How do we ensure that the tools, processes and technologies we adopt are efficient for both the company and the customer?
By Eric Riz
Unlock
By Avi Greenfield
How do we ensure that the tools, processes and technologies we adopt are efficient for both the company and the customer?
By Mia Papanicolaou and Liz Stephen
Gary Gregg
Organizations
Patrick Kehoe
Paul Abdool
Gilad David Maayan
By Bob Larrivee
Change management, a term that is bounced around by management and scares the hell out of the workforce. To many, change in management means people will lose their jobs, be moved to a different department, or even worse, must learn a new way of performing the tasks with which they are so familiar. In other words, they will have to move out of their comfort zone.
In the 40+ years I have been involved in office automation, I have seen many technologies evolve, emerge and enter the workforce. Entering the workforce is one of the most essential elements and yet also most overlooked, or mishandled.
As an example, I was called in to assist a company implementing document management and process automation solutions. The employees had not been involved with the project, as is true in many cases, and were responding in a negative way. The owner of this company decided to approach this by hanging a banner in the employee lounge stating, “If the employees won’t work, then the employees won’t work.” Of course, this was taken as a threat by the employees, which only inflamed the situation further.
While it may be understandable that the owner wanted his technology investment to succeed and reap the rewards for the company, if the workforce is unwilling to change, adopt the new ways of working and adapt through learning the new technologies and processes, implementing the solutions is doomed to fail from the start.
From the very beginning of an automation project, the project manager should gather a team representing IT, users, human resources, finance and information management and/or information governance. In some cases, like those companies
in heavily regulated segments, representation by legal counsel may be of advantage to ensure the changes made are not placing the company in jeopardy or regulatory violations.
Each member of this team has a role and responsibility to represent their area and provide input related to their practice areas. For example, if the proposed solution will displace employees, or require new skills employees can learn, human resources would be part of the effort to retrain or relocate those employees. Likewise, the representatives from the information governance segment would be there to advise on the requirements surrounding the way information is managed through its lifecycle.
The term change management can send shivers down the spine of the workforce, or it can bring with it a feeling of security and opportunity. The choice is up to management and the implementation team as to which direction it will take. In my experience, the greatest success comes with engaging the workforce and developing cross-functional teams to ensure the solution truly meets the needs of the organization, is in alignment with legal and regulatory requirements, and most importantly, is embraced by the workforce.
In my experience, it is best to round up the players from the beginning rather than having to go back and reimplement due to unforeseen issues and a reluctance for the workforce to use it. If you are going to try a pilot project, be sure that the pilot is focused on the actual work and processes used in the pilot group, else you have a demonstration of technology without a noticeable purpose.
In this issue of DOCUMENT STRATEGY, you will find articles and information presented by some of the industry’s foremost experts. Take time to read them and even reach out to the authors to increase your knowledge and extend your professional network.
president Chad Griepentrog
publisher Ken Waddell
managing editor Erin Eagan [ erin@rbpub.com ]
contributing editor
Amanda Armendariz
contributors
Paul Abdool
Avi Greenfield
Gary Gregg
John Harney
Patrick Kehoe
Gilad David Maayan
Mia Papanicolaou Eric Riz
Liz Stephen
advertising Ken Waddell [ ken.w@rbpub.com ]
608.235.2212
audience development manager Rachel Chapman [ rachel@rbpub.com ]
creative director Kelli Cooke
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 ©2024 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.
The articles in this magazine represent the views of the authors and not those of Madmen3 or DOCUMENT Strategy Media. Madmen3 and/or DOCUMENT Strategy Media expressly disclaim any liability for the products or services sold or otherwise endorsed by advertisers or authors included in this magazine.
SUBSCRIPTIONS: DOCUMENT Strategy Media is the essential publication for executives, directors, and managers involved in the core areas of Communications, Enterprise Content Management, and Information Management strategies. Free to qualified recipients; subscribe at documentmedia.com/subscribe.
REPRINTS: For high quality reprints, please contact Chad Griepentrog, 608-241-8777, chad.g@rbpub.com PO BOX 259098 Madison WI 53725-9098 p: 608-241-8777 f: 608-241-8666
/
DR. JOHN BATES, SER GROUP /
“AI COULD BE THE NEXT Y2K, LEADING TO AN INCREASE IN CONSTRAINTS AND RISK FIREWALLS SURROUNDING ITS USE BY 2025. WHY? ALLOWING AI TO MAKE DECISIONS WITHOUT PROPER GUARDRAILS IS A RECIPE FOR DISASTER.”
/ ATIF KHAN, MESSAGEPOINT /
“THIS IS A NEW BEGINNING IN OUR COLLECTIVE JOURNEY WITH AI, MARKED BY CONTINUOUS LEARNING, ADAPTATION AND INNOVATION.”
/ ERIC RIZ, EMARK CONSULTING /
A robust governance policy is not just a compliance requirement but a strategic asset that ensures the integrity, security and usability of your data.
/ ANDY YOUNG, TREELINE RESEARCH / / FORRESTER RESEARCH /
“According to a Forrester study, businesses that implement document automation technologies experience up to a 50% reduction in document processing time and improved productivity.”
“While printed mail will continue to be available for certain consumers and regulatory reasons, the race to achieve digital adoption rates exceeding 90% will define the customer communications landscape through the end of this decade.”
BY ERIC RIZ
Artificial Intelligence should serve as a tool that drives value, but not at the cost of privacy or regulatory integrity
As artificial intelligence (AI) continues to evolve and penetrate deeper into the business world, its impact on privacy and compliance has extended beyond personal data and into the realms of digital content, documents and corporate data. Companies across all industries are increasingly reliant on AI to automate workflows, improve decision-making and gain insights from unstructured data. This includes analyzing documents, email threads, multimedia content and other forms of digital information critical to business operations. While this shift brings operational efficiencies, it also raises complex issues surrounding the privacy, security and compliance of sensitive corporate and personal information.
Digital Content and Documents: The Data Advantage and the Privacy Dilemma Digital content — from corporate documents to shared multimedia files — is now a valuable asset for organizations looking to harness the power of AI. By analyzing this content, AI can uncover patterns in customer feedback, monitor team collaboration and detect risks or opportunities that would otherwise remain hidden. AI tools are used to classify documents, manage digital content, extract data and even enforce security policies across vast networks of information. For example, AI can automatically tag sensitive data in contracts or identify keywords that may suggest regulatory risk in internal communications.
However, with AI-driven analysis comes a new level of exposure. These documents and data repositories may contain proprietary information, confidential client data and sensitive employee details. The extraction and processing of this information by AI raise privacy concerns, as even inadvertent misuse can result in data breaches, compliance violations or intellectual property loss. AI’s ability to scan vast amounts of information in real-time poses a significant privacy dilemma: How do organizations protect sensitive content while still allowing AI to derive meaningful insights?
