Enterprise Content Management: What I Have ... - Project Consult

AIIM WHITE PAPER Delivering the priorities and opinions of AIIM’s 193,000 community

Enterprise Content Management: What I Have ~ What I Need

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WHITE PAPER


Delivering the priorities and opinions of AIIM’s 193,000 community

About the White Paper

As the non-profit association dedicated to nurturing, growing and supporting the user and supplier communities of ECM (Enterprise Content Management) and Social Business Systems, AIIM is proud to provide this research at no charge. In this way the entire community can take full advantage of the education, thought-leadership and direction provided by our work. Our objective is to present the “wisdom of the crowds” based on our 196,000-strong community. We are happy to extend free use of the materials in this report to end-user companies and to independent consultants, but not to suppliers of ECM systems, products and services, other than Konica Minolta and partners. Any use of this material must carry the attribution – “© AIIM 2016 www.aiim.org / © Konica Minolta 2016 http://kmbs.konicaminolta.us/“ Rather than redistributing a copy of this report to your colleagues, we would prefer that you direct them to www.aiim.org/ research for a free download of their own. Our ability to deliver such high-quality research is made possible by the financial support of our underwriting sponsor, without whom we would have to return to a paid subscription model. For that, we hope you will join us in thanking our underwriter for this support:

Konica Minolta Business Solutions, U.S.A., Inc. 100 Williams Drive Ramsey, NJ 07446 Tel: 1-800-966-5738 http://kmbs.konicaminolta.us/

Process used and survey demographics

The survey results quoted in this report are taken from a survey carried out in May of 2016, with 171 responses from individual members of the AIIM community surveyed using a web-based tool. Invitations to take the survey were sent via email to a selection of AIIM’s 196,000 registered individuals. 54% of the respondents are from North America and 30% from the Europe, Middle East, Africa, and Russia region group, covering a representative spread of various industry sectors.

About AIIM

AIIM has been an advocate and supporter of information professionals for nearly 70 years. The association mission is to ensure that information professionals understand the current and future challenges of managing information assets in an era of social, mobile, cloud and big data. AIIM builds on a strong heritage of research and member service. Today, AIIM is a global, non-profit organization that provides independent research, education, and certification programs to information professionals. AIIM represents the entire information management community: practitioners, technology suppliers, integrators, and consultants. AIIM runs a series of training programs, which can be found at http://www.aiim.org/Training.

About the authors Bob Larrivee is Vice President and Chief Analyst of Market Intelligence at AIIM. An internationally recognized subject matter expert and thought leader with over thirty years of experience in the fields of information and process management, Bob is an avid techie with a focus on process improvement, and the application of advanced technologies to enhance and automate business operations. Thomas LaMonte is an AIIM Market Intelligence Researcher well versed and credentialed in the fields of ECM, ERM, and BPM with a heightened focus on solving the operational problems of today’s businesses. © 2016

© 2016

AIIM 1100 Wayne Avenue, Suite 1100 Silver Spring, MD 20910 1-301-587-8202 www.aiim.org

Konica Minolta Business Solutions, U.S.A., Inc. 100 Williams Drive Ramsey, NJ 07446 1-800-966-5738 http://kmbs.konicaminolta.us/

© AIIM 2016 www.aiim.org / ©Konica Minolta 2016 www.konicaminolta.com

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WHITE PAPER Delivering the priorities and opinions of AIIM’s 193,000 community


Table of Contents About the White Paper.......................................................................... 1 Process used and survey demographics.......................................................................1 About AIIM.......................................................................................................................1 About the authors...........................................................................................................1

Introduction.............................................................................................. 3 Key Findings.....................................................................................................................3

Baseline – Perceptions........................................................................... 4 Operations – What I Have..................................................................... 7 Future – What I Need............................................................................. 9 Spend.......................................................................................................... 11 Conclusion and Recommendations..................................................... 12 Appendix 1: Survey Demographics ................................................... 13 UNDERWRITTEN BY.............................................................................. 16 About Konica Minolta.....................................................................................................16 AIIM...................................................................................................................................16


