we see a more technology-centric reference aimed at delivering the same fundamental goals and benefits, aligned with those of the AIIM ECM definition.

As such, one can view these as the tools used in the management of various content types, expanding the content infrastructure to include both cloud-based and on-premises applications and content sources.

In My View Regardless of your view on CM and CS, the focus is on the management of vital organizational information regardless of what it is and where it resides within the information ecosystem. The result is to get the right information to the right people, at the time they need it, securely and accurately.

There are many times I have heard discussions and even been asked what I think of content management vs. content services. As stated in this article, I do not see them as one vs. the other but consider them to be complimentary in accordance with the definitions I have presented here.

While I provided my high-level view of this topic, an expanded discussion would delve deeper to include governance, security and content creation and destruction. It would span the birth of content, how it is created and what purpose it serves, to the death of that same content, when it gets destroyed and how this destruction is carried out and documented. In other words, we would be discussing the full content lifecycle.

I hope this has helped point out some of the differences, and I know this is my view and there are others who may provide a different view, but the bottom line is to focus on developing a strategy, infrastructure and information ecosystem that meets your organizational and operational requirements.

In the end, it is your decision how to move your organization forward in transitioning to a more automated, secure and beneficial information management environment. O

Inducted into the AIIM Company of Fellows in 2019, BOB LARRIVEE is a recognized expert in the application of advanced technologies and process improvement to solve business problems and enhance business operations. In his career, Bob has led many projects and authored hundreds of eBooks, Industry Reports, Blogs, Articles, and Infographics. In addition, he has served as host and guest Subject Matter Expert on a wide variety of webinars, Podcasts, Virtual Events, and lectured at in-person seminars and conferences around the globe. which he led during RPA’s emergence.

FROM REMOTE WORKING TO INTELLIGENT WORKING The evolution of digital transformation

By Ron Cameron

B

efore the global pandemic, many organizations felt they were making good progress on their digital transformation plans to modernize business systems and operations. Then when COVID-19 hit, companies were forced to accelerate these efforts to accommodate a particular component of digital transformation — supporting a remote workforce.

The New Norm According to Globalization Partners, only 12% of organizations supported remote working arrangements before the pandemic. Not surprisingly, this went up to 75% following COVID. The need to shift employees from the corporate office to an adequate home working environment was a challenge for IT and business unit teams.

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But despite the initial growing pains, most agree that the transition to a large-scale remote workforce has proven successful. According to research, 99% of people would choose to work remotely for the rest of their lives, even if it was just part-time; 75% work remotely because there are fewer distractions; and 57% of remote workers think they are more productive while working remotely. In fact, only 11% of employees felt less happy when working remotely. Even as the world learns how to adapt to the pandemic, employees and enterprises appear united in believing that remote working is here to stay.

It’s Not All Peaches and Cream The benefits of remote working are clear, but as with any form of digital transformation, equipping an organization to

support remote working comes with its own set of associated challenges.

From an employee perspective, getting the right work-life balance is critical, but some workers also say that the commute to and from work plays a vital role in creating a separation between work and home. When working entirely from home, that separation can be removed.

Other issues, according to research

by Buffer, include an inability to unplug (26%), loneliness (17%) and staying motivated (11%). The mid to long-term effects of remote working will likely identify other challenges — but these are obvious places to start.

From the perspective of the business, digital transformation presents very different issues. Many organizations were not ready to move quickly to a remote working environment, but they were forced to deploy rushed and ill-strategized digital transformation initiatives due to the pandemic.

These new solutions ultimately caused as many problems as they solved, giving enterprises headaches of varying degrees as they struggled to fix security, compliance and risk management issues exposed by the rapid transition.

However, despite the challenges, most companies now have the digital foundation to support remote working. They can now leverage this infrastructure to drive the next phase of digital transformation throughout the enterprise.

Help Employees Work Smarter (Not Harder) Sir Richard Branson famously said that he makes sure that his businesses prioritize employees first, customers second and shareholders third. It’s not easy to always put employees first, but the global business push to support remote working has reemphasized this point for employers as many battle to retain and recruit talent.