Organizations that leverage AI for document and content analysis face the unique challenge of maintaining transparency about how content is being used, stored and accessed. For example, a model analyzing employee communications to improve workplace efficiency might inadvertently capture private information unrelated to work. This highlights the need for clear policies and governance models to ensure that sensitive data is only used within explicitly defined, compliant parameters.
Corporate data, encompassing everything from financial information to strategic plans, is an essential foundation of business operations. AI has accelerated the ability to analyze this data, producing insights that inform decision-making, improve operational efficiency and enhance customer experiences. However, AI’s application in corporate data presents another challenge: how to keep up with the escalating privacy and compliance requirements as AI-driven analysis becomes more intricate.
AI’s reliance on massive datasets to optimize its performance often conflicts with data minimization requirements. Many compliance frameworks mandate that companies collect and retain only the data necessary for a specific purpose. Yet, AI models frequently benefit from larger, more diverse datasets that may extend beyond immediate use cases. This leads to a conflict: the drive to optimize AI through vast datasets versus the legal mandate to limit data collection and use. Balancing these goals is crucial for organizations aiming to leverage AI without sacrificing compliance or data security.
Additionally, AI is now used to generate synthetic data — anonymized data created from real datasets to maintain privacy. However, synthetic data’s security is not always foolproof, and with advanced techniques, some anonymized data can still be reidentified. This highlights an ongoing privacy risk: as AI capabilities advance, so does the potential for unauthorized access or exposure of sensitive corporate data, requiring continuous monitoring and adaptation of compliance practices.
With AI’s integration into document and content management systems (CMS), companies can automate file organization, tag documents and apply permissions at scale. Yet, CMS
platforms store large quantities of personal, proprietary and legally sensitive information, making compliance a significant concern. When AI is layered into these systems, it introduces further complexity: for instance, AI-driven analytics on CMS content may inadvertently violate data privacy regulations if not carefully monitored.
For example, a CMS might use AI to analyze employee interactions within documents, flagging potential compliance violations. While this capability is useful for maintaining regulatory standards, it also introduces new privacy challenges: employees may feel surveilled, and sensitive information could be processed beyond intended purposes. Compliance officers must therefore establish clear boundaries and ensure that AI models in CMS systems are designed with strict access controls and transparency measures, both to comply with regulations and to maintain user trust.
Privacy-enhancing technologies (PETs) are invaluable in helping organizations balance the use of AI with privacy and compliance requirements. These technologies — including differential privacy, homomorphic encryption, and secure multiparty computation — are designed to allow data analysis without compromising individual privacy. For instance, homomorphic encryption enables AI to perform computations on encrypted data, preserving privacy even as insights are extracted. Similarly, differential privacy techniques add “noise” to datasets, reducing the likelihood of reidentifying individuals from aggregate data.
Incorporating PETs into content and data analysis workflows can be especially effective for corporations handling vast amounts of personal and sensitive data. However, implementing PETs requires specialized
expertise and often comes with increased computational demands, making it challenging for smaller organizations or those new to advanced AI technology. Nevertheless, as regulatory pressure mounts, investment in PETs will likely become essential for companies aiming to maintain both AI-driven insights and robust privacy protections.
CCM providers should have a defined wall that makes it impossible for customer data to reach public AI models while also providing safeguards around the content being optimized.
In the AI-driven business landscape, compliance is not just a regulatory requirement; it is increasingly seen as a competitive advantage. Organizations that proactively address privacy and compliance within their AI initiatives can differentiate themselves by building user trust and demonstrating accountability. Companies that transparently communicate their AI data usage policies, deploy robust data protection measures and regularly audit their AI models for compliance
can foster a strong reputation as ethical and responsible entities. Furthermore, as data breaches and privacy scandals become more prevalent, customers and employees alike are more inclined to choose organizations that prioritize ethical AI practices. For instance, a company that rigorously protects customer data within its AI-driven CMS system — and is transparent about how that data is used — is likely to enjoy higher customer loyalty and employee satisfaction. Compliance in AI can, therefore, become a strategic asset that strengthens corporate brand value and builds long-term trust.
The Path Forward: Toward Ethical AI in Content, Documents and Corporate Data
To harness AI’s benefits without compromising on privacy and compliance, organizations must adopt a multi-faceted approach:
1. Governance and Policy Development:
Develop clear policies that define how AI can interact with content, documents, and corporate data. Establish a governance framework that sets boundaries on data usage, enforces access controls and implements rigorous audit trails.
2. Transparent Communication:
Communicate openly with stakeholders about AI’s role in handling sensitive information, including privacy policies and data protection measures. Transparency helps foster trust, particularly in environments where AI is used to analyze employee and customer data.
3. Regular Audits and Compliance
Checks: Ensure AI models undergo regular audits to confirm they meet compliance standards. AI-driven content and data systems should be periodically assessed for privacy risks and updated as new regulations emerge.
4. Investment in Privacy-Enhancing Technologies: Adopt PETs to bolster data privacy in AI applications, particularly in environments that handle sensitive corporate and personal information. PETs provide a foundational layer of security, allowing companies to harness AI’s power without compromising privacy.
5. Ethical AI Culture: Foster an organizational culture that prioritizes ethical AI use. Engage employees in discussions about AI ethics, ensure compliance officers are involved in AI initiatives and make ethical decision-making a core component of AI strategy.
Striking the Balance Between Innovation, Privacy and Compliance AI holds transformative potential for
enhancing the way companies manage digital content, documents and corporate data. However, this potential can only be realized if organizations navigate the privacy and compliance challenges that accompany AI’s rapid evolution. By establishing strong governance frameworks, embracing privacy-enhancing technologies, and committing to transparency, companies can balance innovation with the responsible management of sensitive information.
In the end, the path forward requires a careful balance. AI should serve as a tool that drives value, but not at the cost of privacy or regulatory integrity. As we move further into the AI-driven future, maintaining this equilibrium will be crucial to fostering trust, protecting data, and building a sustainable, ethical, and compliant AI
ecosystem for digital content, documents and corporate data.
An established leader focused on corporate efficiency, strategy and change, ERIC founded data analytics firm VERIFIED and Microsoft consulting firm eMark Consulting Ltd. Over a 20-year career in the Microsoft space, Eric has worked extensively in the areas of document and records management, web content management, portals, digital business and process analysis, analytics, metadata, and data management. His outlook on Blockchain, WEB3, governance, and change management is welcomed internationally as a keynote speaker and author, offering thought leadership on data strategies and solutions, and shifting corporate focus to the organization’s specific needs. Visit www.ericriz.com for more information on how to govern your data journey.
Unlock powerful data-driven insights that help optimize workflows, track performance metrics and offer a high level of personalization
By Avi Greenfield
It’s no secret that, despite the ongoing quest for digital transformation, many businesses are stuck in the old ways of using fillable PDFs and paper forms to capture information. The first thing that comes to mind for most of us when we think about capturing information from inbound communications is the scanning of physical documents. This approach isn’t just outdated and prone to
errors, it’s a major roadblock to efficiency and customer satisfaction. The finance industry offers a stark example of this, with an average of 60% of paper forms submitted containing errors, leading to a domino effect of delays and frustration. Clearly, the traditional data collection method is ripe for disruption.