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Introduction

Information management is boldly on the horizon for most organizations. Scope for system acquisitions, future plans, and governance strategies is seemingly boundless. It appears that everyone from C-level thought leaders to end users are dreaming up enterprise content management possibilities. The question shifts to one of how best to solve longstanding ailments in the enterprise with good information governance? Notably, many organizations have a sense of where they want to go in the enterprise content management space. This includes a fairly clear understanding of their existing resources and the toolkits they have to get them there. But in many cases, there is a need to identify what tools are missing, to define all the essential systems they have yet to acquire, and ultimately discern what is necessary to meet their business goals. In order to determine which enterprise content management component(s) an organization requires to be successful – whether it be a technology, methodology, or human resource – begins with taking stock of what they have already. For instance, as we will see, there exists a spectrum of ECM related activities such as capture maturity, inbound handling, workflow, or shareability of data. These activities integrate with organizational processes, and orient themselves to various positions throughout the process. While some organizations are standouts in their implementation of Business Process Management (BPM) and automated workflows, others struggle to tear away the paper legacy. Some organizations realize it’s not the hardware or software inventories alone that must be accounted for, but also the culture of their workforce, employee resistance or acceptance to change, their conductivity to new initiatives, and overall staff expectations for enterprise content management and how it affects their role and workplace. When the current realities of our businesses are understood, and the insight to that understanding is heeded, then future reflections can best lead us to the right course of action. What we think will solve the problems, becomes what is known to solve them; it is the knowing of what is needed and the identification of what is missing that determines success. In this report, we will identify where organizations are positioned in relation to what they have, and what they perceive they should have in regard to ECM technologies. Extending this thought, we will assess what organizations need regarding ECM to address pain points and the benefits attained when those needs are met, and finally, speculate on the spending forecasts for the immediate future and provide recommendations on how best to proceed.

Key Findings

Baseline ~ Perceptions

n Sixty-two percent of respondents report requiring paper for document signatures, and 46% prioritize paper for important things. 23% are piled high with paper and paper processes. n When sharing beyond the firewall, email is the go-to file share resource for the majority of respondents. 60% share via an intranet/extranet, 45% use FTP sites, and 48% rely on paper. n Asked to assess capture maturity in their organizations, 33% of respondents report scanning as image only, majorly for archive. Data capture to the process is practiced by 23%, and 25% collect OCR text for routing or indexing. n Improved searchability/shareability is the leading data capture driver for 44% of respondents. Improved process productivity (42%), anytime, anywhere content access (40%), and faster response time (38%) follow as secondary drivers. n Eighty-five percent of respondents believe all businesses should have an eSignature mechanism. For 82%, paper is believed to be a significant impediment to remote access. Operations ~ What I Have n One-third of organizations report only performing ad hoc scanning. 9% scan “at-the-door” via a digital mailroom. n Basic workflow capability is present in 28% of responding organizations, however 16% of respondents have workflow capability, but don’t use it. 13% have neither ECM/DM or workflow. n Change management is the greatest challenge to content and process management for 50% of respondents. Integrating with other systems is the main problem for 48%. Future ~ What I Need n According to 29% of respondents, improved searchability/shareability is the top short term goal for data capture. Enabling content analytics is the most reported long term goal at 30%.


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n Scan for archive after process is the most desired functionality for dealing with inbound content for 80%. For 38% of respondents, digital mailroom is not yet on the scope. n Forty-five percent of respondents hope to achieve basic workflow within 6 months to 2 years. Full workflow is the objective for 68% within 6 months to 5 years. Benefits n Better monitoring provided the biggest expected value granted by content and process management for 75% of respondents. 73% cite their biggest expected value as adaptability to regulatory change, and increased productivity (71%). n Improved and timely access to information is the leading success metric for 41% of respondents. Reduced process cycle times (27%) and general benefit to operation (24%) are strong indicators for success. Spend n BPM, business analytics, ECM/DM, and E-forms are on course for investment in nearly 50% of responding organizations. Desktop scanners and outsourced IT dip in spend for 18% and 16% respectively. n Thirty-six percent of respondents plan to expand existing systems, and 8% will buy within 6 months. 27% of respondents have no purchase plans. n Half of all responding organizations will expand their content management solution through their current ECM provider. 18% will purchase through a third party, and 13% will replace with a new provider. n Thirty-three percent trend towards single provider for centralized accountability/SLA. Solutions Aggregator attracts 19% by offering the “best solution(s) for my needs.”