The organizations thriving amidst the pandemic are the ones that have succeeded in getting the right technology to the right departments and employees at the right time (ASAP).

As a result, their employees can work

SUBSCRIBE FOR FREE! as efficiently and productively as possible, better supporting their work/ life balance.

This can be achieved in several ways:  Encouraging face-to-face video calls with other staff to reduce the potential for isolation  Digitizing and automating manual business processes that cause frustration and inefficiency  Encouraging the use of collaboration and product management tools and apps to reduce the number of video and conference calls

good work/life balance (50%) all rank much higher. Technology has an essential role for organizations wanting to create a modern workplace and happy, effective employees.

a way to empower remote workers to be more productive — but successful organizations realize something else, too. That technology can provide the framework for employees to find a better work/life balance, which will directly impact their performance.

Far from being a stick to make the workforce go faster, the next phase of digital transformation will be the carrot to encourage workers to be smarter, better balanced and more empowered. And that will be a win-win situation for everyone. O

Now more than ever, digital transformation is NOT just about technology but also about people.

Power to the People Now more than ever, digital transformation is NOT just about technology but also about people. The Globalization Partners research shows that the physical working environment is important to about 28% of employees. In contrast, factors such as suitable communications methods (35%), being listened to (36%), and having a

The rapid shift to remote working would likely never have happened without the COVID-19 pandemic, but the benefits seen because of the pivot cannot be ignored. This initial phase of digital transformation is significant but is only the start. Almost all organizations recognize that technology offers

Since KnowledgeLake’s inception in 1999, RON CAMERON, president and co-founder, has taken great pride in creating a positive company culture where employee and customer satisfaction are the highest priority. KnowledgeLake is a cloud-native solution for document processing that enables organizations to capture, process and manage their content in a single platform.

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By Chintan Jain

DRIVE YOUR BUSINESS

FORWARD

How to embrace the future of work with paperless forms

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aperwork — tons of it — has always been a ubiquitous part of the workplace.

Regardless of industry, type or size, a business organization deals with paperwork across all its operations. From onboarding new hires, filing purchase orders and presenting reports to countless other functions — you’re bound to deal with a plethora of documents.

However, paper-based processes are incredibly inefficient. This outmoded

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form of filing documents impedes productivity, increases overheads and even poses security risks. Fortunately, modern technology enables us to transition to an increasingly paperless environment. Through digitalization and migration to the cloud, we can reduce the amount of paper we use and streamline business processes. We can drive the future of work with paperless forms.

Still, going paperless doesn’t happen overnight. You may also face challenges as you go through a digital

transformation in your workplace. Here, we go through the advantages of a paperless office. We also go through concrete steps you can take to transform your workplace and implement paperless workflow automation.

Why Go Paperless One of the reasons organizations are urged to go paperless is to minimize their environmental impact. Paper is believed to account for approximately 26% of total waste at landfills. A good fraction

SUBSCRIBE FOR FREE! of this waste comes from workplaces, so reducing the use of paper at work can significantly lower this percentage.

Aside from this, implementing a paperless workplace has immense benefits that positively impacts business growth.

1. Saves time, space, and money Paper-based documents require physical storage space. You need filing cabinets, shelves, tons of boxes and a storage room. You’ll need space for printers, copiers, fax machines and other equipment you might need to process paperwork. All these entail overhead costs for maintaining equipment, securing storage space and purchasing supplies. There’s also the time you waste rifling through sheet after sheet of paper looking for the necessary documentation.

By going paperless, you save on physical space and reduce costs. Digitized files and paperless forms can be stored on cloud servers.

2. Increases efficiency and productivity Paper-intensive businesses are prone to processing delays, resulting in long waiting times for customers. Often, forms go through several people before a request or action is approved. These forms can also get misfiled or lost in transit, causing even longer delays.

In contrast, paperless processes can be done almost instantly. Paperless forms and digitized documents are easily accessible and can be simultaneously viewed by authorized users. This makes it easy for teams to collaborate and reduce processing times. Also, digital files rarely get lost. Even if they get misfiled, they can be traced and transferred to the right folder easily. This ease of access makes workflows more efficient and improves overall productivity.