Rethinking your inbound capture processes takes some thought when considering Total Experience
Management (TXM) — the act of creating a better experience for customers, employees, partners and users involved with a company. It requires adjusting from a customer communications management (CCM) mindset that focuses on the document to developing a strategy where three critical elements necessary to achieving TXM — the customer experience (CX), the employee experience (EX) and the user experience (UX) — can
work together to create a seamless, positive experience for all.
Collecting, processing and integrating incoming information — in physical or digital form — into an organization’s workflows plays a key role in business processes. Organizations are beginning to recognize the substantial benefits of coordinating efforts between their outbound and inbound document workflows to streamline the inbound document capture processes. However, collecting data from the plethora of information sources that inundate an enterprise daily (think emails, paper documents, faxes, web forms, mobile devices and other digital inputs) can take a toll on everyone involved in the journey.
For any business, data is one of the most valuable assets. Relying on manual processes to collect this data is not only time-consuming and labor-intensive, but manual processes can also make it challenging to gather and analyze data effectively. Hence, automating data collection processes allows businesses to unlock powerful data-driven insights that help optimize workflows, track performance metrics and offer a high level of personalization. The emergence of technologies like Optical Character Recognition (OCR), Intelligent Document Processing (IDP) and AI change the inbound capture landscape with the ability to extract and classify data with minimal human intervention while enhancing accuracy and speed. The shift from manual processes to automated inbound capture makes it possible for organizations to work more efficiently, accelerating their journey toward digital transformation.
Along with customers, employees, too, want fast, efficient and seamless business interactions. Automating inbound capture capabilities simplifies in-house processes, leading to quicker turnaround times and a
more user-friendly experience. It also reduces repetitive tasks and enhances productivity. Selecting an inbound capture system, such as intelligent forms for data collection, that offers a low code platform and integrates easily with other systems makes it possible for business users with minimal technical skills to create information data capture experiences, resulting in faster processing of loans, insurance claims or legal agreements for customers and other interactions that enhance CX. Employees can spend time on higher-value tasks rather than repetitive administrative work, which can lead to job dissatisfaction and burnout.
Personalization has been recognized for decades as crucial to a positive CX. Automating inbound capture plays a vital role in the ability to offer the hyper-personalization that customers now expect. Having the ability to recognize customer preferences, recent purchases or other relevant historical data makes it possible for companies to provide recommendations, pre-fill forms or address customer issues in a timely fashion.
Moreover, inbound capture data can drive predictive analytics and support proactive decision-making
by identifying patterns that help prevent issues before they arise, such as flagging customer frustrations and anticipating customer needs. According to a report by Deloitte, companies using predictive analytics to enhance customer service can increase operational efficiency by 25%. Having the ability to integrate inbound capture with technology like AI, raw data can be transformed into actionable insights. For example, a bank may use inbound capture to analyze data from a loan application experiencing bottlenecks, making it possible for the bank to connect with the prospect and offer guidance to the customer to provide a smoother CX.
Effectively capturing and integrating customer insights within your Total Experience Management strategy transforms operational workflows and fosters more impactful interactions. By automating data collection and processing, businesses can boost accuracy, shorten response times and deliver more personalized experiences. This smooth information flow enhances customer satisfaction and improves internal efficiencies, enabling organizations to respond swiftly to shifting demands. As customer and employee engagement evolves, a robust inbound capture strategy will be essential to providing a cohesive, responsive experience across all touchpoints.
AVI GREENFIELD, Vice President of Product Management for Customer Experience Management (CXM) at Quadient, has over 25 years of experience using technology solutions to build business value, with a focus on customer communications and content strategy and delivery. He leads Quadient’s portfolio vision and roadmap for CXM. He helps meet the needs of businesses for managing omnichannel communications to enhance customer engagement and improve experiences across key journeys.
How do we ensure that the tools, processes and technologies we adopt are efficient for both the company and the customer?
By Mia Papanicolaou and Liz Stephen
Arecent article on Chiefmartec asked an interesting question about automation in marketing: Is automation making things more efficient for the company or the customer? The example they gave is something we all know too well: Interactive Voice Response (IVR) systems. These systems are highly efficient for the company — routing calls and reducing the need for human interaction. But for the customer they’re often a source of frustration, with lengthy layers and menus that fail to address the customer’s problems. It’s an efficiency win for the business, but
a customer experience fail.
This is an important aspect to consider when implementing new technologies, particularly in the customer communications management (CCM) sector: How do we ensure that the tools, processes and technologies we adopt are efficient for both the company and the customer?
When we think about efficiency for companies, it’s often about cost reduction, streamlining processes or automating tasks. For example, automating document production, routing communications through multiple channels or using AI-driven tools to
create smarter communications are all ways companies boost operational efficiency.
But efficiency from the customer’s perspective is really about making their lives easier. Time saved is a major factor to consider. The less time a customer spends interacting with a company to get what they need, the better the experience. Customers don’t want to jump through hoops to pay a bill or understand a document. The company’s approach and tools should make it effortless and intuitive.
The real challenge is finding solutions that check both boxes — delivering efficiencies for the company while improving the customer’s experience.
In CCM, there’s often a focus on time saved for the company. Automating a billing process for example is a win for operational efficiency. However, if the customer still has to do the work to log into platforms, go through cumbersome payment processes, or deal with confusing messaging, the benefits of that technology are diminished.
A more balanced approach is to adopt the customer-centric philosophy of “Know Me, Help Me, Value Me” at the heart of every tool or system implementation. We need to focus on customer needs first and then use technology to both enhance operational efficiency and deliver a seamless experience for the end-user. Here are some examples of how this bifocal approach can work:
Personalization is one of the most powerful tools in CCM, making a customer feel known and valued. By using data whether it’s customer preferences, payment history or demographic information — companies can tailor communications that are relevant and helpful. Bank of America’s virtual assistant, Erica, is an excellent example of this. Erica provides personalized financial advice based on a user’s spending habits, adding value for the
customer while automating a complex process for the bank.
Imagine adding that functionality or personalization directly into regulated communications where customers get the information when they need it. How would that elevate the customer experience?
Delivering personalized content means companies can also reduce the time customers spend searching for what they need, answering their questions before they even ask them. When personalization works, it’s a win-win — fewer calls to customer service for the company, and quicker, more satisfying answers for the customer.
One of the key drivers of efficiency for both the company and the customer is convenience. In customer communications, this means offering simple ways for customers to interact, regardless of the channel they prefer. Whether it’s paying a bill directly from an email, accessing account information via a mobile app, or getting support through an intelligent chatbot, seamless access to services is very important from the customer perspective.
Take MyFitnessPal or Delta’s mobile app — these tools give users easy access to what they need, when they need it. Similarly, in CCM, digital-first documents that are easy to view and interact with on any device make a big difference. Customers want communication tools that are responsive, work well across multiple platforms and are available 24/7.