Baseline – Perceptions

Today, the resting heartbeat of most organizations remains to be paper dependent. When AIIM asked about respondent’s typical work environment, 62% reported that their workplace is still paper bound for document signatures, and 46% confessed to prioritizing paper for “important things.” Though the numbers trend higher than anyone would hope, this should not be seen as an absolute setback for efforts to liberate the enterprise from a paper legacy. Rather, less than 25% of respondents report being entirely inundated by paper and paper processes, a decisive improvement upon years past. Also, paper provides quite the enterprise public enemy to rally against, and is a powerful motivator to ignite a push for a new ECM platform, or excite the tending of smoldering efforts. (Figure 1) Figure 1: Which of the following best describes your office or typical offices in your organization? (N=146) 0%

10% 20% 30% 40% 50% 60% 70% 80%

Contracts, orders, booking forms, etc., are signed on paper We regularly scan documents, but mostly for archive Most of our important stuff is referenced and filed as paper Faxes and PDF invoices are printed out before processing Our MFPs are used more for copying than scanning Piled high with paper and paper processes We run a clear-desk, mostly paper-free office We have a digital mailroom, so mail is delivered pre-scanned


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We regularly scan documents, but mostly for archive

WHITE PAPER Most of our important stuff is referenced andEnterprise Content Management: filed as paper


What I Have ~ What I Need

Faxes and PDF invoices are printed out before processing Our MFPs are used more for copying than scanning

Leaders in creating digitaland workplace represent 23% of respondents who report running a mostly Piled high withapaper paper processes paper-free office. In addition, the digital mailroom ideal is deployed by 10% of respondents. When paper is driven out of the enterprise, opportunity for heightened capture, retention, and manipulation We run a clear-desk, mostly paper-free officeworkflows. All of these are worthy benefits to build of data is possible, as well as more advanced towards, though currently, only a minority among the community enjoys their value. We have a digital mailroom, so mail is delivered pre-scanned As with the world’s nations, enterprises cannot be islands onto themselves in the globalized world. Today’s businesses must be more transparent and inclusive to better work with partners, customers, and all entities beyond the corporate firewall. Unsurprisingly, email is the number one file sharing choice for the majority of respondents. This is most likely due to email ubiquity among all enterprises, lower cost, and lower technological weight as opposed to other collaborative options. However, email is a far cry from the most efficient, usable, and productive option for sharing. (Figure 2) Figure 2: What methods are used within your organization to share files outside of your corporate network? (N=147)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Email Web/portal access to internal resources (i.e. Intranet/Extranet) Paper FTP Sites Removable storage devices (i.e., USB, CD/DVD) Third-party cloud-based sharing applicaons (e.g., file sync and share apps) Personal note applicaons (e.g., OneNote) Not sure