3. Enhances security and maintains the integrity Fears of hacking and data breaches keep some organizations from shifting to paperless workflows. But despite threats of cyberattacks, electronic documents are still more secure than printed ones.

Paper documents can get lost, stolen or destroyed without anyone noticing them

right away. They can be copied without the perpetrator leaving a trace. Some can even be altered inconspicuously.

These are nearly impossible to do with digitized documents.

Digital files can be encrypted to keep them secure. You can restrict access and sharing of files. You can also control who can copy or modify the documents.

Moreover, audit trails allow you to see who accessed your document, the exact time they accessed it and any possible changes made to the document.

How to Implement a Paperless Workplace A few years ago, an Adobe survey showed that 83% of professionals feel that their productivity at work is hampered by the outdated ways of document processing. The same survey showed that 61% would change jobs just to have less paperwork. While many workplaces have since then changed to adopt more digital environments, there are still organizations that have yet to fully implement a paperless workplace.

Essentially, the only thing you need to go paperless is to use digital forms and processes. But that’s easier said than done. So let’s go through some concrete steps you can take to implement a digital workflow management system.

1. Get everyone on board A paperless setup will only be successful if everyone’s on board. So your first step should be to ensure that everyone understands the importance of going paperless. Delineate the benefits of the new setup and conduct training so that all team members can adapt to the new workflow.

2. Convert and file documents electronically Once everyone’s on board, start shifting to paperless workflows by converting documents from paper to digital files.

Scan physical documents, and save them in the cloud or on-premises servers. Make each department responsible for its own files. Create a unified organization system in a central repository.

You can utilize document management

software for more organized filing, storage and access.

3. Go paper-free for internal communications Ditch passing papers from one department to another. Go paperless by using electronic internal communications.

Use Slack, Microsoft Teams, Asana, or other platforms for communication, project management and collaboration.

4. Digitize paper-based processes Optimize the use of electronic forms by automating business processes. Use approval workflow software and other tools for digital workflows. Train your teams to maximize the benefits of automation tools. Go beyond internal transformation by introducing digital forms and electronic signature services to your clients.

5. Streamline workflows using digital tools Remove bottlenecks in your document lifecycle by streamlining your workflows using digital tools. Use a workflow management system to enhance collaboration, facilitate document processing and improve operational efficiency.

The Move to Digital Workflows The future of work is driven by process automation and digital workflows. To drive your business forward, you must transform your workplace to adapt to the changing business landscape. Now is the best time to shift to a paperless workplace with streamlined processes.

Implement a document management system and a workflow management system that improve your operational efficiency and maximize your overall productivity. O

CHINTAN JAIN is the Director of Product Marketing at Kissflow, a unified platform that enables organizations to manage all types of work in one place. Jain is a skilled marketing practitioner who writes extensively on topics like workplace technologies, work management and the digital workplace. He also actively contributes to various business and technology platforms.

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By Richard Huff

ASSESSING INTERACTIVE

PERSONALIZED VIDEO The benefits and challenges of this alternative customer communications channel

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iven the current laser focus on the customer experience (CX), organizations want to make a customer’s interactions with them as seamless as possible.

There is no doubt that most financial

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and medical communications baffle many customers. CX is driving the need to communicate and educate customers about complex topics, such as defined contributions or healthcare benefits, with alternatives to bulky mailings containing pages of fine print.

Enter an alternative customer communications channel: interactive personalized video (IPV). IPV enables organizations to leverage customer data to create customized content that presents customers with applicable content, suggests a course of action and transmits

SUBSCRIBE FOR FREE!

the customers’ responses back to corporate administration systems.

Because IPV solutions build personalized videos on demand when the customer views the content, the solutions grab the most recent account data and provide an immediate opportunity to take action, such as updating an address or beneficiary, without delay. The customer does not need to set a reminder, make a note to call later or find the contact information on a bill.

The Give and Take of IPV Using IPV to deliver highly personalized information supported by both graphical and visual education tools ensures the customer can get questions answered within the video instead of contacting a broker or customer service agent.