By providing easy access to communications and actions — like making a payment, signing a contract or resolving an issue — companies increase customer satisfaction while streamlining back-end operations.
We all know that time is a precious resource and that is true for both the company and the customer. Internationally we’ve seen companies using WhatsApp effectively — a secure
channel where in the case of insurance for example, an entire claims process can be managed within the same chat. That’s efficient on time for both companies and their customers.
Multi-channel integration plays a critical role in this. The ability to receive communications through a preferred channel — email, SMS, app notifications or physical mail — gives customers control over their experience, and if they can take an action from within the same channel, we’re providing a far more efficient customer experience. For companies, a well-integrated multi-channel system means communications can be sent automatically and tracked across every touchpoint, reducing manual intervention and potential errors.
Trust and security are fundamental to any customer relationship, particularly in industries like finance, healthcare and insurance where sensitive information is shared. While automation can enhance security through encryption and secure channels, it’s crucial that these technologies don’t become inconvenient for the end-user.
Customers want to know that their data is safe, but they don’t want to sacrifice ease of use for security. Password fatigue and the resulting friction of logging into a portal and searching for a document is not the ideal customer experience. Rather, think about providing a seamless (and secure) experience for customers to view their digital documents, rather than multiple login steps that require a lot more effort.
Finding the balance between efficiency for the company and efficiency for the customer means focusing on delivering value. It’s about choosing technology that works for both sides — streamlining operations and reducing costs for the company while enhancing the customer experience by saving time, providing personalization and offering convenience.
Companies need to start looking at technology from a holistic perspective rather than merely as internal operational or cost win. They need to ask themselves if the technology will enhance or hinder the customer experience, since ultimately, the customer experience is the biggest differentiator in a crowded market.
In CCM, this balance is especially important. Whether it’s document generation and presentment, payment processing or customer service, the tools adopted must elevate both operational efficiency and customer satisfaction. The ultimate goal? Creating seamless, personalized journeys that make customers feel known, valued and supported while ensuring companies can operate smoothly and profitably.
By focusing on the needs of both, we can ensure technology serves everyone better.
LIZ STEPHEN has a true passion for helping organizations identify their customers’ needs and consulting with them to satisfy those needs. She is an expert in Customer Communications Management (CCM) and helping clients utilize digital communications to meet their CX goals. As a true specialist in transactional communications, Liz has the ability to help companies make the needed microchanges now that will immediately impact the customer experience, all while putting the steps in place to make the longer-term step changes.
With more than 20 years’ experience in digital communications, MIA PAPANICALOU helps companies go paperless for transactional customer communications and works to improve those touchpoints through customized strategy and advisory services. She is a thought leader and as an expert in her field, shares her expertise through her consulting. Throughout her career, Mia has been an advocate for improving customer experiences through relevant, valuable and accessible communications. With a strong problem-solving mind-set, she is constantly looking for ways to improve critical customer communications. She is a regular speaker and blogger on digital customer communication, digital maturity and improving the customer experience.
BY GARY GREGG Rethink the document or risk falling behind
As we stand at the forefront of a rapidly changing digital landscape, customer communications management (CCM) is facing a critical inflection point. The way businesses communicate with their customers, especially through regulated documents like bills, statements and compliance notices, needs to evolve to meet growing consumer demands for personalized, accessible and intuitive digital experiences.
While the past few decades have witnessed significant advances in
technology, the core structure and delivery of documents, whether digital or print, have remained relatively unchanged. This traditional approach to regulated communications is increasingly misaligned with consumer expectations, especially as mobile-first and multi-device usage become more prominent. Let’s face it, PDFs are no longer fit for purpose. The time has come to rethink how we approach customer documents, focusing on the experience and usability across devices, and moving beyond the static document.
The traditional method of creating and distributing regulated documents has remained rooted in compliance-driven processes. For decades, documents have been primarily viewed as a means to meet regulatory obligations: ensuring accuracy, fulfilling legal requirements and being delivered on time. However, this approach overlooks a crucial element — the end user.
In today’s customer-centric landscape, consumers expect their interactions with businesses to be seamless, easy to navigate and meaningful. Documents that are full of jargon, poorly designed for mobile screens or lack actionable elements create friction. Consumers find themselves lost in a sea of text, unable to find the key information they need or act on it in real time. This failure to adapt to modern habits is increasingly detrimental to customer satisfaction and loyalty.
The fact remains: we can no longer treat documents as static artifacts in a world where digital engagement is dynamic and interactive. The modern customer doesn’t just receive a bill or statement; they want to engage with it, act on it and self-serve through it — all from whichever device they prefer, at their moment of need.
For too long, digital transformation in CCM has been defined as little more than converting paper documents into PDFs. But true transformation goes beyond mere digitization. It requires reimagining how we design and deliver content, ensuring that the experience is not only digital-first but also device-agnostic.
Documents of the future must adapt to the different screens and platforms consumers use — from mobile phones and tablets to desktops and even smart watches. This isn’t just about making a document viewable on a smaller screen.
It’s about crafting an experience that’s optimized for readability, navigation, and interaction, no matter the device.
For example, mobile users shouldn’t have to pinch, zoom, and scroll through large PDFs. Instead, they should be presented with responsive designs that format information intuitively for their screen size. On desktop, the same document might present additional interactive elements or dynamic charts that enhance the readability and engagement of the content. The challenge — and opportunity — is to create communications that feel seamless, personalized and actionable on any platform.
One of the biggest advantages of digital communications is the ability to embed interactivity and self-service options. Future CCM strategies must go beyond the one-dimensional presentation of information and embrace interactivity as a core principle, which includes using AI and ML technologies. When consumers receive a document, they don’t just want to read it — they want it to be relevant to them and easy for them to act.
Imagine a bill that not only informs the customer of their due payment but also provides links to make a payment directly. Or a statement that allows customers to sort through transactions, flag potential disputes or even contact customer support through a built-in AI chatbot that can really help customers. By embedding these capabilities into documents, businesses reduce friction, empower their customers and deliver a more valuable experience.
Moreover, using AI to create next best messaging around personalized cross-sell and up-sell opportunities can be embedded in the documents themselves, leveraging data to present relevant offers or discounts at precisely the right moment. This type of personalization can help drive engagement,
build loyalty and enhance the overall customer experience.
As we look to the future of CCM, we must shift our perspective from seeing documents as mere compliance obligations to viewing them as touchpoints in the broader customer journey. Every communication is an opportunity to engage, inform and empower the customer. It’s an opportunity to build loyalty, trust and satisfaction.
By focusing on digital-first, customer-centric design principles, businesses can transform the way they communicate with their customers. The future of CCM is not just about keeping up with regulatory requirements; it’s about elevating the customer experience at every touchpoint. Rethinking the document for a multi-device world is the next step in that journey.
The future of CCM lies in our ability to reimagine the document as more than just an artifact of compliance. It’s about creating dynamic, engaging and actionable communications that are tailored to the devices and preferences of modern consumers. By embracing this future view and prioritizing the customer experience, businesses can not only meet regulatory demands but also drive greater adoption, satisfaction and loyalty. The time to rethink the document is now.
GARY GREGG, Chief Product Officer (CPO) at OSG, brings over 26 years of expertise in the Customer Communications Management (CCM) industry. A leader with a passion for innovation, Gary has played a pivotal role in transforming OSG into a leader in Customer Experience Management (CXM). Passionate about blending print and digital strategies, he consistently delivers solutions that elevate customer engagement and streamline communication processes.
Document management teams have been dealing with the same change management issues for close to two decades. Changes to documents and customer communications are frequently required to accommodate regulatory changes, new promotional offers and product changes. Big or small, these changes are incredibly costly and time consuming to implement, hampering agility and efficiency of marketing and customer management teams.
The stories we hear from organizations in the market follow a familiar pattern: A print service provider required close to three months to accommodate client change requests. Despite managing just over one hundred distinct letters, when state and regulatory variations were applied, their team ended up with thousands of individual templates, all of which needed to be manually updated one by one.
A large mortgage servicer had to update their correspondence to accommodate a TTY number and spent over nine months updating thousands of letter templates.
A large health insurer spent more than six months correcting errors and inconsistencies in member materials. Siloed teams, disconnected systems and files scattered across various servers made it nearly impossible to trace and fix errors efficiently. Staff edited outdated versions, so even when they thought issues were resolved, new ones emerged, forcing them to carry out the process repeatedly.
These cautionary tales are all too common and are a direct result of using outdated technology to manage these communications and the inefficient processes those systems necessitate. Systems developed decades ago, when print was the sole channel, required
technical teams to update individual versions of communication and document templates to accommodate changes. Communication teams today are being asked to support an expanded number of communication channels and to move faster and more cost effectively than ever before. Meanwhile, regulators at both federal and state levels are adding new requirements that mandate not only what must be communicated and the specific regulatory language used, but also the formats and languages businesses must support.
To truly optimize processes, document professionals need to harness
AI. The question is: How can they do so effectively and securely?
Organizations need to modify change management processes to ensure updates are fast, consistent and compliant across all channels. This change requires organizations to view communications and content in a completely different way.
The most common barrier to effective change management is the document-centricity of many customer communications management (CCM) platforms and approaches. In this
paradigm, every communication has a unique template tied to a specific version of the piece. For example, the same letter with varied state level disclosures or other details will require a template for New York and one for Texas. This approach leads to a proliferation of templates — one for every communication variation — creating redundant work and resulting in a complex, unwieldy template library that’s difficult to manage and update.
To overcome this obstacle, organizations need to break free from traditional page-based thinking and embrace modular content management. This involves deconstructing documents and communications into individual content components — such as logos, offers, product descriptions and disclosures — that are managed separately from the presentation layer, making them shareable and reusable across different variations of a communication and channels. Consider a letter which has different state level disclosure requirements for New York, California, Florida and Texas. These letters would share a single template that contains a common layout and any common content across all variations of the letter. The letters for the state variations are dynamically driven by rules that identify where the recipient is located (in this case) and dynamically drives the generation of the right variation of that letter for that recipient using the correct state disclosure.
Managing content modularly enables a much more efficient approach to change management. Content components should be reusable across templates and channels. When this is in place, instead of implementing changes to documents one template at a time, teams only need to update a single shared content component, and the change will be instantly reflected in every document or communication where it’s in use.
Modular content management also makes it easier to establish consistency and compliance. A shared content component creates a single point of control that ensures approved language, disclosures and other sensitive content are uniform across all communications. Compliance teams need only review and approve a single piece of content rather than hundreds of documents, reducing the risk of human error and version-control issues.
Whether your organization today creates variations for different operating brands, state regulatory requirements or promotional offers, managing content in a modular way enables content curators to select the correct messaging and deploy it across multiple touchpoints and channels effortlessly, so teams can remain compliant without overwhelming resources.
Lastly, because content is managed separately from the channel where it’s presented, it becomes possible to repurpose content developed for one channel for another. This makes it much easier to drive digital transformation to offer customers more channel options without having to develop an entirely new library of communications for each channel.
While adopting modular content management is a significant step forward, it’s not sufficient on its own to meet modern change management demands. To truly optimize processes, document professionals need to harness AI. The question is: How can they do so effectively and securely?
The ease with which standalone AI tools like ChatGPT or Google’s Gemini can be accessed might make them seem like a logical starting point, but they come with significant downsides and risks. First, these tools are disconnected from the systems used to manage communications, forcing users to spend time manually copying and pasting content, a hassle that can quickly negate
any efficiency gains. Second, there’s a substantial security concern. Having teams input proprietary information or worse, sensitive customer data, into public AI models risks data breaches and unintended exposure, potentially leading to compliance violations and damaging data leaks.
CCM providers
should have a defined wall that makes it impossible for customer data to reach public AI models while also providing safeguards around the content being optimized.
Some modern CCM platforms are integrating AI directly into their systems, allowing document teams to leverage AI capabilities within the same secure environment where they manage their communications. This approach can offer significant benefits, enabling users to apply AI consistently across the entire communications library rather than just for isolated use cases. AI can reveal where duplicate or highly similar content exists, facilitate consolidation and identify inconsistencies in branding that can be rectified. It also supports content optimization by detecting hard-to-understand language or content that strikes the wrong tone. Furthermore, AI can rewrite content to address these issues or develop channel-specific renditions that match
the style and tone appropriate for short-form digital communications.
However, it’s critical to closely evaluate how AI is implemented within CCM systems. Does the company provide pre-packaged prompts that deliver high-quality results consistently or do they leave the burden of guiding the AI to the user? The latter can be time-consuming and ineffective, especially if your team lacks AI expertise and is unfamiliar with prompt engineering.
Does the AI integration preserve content formatting and variable data? Given how complex formatting can be and the prevalence of variable content, reapplying these elements can quickly erode any time saved using AI. Lastly, control and governance are vital. How does the solution ensure customer data can’t make its way into public data models? Does the CCM provider have safeguards in place to ensure that corporate information isn’t being used to train models? CCM providers should have a defined wall that makes it impossible for customer data to reach public AI models while also providing safeguards around the content being optimized.
Embracing modular content management and thoughtfully navigating AI integration is no longer optional — it is essential for managing change and transforming old methods into a competitive advantage. Those who recognize the need for change and adapt swiftly will lead the way in delivering exceptional customer experiences, while those who hesitate risk falling irreparably behind.
PATRICK KEHOE drives product strategy in collaboration with the product development team at Messagepoint, a provider of customer communications management software. Kehoe brings to the company more than 25 years of experience delivering business solutions for document processing, customer communications and content management. For more information on Messagepoint, visit www.messagepoint.com.