At the same time, the organization is able to “listen” to the customer. First, the success rate of a call to action indicates the interest of the customer base in the service being offered. Second, the amount of time a customer spends watching portions of the video communication provides insight into how well the video communicates a message.

These feedback mechanisms enable an organization to quickly make changes to the video to increase the response and/or reduce confusion.

What a Successful IPV Campaign Requires The delivery of customer communications using IPV requires a large majority of the customer base to have access to high-speed internet. The nearly ubiquitous use of smart phones and the high percentage of households with broadband access provide the ideal infrastructure for IPV. The COVID-19 pandemic changed the location from which many people work, requiring a remote workforce to upgrade internet access to the home.

Videos can be viewed on computers, tablets or phones without requiring the organization to select the device ahead of time.

In addition to reliable infrastructure, organizations must have robust customer data. More than any other customer communications, IPV leverages customer preferences, customer data and a customer’s relationship across the entire organization to present a seamless experience. The video contains relevant content, displays data-driven graphics and collects input specific to a customer’s account. Without a 360-degree view of the customer, the video could prove to be irrelevant to the customer and cause confusion.

A successful IPV campaign also requires a variety of graphical and video content to effectively communicate with a broad range of customers.

Organizations need to develop significant digital assets to support the call to action or educational goals of the video. Additionally, new content is required for new campaigns, as repeatedly showing the same graphics in the next campaign will quickly get repetitive and customers will lose interest and not respond.

Most importantly, for an IPV campaign to be successful, there has to be interest from customers. As the digital generation matures to adulthood and, thus, a larger percentage of consumers are comfortable with digital technologies, these new customers want faster, seamless interactions with the organizations with which they choose to do business. Technology enables customers to be more mobile — switching providers for actual or perceived poor service. Organizations that fail to keep up with the technological demands of younger customers will be left behind.

The IPV Vendor Landscape A wide range of vendors worldwide offer IPV solutions, all of which are cloud-based. Despite the fact that the infrastructure has only developed over the past few years, some IPV solutions have been available for over a decade.

The vendor market includes a mix of

technology providers all of which utilize a cloud-based delivery platform.

The more established vendors offer standalone solutions focused on delivering high-quality video to millions of customers. The solutions include design tools for creating video templates, data integration tools and a dashboard or analytics engine for monitoring the success of the customer interaction.

A number of cloud-based CCM vendors provide IPV as part of a suite of hosted managed services (HMS). HMS solutions encompass data extraction, document composition, document archives and management dashboards.

As a result, IPV is a natural fit since the solution already holds the corporate data, delivery preferences and a status tracking dashboard.

Offering a Broader CX While IPV provides an appealing alternative to print and digital mail, a video-based customer communications channel faces a few challenges. Few organizations have the right mix of content creation and IT resources available to build data-driven videos for customer consumption. Organizations will need to rely on their vendor’s professional services to help create and maintain projects.

However, IPV offers several benefits. It provides high rates of customer engagement with over 80% watching the entire video and over 50% responding to a call to action. The channel also provides unique opportunities for customer education with business process tutorials tailored to the customer. While the technology requires more acceptance, the benefits for the overall customer experience make IPV worth watching. O

RICHARD HUFF is senior analyst at Madison Advisors, an independent analyst and market research firm that addresses the needs of the electronic and print customer communications management marketplace.

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I

t’s impossible to read a business or IT-related publication these days and not read about “digital transformation.” It’s EVERYWHERE, but what does it really mean? After all, any digital technology can be “digitally transforming.”

Digital transformation is a broad, catch-all phrase. Depending on the context, it can mean anything from Internet of Things data collection on assembly lines to improve a manufacturing process to moving to a cloud-based infrastructure to the basics of digitizing paper (a digital transformation method that readers of this magazine are familiar with!).

However, there are a few key technologies the underpin nearly all digital transformation initiatives. We can group them under another umbrella term: intelligent automation.

BY MARTY PAVLIK

5FOR RULES DIGITAL TRANSFORMATION Understand these points BEFORE you embark on your journey 24

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What Is Intelligent Automation?