By Paul Abdool
Software product development firms like IBM, Microsoft and niche players throughout the world have been around since last century. Software was sold and paid for based on a perpetual model: pay for the license, pay for support and maintenance. This model was based on known and safe hardware revenue models that management understood. A disk or dongle was physically delivered to the customer and activated with a code. The acquisition risk was on the buyer, with large upfront milestone-based costs (50-100% of the total price) and maintenance costs, typically about 15-20% paid upfront as well. This was
an accepted practice and called for enterprise sales skills, a great ROI story and enterprise go-to-market (GTM) sales strategies… and sometimes a leap of faith by the buyer.
With the prevalence and popularity of the internet, cloud and supercomputers, software as a service (SaaS) became a new way to “acquire” software in the late 90s. Companies like Salesforce and Concur built major organizations on the SaaS model. The acquisition risk had now shifted into a more balanced state between buyer and seller. Firms did not have to own software, they could “rent” software for periods of time to measure the impact of it on their business, without major,
or less, upfront investments. The ability to move to a competitive solution was a little easier, and it was easier to “try before you buy” with a variety of levels: freemium, starter to professional.
This risk shift changed GTM strategies, and the marketing and sales team skills associated with them. Revenue teams had to evolve from just acquiring new logos to a retention of revenue strategy that included expansion — cross selling and upselling.
Buying decisions went from a dependency on a big capital budget and a great ROI story to a solid operating budget based on business impacts measured in months not years. Contracts were adjusted to reflect this.
Sales reps were not just paid on the bookings, but the usage of the software. New positions evolved like Customer Success, to reduce customer churn and to ensure net retention rates (NRR) for company valuations.
The Traditional Sales funnel — vertical — evolved to a bowtie — horizontal (Origin: 2009 – Martin Collins, Shearwaterblog, Bowtie). The concept was simple, the Initial-Purchase Stage (left side of bow tie): primary revenue (i.e. airline ticket) turned the classic funnel counterclockwise, with the bottom of the funnel pointed to the right. It feeds a “new funnel” that mirrors the traditional funnel creating the shape of the bowtie. On the right side of the bowtie, the Post-Purchase Stage: additional revenue (i.e. seat upgrade, baggage fees) can increase the overall revenue from the initial purchase on the left side according to Collins.
The next evolution from Subscription that tips the bowtie in the favor of the buyer is the Consumption Model (i.e. pay for only what you use), where the monetization strategy centers on delivering impact and positions the seller at risk (Winning by Design: winningbydesign. com) while empowering the buyer.
Is your GTM strategy and team ready for this shift?
PAUL ABDOOL is a 3-time VP Sales / CRO & Partnerships go-to-market strategist known for his thought-provoking articles and speaking engagements. Connect with Paul on LinkedIn.
By Gilad David Maayan
Enterprise content management (ECM) is a strategic approach to managing an organization’s information, supporting processes for creating, capturing, delivering and archiving content. It integrates multiple technologies and strategies to manage the lifecycle of information, from inception to disposal. The goal is to ensure that content is accessible, manageable and stored in compliance with regulatory requirements. ECM systems facilitate data handling, enhance collaboration and improve productivity by organizing unstructured information systematically.
ECM encompasses functionalities like document management, records management, digital asset management and workflow automation. These capabilities enable businesses to consolidate information from various sources, ensuring a holistic view of enterprise data. By leveraging ECM,
organizations can reduce operational costs associated with manual processes and minimize risks related to data breaches and non-compliance.
What Is IT Documentation?
IT documentation refers to written resources that provide information about IT systems, software and processes. This documentation serves as a blueprint for system setup, operation, maintenance and troubleshooting. It includes manuals, configuration guides, process descriptions and user instructions, ensuring that technical information is accessible and understandable. Proper IT documentation is critical for maintaining system integrity, facilitating onboarding and enabling knowledge transfer among IT teams.
IT documentation supports incident resolution and system upgrades, reducing downtime and improving service delivery. By maintaining thorough and up-to-date documentation,
organizations ensure business continuity and facilitate compliance with industry standards and regulations. Additionally, IT documentation functions as a tool in project management, providing a basis for planning and decision-making.
ECM vs. IT Documentation: Differences and Similarities
Let’s compare ECM to IT documentation:
Purpose: ECM focuses on managing enterprise-wide unstructured data to improve business workflows and compliance, whereas IT documentation is primarily intended to support IT systems’ operation, maintenance and troubleshooting.
Scope: ECM spans various content types, including documents, records and digital assets and integrates them into organizational processes. IT documentation is more technical and specific, addressing system configurations, protocols and technical instructions.
Users: ECM targets a broader audience, including employees, managers and external stakeholders. IT documentation is tailored for IT teams, developers and technical personnel.
Processes: ECM involves processes like document lifecycle management, archiving and workflow automation. IT documentation emphasizes system documentation, incident response guides and upgrade procedures.
Tools and Standards: ECM employs platforms like content repositories and workflow systems with metadata and taxonomy features. IT documentation relies on specialized tools such as wikis, configuration management databases (CMDBs) and API documentation platforms.
1. Structure and Organization
Structured and organized documentation ensures that users can quickly find
and utilize the information they need. In ECM, mimicking this approach means categorizing content logically and creating an intuitive navigation system. By employing a clear structure, ECM can enhance user experience and workflow efficiency. IT documentation often relies on standard templates and uniform heading levels to maintain consistency, which ECM practitioners can adapt for content classification.
Defined organizational systems minimize search time, reduce errors and enhance decision-making. Wellorganized content allows users to locate and retrieve information with ease. Additionally, applying metadata and taxonomy practices inspired by IT documentation can improve content discoverability.
IT documentation often includes strict version control and change management processes to ensure currency and reliability. ECM can take a cue from these practices by implementing rigorous version tracking mechanisms and clear change logs. This prevents misinformation and maintains content integrity, particularly when updates and revisions occur frequently. Ensuring version control mitigates risks associated with outdated documents.
Change management involves structured processes for handling revisions,
approvals and archiving historical data. By adopting disciplined procedures from IT documentation, ECM can manage content updates more effectively. This approach reduces confusion over multiple document versions and enhances transparency, ensuring that users have access to the most recent and relevant information.
Accessibility and permissions are critical in IT documentation to ensure that users can access necessary information without exposing sensitive data. ECM can benefit from adopting similar user management models, ensuring that the right users have access to the right content. This involves establishing robust permission protocols that regulate content visibility, thereby protecting confidential information and complying with data privacy laws.
User-centric design principles ensure that navigating ECM systems is intuitive, minimizing barriers to entry. ECM practitioners can take a page from IT documentation by prioritizing user experience, making systems more approachable and easy to use. Additionally, regular audits can be carried out to ensure permissions are correctly assigned, aligning with the organization’s changing needs and policies.
Clarity and conciseness in language are hallmarks of effective IT documentation, rendering complex technical details into understandable formats. ECM practitioners can adopt this principle, using clear language and standardized terms to ensure content comprehensibility. Consistent terminology helps in reducing errors and miscommunications, providing a uniform understanding of content across the organization.
Standardization also facilitates interoperability and integration of IT systems. By leveraging standardized formats and guidelines, ECM systems can improve content interoperability and streamline internal communications. Establishing a common language and
framework for documenting and disseminating information ensures that diverse teams can collaborate effectively.
Continuous updates ensure that IT documentation remains relevant and accurate, which is a practice that ECM should emulate. Regular content reviews and updates prevent information obsolescence and enhance trust among users. Scheduled maintenance and audits help identify outdated content, ensuring that only valuable and current information is retained.
Adopting a proactive approach to content maintenance fosters a culture of continuous improvement and learning. ECM practitioners can analyze user feedback and performance metrics to inform updates, ensuring alignment with organizational needs.
Establish a Content
Establishing a content governance framework involves defining policies, roles and responsibilities for content management within an organization. Inspired by IT documentation, ECM practitioners can develop governance structures that ensure content consistency and compliance. A clear governance model clarifies accountability and facilitates alignment with organizational goals, improving content quality and security.
A governance framework supports systematic content review and approval processes, enabling efficient change management. By setting consistent standards and guidelines, organizations can streamline content creation and publication. This approach reduces redundancies and conflicts, ensuring cohesive documentation practices across departments.
Automating document management minimizes manual processes, enhancing efficiency and reducing the likelihood of human error. Inspired by IT documentation systems, ECM can leverage automation for document creation,
retrieval and archiving. Automation tools enable rapid processing and reduce time spent on repetitive tasks, freeing up resources for strategic activities.
Document automation tools also support compliance and audit trails by ensuring traceability. ECM practitioners can benefit from automated workflows that handle permissions, version tracking and notification processes. By incorporating automation into document management strategies, organizations can improve accuracy, accessibility and responsiveness.
Regular audits ensure that documentation remains accurate and relevant, identifying gaps or inconsistencies in content. ECM can adopt similar practices, implementing systematic review processes to ensure content validity. Audits can highlight areas for improvement, prompting updates that align with current business practices and regulatory requirements.
Continuous refinement drives quality and relevance by incorporating user feedback and emerging industry trends. Document reviews can also streamline content volume, ensuring only pertinent and up-to-date information is retained. ECM practitioners should schedule consistent review cycles, refining documentation to reflect organizational changes and technological advances.
Collaboration across departments is essential for comprehensive and cohesive IT documentation. ECM can draw on this collaborative spirit, fostering an environment where different teams contribute to content creation and maintenance. Cross-department collaboration enhances content accuracy and breadth by incorporating diverse perspectives and expertise.
Effective collaboration also breaks down silos, promoting a unified culture and communication flow. By enabling joint content development and review practices, ECM systems can harness collective intelligence, enriching organizational knowledge. Encouraging
collaboration ensures content reflects diverse insights and supports more informed decision-making across the enterprise.
User training is crucial in IT fields to ensure that staff can effectively utilize documentation and systems. ECM benefits similarly by investing in robust training programs to enhance user proficiency. Knowledgeable users are more likely to leverage ECM tools effectively.
Providing ongoing support and resources ensures that users remain confident and competent in their interactions with ECM systems. Regular training sessions, workshops and accessible user guides can significantly enhance adoption rates and user satisfaction. By prioritizing user education, organizations can unlock the full potential of their ECM systems.
Enterprise content management (ECM) and IT documentation share key practices that can be mutually beneficial. By adopting IT documentation principles such as structured content, version control and standardization, ECM practitioners can enhance content management efficiency and reliability. Best practices drawn from IT, including automation, collaboration and continuous updates, can transform ECM into a more dynamic and adaptable system. These strategies facilitate better decision-making, improved compliance and increased user engagement. By learning from IT documentation practices, organizations can streamline their ECM processes, ensuring that content remains relevant and actionable. Incorporating these insights will enable businesses to capitalize on their knowledge assets.
is a technology writer who has worked with over 150 technology companies including SAP, Imperva, Samsung NEXT, NetApp and Check Point, producing technical and thought leadership content that elucidates technical solutions for developers and IT leadership. Today he heads Agile SEO, the leading marketing agency in the technology industry.
BY JOHN HARNEY
AI will not be merely a revolution, it will be a re-creation of reality and a national cultural phenomenon
To think about AI in terms of previous multiplicative measurements of data growth and tech capability like Moore’s Law is delimiting. Incremental improvements don’t produce breakthroughs. Moore observed that the number of transistors on a microchip doubles every two years, thus doubling computing power, improving storage capacity while halving
cost. Transistors now have shrunk to atomic size, so the physical limitations of wafer size require further atomization, upsetting the power/ storage/cost ratios predicted by Moore. At atomic scale, only quantum computers operating according to laws of quantum mechanics can relatively manage the transistors’ operations and do so with some uncertainty, phenomenon inherent in quantum mechanics.
At present, all the world’s data can be stored on a diamond wafer about 2”x 2” in size (Chris Mellor, Storing 25 Exabytes on a Two-Inch Kenzan Diamond Wafer, Blocks and Files, May 3, 2022). Because LLMs require so much data to train and validate, Gen AI-generated data is predicted to grow by 36.5% CAGR through 2030 (Grand View Research). With the unprecedented data captured increasingly by IoT, unimaginable amounts of data on the order of 26.4% CAGR will be created by 2029 (Zippia). This does not account for the increasing amounts of video data from surveillance, satellite and traffic monitoring. Add to those amounts data in company legacy systems and you are looking at amounts that are immeasurable.
How do these trends affect intelligent information management, which is largely comprised of document, content and process management? AI will be a re-creation of reality and a national cultural phenomenon the likes of which we have not seen since the advent of the Internet. However, AI will far surpass the implications of even the Net. There will be no aspect of reality it will not change.
Its Orwellian downside will be at least this: it will be increasingly difficult to distinguish between reality and unreality. Evidence of this already exists with deep fakes, misinformation and disinformation on social media. Its upside, though, will be a radical widespread automation of many operations in every vertical market. What’s more, when you can access news, weather, books, entertainment, health care, etc. via your ear buds, phone and wearables, imagine how TV, radio, weather services, publishing, education, work, healthcare and more will be disrupted or outmoded.
Discussing the specifics of changes in all these areas is beyond the scope of this discussion, but as an example, consider healthcare.
The Healthcare Problem Medical data doubles every 73 days (concultqd.clevelandclinic.org). Increasingly, wearables that monitor vital signs, blood sugar, blood pressure,
etc. are contributing to this total — from 2017 with 11 exabytes per month to 2020 with 77 exabytes (Statista). Stored in an electronic health record (EHR), it becomes a dynamic digital twin of a patient’s health condition over time. A digital twin in this case is virtual replica that captures and reflects a patient’s behavior and dynamic health condition. As volume increases, big data analytics increases its value. Indicating illness and correlating intervention with outcomes is the great value of this volume. Some advanced health care systems are getting as many as 70 data streams from remote patient monitoring (RPM) integrated with IoT (Telehelath.HHS.gov). This bodes a paradigm shift in healthcare from a patient/provider relationship to a consumer/device one.
The patient changes behavior — say, exercising more, taking medicine as prescribed — according to what the wearable tells — say, steps a patient takes per day to time they look medication last. This, however, is a relatively simple data analytics solution.