This could be an article itself, so let’s keep this brief. Like digital transformation, definitions for “intelligent automation” vary; though most involve an element of artificial intelligence (that’s where the “intelligent” part comes in).

Here’s how Doculabs defines it: the use of artificial intelligence embedded in technologies such as process mining, smart workflows, RPA, IDP and NLP. Let’s go one final step down the definition rabbit hole and define these five technologies:  Process mining — discover and monitor processes by mining activity data  Robotics process automation (RPA) — automate repetitive tasks across multiple platforms  Intelligent document processing (IDP) — extract data from printed or written text within documents (paper or born digital)  Natural language processing (NLP) — understand meaning from human language (video and audio)  Smart workflows — the orchestration of activities to complete a process Of course, each of these technologies can be focused on independently, but when used in combination, the

SUBSCRIBE FOR FREE! opportunities to digitally transform your business explode.

Enough preamble, here are five essential points to understand BEFORE you embark on any digital transformation journey.

1

Capture Is Critical The ability to remove paper from workflows has been the starting point to digital transformation for 30 years — and counting. Obviously, paper and digital don’t mix.

The beginning point for many digital transformation efforts needs to begin with document ingestion. That means paper documents, of course, but also born-digital documents. Both need to be captured and processed for insertion into business workflows and/or for archival. The days of walking manilla folders from desk to desk as a workflow can (and should) be in the past for every business.

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Process Is Paramount Digitized documents are useless if they can’t be easily accessed by the employees who need to act on them (loans, invoices, contracts, etc.).

Putting content into context — the applications employees do their jobs in — is a key element of digital transformation. Smart workflows ensure documents are routed to the appropriate employee for action according to your business’ rules.

A key enabling technology here is process mining, an exciting, and still relatively new, capability that allows you to see how your business processes are actually performing based on your data.

Rather than the traditional methodology of identifying business processes through interviews, guesswork and whiteboards; process mining tools allow you to analyze activity data to see both where your process inefficiencies are today and how you can improve them tomorrow.

Cut Through the Marketing Lingo As I mentioned previously, you’ll find multiple definitions of “intelligent automation.” Not only are there multiple definitions, but there are

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also multiple, overlapping phrases to describe the same technologies: Intelligent capture.

Intelligent document capture. Intelligent automation.

Hyperautomation.

Digital transformation. Capture 2.0. Process automation. Intelligent process automation. Intelligent document automation.

Digital process automation.

I may have even missed a few.

Depending on the vendor or the analyst firm, the emphasis on capture or AI or process can vary.

As you look to digitally transform your business, it’s easy to get lost in all of this lingo. That brings us to point number four, don’t get distracted from your business goals.

The ability to remove paper from workflows has been the starting point to digital transformation for 30 years — and counting.

Obviously, paper and digital don’t mix.

4

Focus on Your Business Goals CEOs and board members are infamous for having SOS (shiny object syndrome). Don’t be distracted from your goals by the marketing lingo and the ever-evolving buzzwords. You should pay attention to new technologies to identify ways to improve your business processes, but, like RPA a few years ago and whatever the next new “hot” technology will be, there is no technology silver bullet.

Work outward towards the right technology to fix your business problem.

Don’t work inward from a technology and then try to identify how it can address your unique business challenges. Based on our experience, we find that identifying your process gaps (process mining is a tremendous help

here, read my article from last Fall, “Eliminate the Guessing Game: How can process mining benefit your organization?” to learn what process mining can do for you) can help you identify current weaknesses and opportunities for improvement.

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It’s Possible This seems obvious, but you can turn your paper-based organization into a digital powerhouse — especially if you keep the four previous pieces of advice in mind. Doculabs has successfully helped business’ digital transformation for decades through helping them identify opportunities for digitization using document capture to ECM in our first few decades to intelligent automation and process mining today.

Likewise, you can find successful case studies and examples in the pages of this magazine and at the DOCUMENT Strategy Forum annual event.

It’s not easy. And you never really stop. But you can do it.

You Never Stop Transforming One final thought, keep in mind that while transformation implies a beginning and an end, businesses are never fully finished with “digital transformation.”

Webster Dictionary defines transformation as “To change in character or condition.” That’s exactly what you want to do to your business.

However, intelligent automation tools will continue to improve. New categories of products to enable even better and faster digital transformation will emerge. If you remember that transformation is an ongoing act and you should never rest on your achievements, your competitors will never be able to get ahead of you. Never rest when it comes to using intelligent automation tools to save time and money while improving responsiveness to customers. O

MARTY PAVLIK (mpavlik@doculabs.com) is Executive Vice President for Doculabs (www. doculabs.com). He helps clients put in place complex digital business transformation initiatives involving leading technologies.

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WHAT THE ANALYSTS SAY… 2022 SPARK Matrix for Customer Communication Management by Quadrant Knowledge Solutions The Quadrant Knowledge Solutions SPARK Matrix™: Customer Communication Management includes a detailed analysis of global market dynamics, major trends, vendor landscape and competitive positioning. The study provides competitive analysis and ranking of the leading CCM vendors in the form of its SPARK Matrix.

It gives strategic information for users to evaluate different vendor capabilities, competitive differentiation, and market position.

Reprinted with permission from Quadrant Knowledge Solutions

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Madison Advisors Interactive Personalized Video Market Study Aspire’s The State of CCM-to-CXM Transformation Aspire recently completed its global CCM market update surveying over 750 enterprises from eight countries on three continents and featuring responses from a range of customer communications stakeholders across a spectrum of vital industries.

The findings reveal the market’s continued evolution toward digital communications driven by the need to increase customer experience and maximize operational excellence. Aspire’s study also provides insight and direction for businesses at every level of CCMto-CXM maturity while offering software and service providers pointers on how to best approach emerging trends in AI-based migration and content optimization, employee experience, insourcing/ outsourcing, cloud adoption, hosted managed services, accessibility, and more. For more information, sign up here. https://20070696.hs-sites. com/aspire-2022-marketupdate-research

Interactive personalized video (IPV) production and distribution, when connected to a broader customer communications/customer experience strategy, offers the opportunity to reach and engage a greater number of customers than traditional methods. Madison Advisors views IPV as the next stage in the evolution of customer communications and explores this emerging market in its newest study “Interactive Personalized Video: A Pathway to Deeper Customer Engagement.” The study evaluates five vendors that produce and distribute IPV, offering a scorecard that provides selection guidance on both the functional aspects and market vision for these solutions, and well as a review of IPV pricing models. https://madison-advisors.com/product/interactive-personalized-video-marketstudy-2022-january/

Capturing the Unicorn: What You Need to Know About Intelligent Automation

IDC’s MarketScape: Worldwide Cloud Customer Communications Management Applications 2022 Vendor Assessment

There are many moving parts for an intelligent automation strategy: artificial intelligence, intelligent capture, smart workflows, and intelligent capture.

Understanding the role each plays and how to implement them is essential for digital transformation efforts. What you will learn in this ebook (published as an open blog post): • What are the differences among the various intelligent automation technologies?

• How should I combine them?

• How should I role them out over the next few years and how should I manage and govern them?

Read the ebook today. https://blog.doculabs.com/ capturing-the-unicorn-whatyou-need-to-know-aboutintelligent-automation

The COVID-19 global pandemic had a major impact on the frequency, form, and channels that organizations used to communicate to their customers — the switch to digital was on. Historically, the role of customer communications management applications was to automate and reduce costs associated with printed (and eventually digital) documents. The pandemic increased the volume of technology-generated customer communications and shifted them from a predominantly operational output to conversational and persuasive interactions across customer service, sales, and marketing teams. IDC’s MarketScape: Worldwide Cloud Customer Communications Management Applications 2022 Vendor Assessment — Dynamic Delivery of Multichannel Personalized Experiences evaluates CCM vendors as they transition to deliver multichannel interactive customer experiences that break free of the boundaries of document-based communications. https://www.idc.com/getdoc.jsp? containerId=US48167722&pageType =PRINTFRIENDLY

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