As the authors of the new book, Gigatrends (Thomas Koulopoulos, Nathaniel Palmer, Gigatrends, Post Hill Press, New York, 2024) propose in this section, when that solution is augmented with predictive analytics patients, and more so doctors, can predict the intervention required to prevent a bad outcome — say, weight gain and coronary problems.
In the US, the sickest 5% of the population accounts for 50% of healthcare spending. That percentage skews dramatically towards the elderly. One indicator is telling about population. One in three seniors report falling each year. According to the CDC, the medical cost of fall injuries in this set amounts to an amazing $50,000,000,000 yearly.
Using machine vision, AI and predictive analytics at home, seniors can prevent falls, radically cutting the annual cost of falls — the fastest-growing segment of Medicare.
Think about what one application like Zoom did to improve convenience
of doctor’s visits. Now imagine the megatrend that is happening from in-hospital care to self- and homebased care, as well as from episodic to preventive healthcare. In the future, hospitals will also outsource most services save ER and big-machine services like radiology-related ones. The cost of genomic testing is also dropping to $100 in the next decade. This factor will permit hyper-personalized healthcare right from birth that predicts treatments from likely illnesses determined by a person’s genetic make-up.
The authors propose an imaginative solution for managing continuity and correlation of health care they call Digital Healthcare Advocates. These AI devices autonomously manage continuity of a patient’s healthcare information across all devices like EHRs and data repositories; coordinated care across PCPs, specialists, hospitals, insurers, pharmacies, etc.; predict problems; and monitor and reinforce patients’ behaviors to comply with treatments. In the US, the cost of noncompliance with medical treatments alone is estimated as high $290 billion annually in more doctor’s visits, hospitalizations and treatments. The cost of ER visits in 2017 was $76.3 billion (census.gov), and hospitals had to write off $42 billion in 2022 in unpaid for ER care (aha.org). With digital advocates, patients would interact with them as AI software solutions. Such an inventive solution would advance a national cultural phenomenon that would improve service and cut costs for all concerned.
A wholesale overhaul of the US healthcare system is a daunting venture. However, facts bear out its necessity. By 2040, the authors cite federal government spending on healthcare is estimated to total 40% of US GDP; by 2060 it’s predicted to be 60%. This is unsustainable.
Increasing peoples’ quantity of life is a costly undertaking with diminishing value over time. Increasing their quality of life makes for a healthier, happier, more productive population that, rather
than being a burden on, contributes longer to the economy.
AI radically simplifies reality for medical personnel — doctors interact with EHRs, patients with wearables and digital advocates. This cuts their time with tech rather than addicts them to it.
A year ago at a trade show, document/content/KM vendors were chasing the low-fruit AI use case of customer service, especially in contact centers. AI quickly pulls up the right answer to a customer query when the CSR prompts the LLM populated with relevant data, thus expediting customer service.
How much of a leap would it be to impound patients’ healthcare data augmented with similar patients’ data in an LLM (as in the CSR’s LLM) so it functions as a digital advocate (the patient would prompt the LLM like the CSR). Patients might even prompt the advocate from an interactive wearable and access information about the patient’s condition like diabetes, independent of the doctor, and treat themselves. Fewer doctor interventions cut patient costs and reduce doctor burnout, a serious problem. More problems like falls, high blood pressure and sedentariness in the elderly could be patient-monitored and managed and radically reduce the cost to the government. AI creates new ways of thinking that open up new solutions. Measureless data and improving Gen AI is what IIM has now. Why can’t visionary vendors explore the uncertainty inherent in a quantum computing world we live in now with hope for a better future and achieve what seems impossible now but the closer they get to it becomes all but certain?
JOHN HARNEY is President of SaaSWatch, a journalistic and consulting service focused on how software-as-a-service improves technology implementations and business value. He’s a 40-tear veteran in IIM and is especially interested in vertical markets like Energy, Transportation, Healthcare, Education and Fintech that improve the greening of the planet. He can be reached at harneyj65@ gmail.com or 240.877.5019.
Discover the right Customer Communication Management (CCM) or Customer Experience Management (CXM) solution tailored to your business needs. Whether you’re enhancing customer interactions or streamlining communication workflows, we’re here to help you explore innovative options to elevate your strategy
Azuba delivers advanced CCM and CXM solutions, blending cutting-edge technology with decades of expertise. Since 1986, Azuba has powered billions of error-free transactions, reaching 260 million Americans in 86 languages. By addressing complex stakeholder journeys across multiple distribution channels like mail, email, portals, mobile apps, chatbots, SMS, and social platforms, Azuba ensures timely, relevant, impactful communication. With highly compliant, personalized capabilities, Azuba bridges the gap between CCM and CXM. Trusted by leaders in healthcare, financial services, and other regulated industries, Azuba delivers secure, innovative solutions that elevate customer experiences and simplify even the most complex customer journeys.
to show you.
JourneyConnect enables personalized, customer-centric design that not only drives digital adoption but also enhances engagement and reduces costs. This multichannel suite helps deliver a better customer experience by meeting clients where they are and providing timely, relevant, and impactful interactions. For companies seeking a seamless, adaptable communication strategy, OSG JourneyConnect is the clear choice. https://osgconnect.com | info@osgconnect.com |
Kick off the new year by upgrading the customer experience you deliver with the help of Quadient Inspire, a modern AI-powered customer experience management (CXM) software portfolio. Inspire provides personalized, consistent, omnichannel customer communications, ensuring delivery of frictionless customer experiences at every touchpoint. Deployment options include private cloud, hybrid, SaaS, on-premise, or as a hosted managed service. Cheers to a prosperous and more efficient new year!
Quadient.com
Center of Excellence 2.0
Aspire CCS recently completed a new global research project exploring modern Center of Excellence (CoE) models that support the shift from Customer Communications Management to Customer Experience Management (CCM to CXM). This study was conducted to help IT and Operations executives managing communications from a central hub and it includes a detailed examination of what we call the “Center of Excellence 2.0” and an explanation of its relevance to the banking, financial services, and insurance industries. If you’re interested in accessing practical recommendations for establishing and managing a CoE 2.0 that can drive innovation in your organization’s customer communications, then scan the QR code to check out the series of CoE resources.
You already know that journey mapping is a crucial customer experience (CX) tactic for harmonizing your CX vision with your brand. But do you know how to create a journey map that can act as a springboard for CX transformation — and customer loyalty? Download the e-book to learn how you can create agile journey maps that pinpoint CX opportunities and increase customer satisfaction — with practical advice you can use to ramp up quickly.
Without consistent execution and operational standards, end-to-end management of customer experience (CX) across the enterprise is almost impossible. Additionally, CX increasingly relies on technology, leading IT to become more involved in strategy and governance. As an application leader supporting CX, this research can help you become an informed, active and invaluable contributor to a successful CX steering committee. It will help you to connect IT’s governance strengths to the goals of CX governance and, ultimately, it will help you to create a meaningful customer experience.