The next most commonly used sharing method is the reliance on an intranet/extranet, represented by 60% of respondents. FTP sites follow this at 45%, and 48% rely on paper to share content assets with those external to the organization. Just as with the prevalence of paper, collaboration is held back by legacy technology that is unwieldy for sharing, and preferred ECM solutions have not been readily 0% 5% 10% 15% 20% 25% 30% 35% adopted. Moving on to capture capabilities, the typical picture is scan as image only, majorly to archive (33%), Scanand documents as image for archive scan practiced byonly, itselfprimarily (32%). Twenty-three percent of respondents describe configurations practicing capture to process. In the capture to process model, critical information is injected directly Use scanners for office tasks, but not as a coordinated into process flows. Capture process is the most desired set-up, but an organization must build its input to to process or archive operation around capture to process to reap total benefits. Several supplemental technologies for Scan documentsand andcontent forms, and capture (OCR) automation management aretext recommended to utilize capture to process to its fullest for roung or indexing potential such as electronic forms and eSignatures. For these reasons more basic capture methods are Scanmore documents, invoices and/or forms, commonly seen. (Figure 3) and capture data to the process Scan documents and forms and route the flat image through the process Electronic forms with eSignatures are used to capture informaon into a line of business applicaon Only scan things occasionally Capture content to the process and use adapve/intelligent process workflows © AIIM 2016 www.aiim.org / ©Konica Minolta 2016 www.konicaminolta.com

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(i.e. Intranet/Extranet) Third-party cloud-based sharing applicaons (e.g., file sync andPaper share apps)

Personal note applicaons FTP (e.g., OneNote) Sites WHITE PAPER Enterprise Content Management:

What I Have ~ What I Need

Not sure Removable storage USB, CD/DVD) Delivering the priorities and opinions of AIIM’sdevices 193,000(i.e., community Third-party cloud-based sharing applicaons (e.g., file sync and share apps) Personal note applicaons (e.g., OneNote)

Figure 3: How would youNot describe sure the level of capture maturity in your business unit? (N=144) 0%

5%

10%

15%

20%

25%

30%

35%

Scan documents as image only, primarily for archive Use scanners for office tasks, but not as a coordinated input to process or archive 0%text 5% 10% 15% 20% 25% 30% 35% Scan documents and forms, and capture (OCR) for roung or indexing Scan documents, invoices and/or forms, and capture Scan documents as image only, primarily for archive data to the process Use scanners office tasks, notand as aroute coordinated Scan for documents andbut forms the flat image input to process or archive through the process ScanElectronic documents and with forms, and capture forms eSignatures are(OCR) usedtext to capture roung or indexing informaon into for a line of business applicaon Scan documents, invoices and/or forms, and capture Only scan occasionally data to things the process Scan documents and forms and routetothe imageand use Capture content theflat process through the process adapve/intelligent process workflows Electronic forms with eSignatures are used to capture informaon into a line of business applicaon Turning our attention to drivers for scanning and data capture, 44% of respondents cite searchability and shareability of Only information as top motivators for acquiring capture solutions. Improved process productivity scan things occasionally follows as a close second by 42% of respondents, and close behind, anywhere/anytime content access is to the process andhope use to gain an edge for remote work and collaboration. Additionally, citedCapture by 40%,content possibly by those who adapve/intelligent process workflows 32% of respondents seek faster response times both for traditional customers and customers internally.

Knowing the general distribution of ECM infrastructure reported in earlier figures, these results are fitting, 0% in the 5% typical 10% organization 15% 20% currently. 25% 30% For35% 40% with 45% the 50% and match up well to fulfil the deficiencies present example, majority of organizations still reliant on paper, it is unsurprising that better search and share would be highest searchability/shareability of on the wishImproved lists urging enterprise improvement. business documents (Figure 4) Figure 4: What would you say are the three biggest drivers for scanning and data Improved process producvity capture in your organization? (N=142) Enabling anyme, anywhere content access 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Faster response to customers/cizens/staff Improved searchability/shareability of business documents Records security and compliance Improved process producvity Reduced physical storage space Enabling anyme, anywhere content access Business connuity Faster response to customers/cizens/staff Improved collaboraon Records security and compliance Reduced postage/transportaon and document Reduced physical storage spacelogiscs Enabling content analycs/big data Business connuity Sustainability/environmental iniaves Improved collaboraon Building move or facility raonalizaon Reduced postage/transportaon and document logiscs Enabling content analycs/big data Sustainability/environmental iniaves Building move or facility raonalizaon


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Operations – What I Have

It is vital in any prospective ECM project to first review existing technology, governance policies, and staff opinions before moving forward. There is a great deal of value and insight to be gained by appropriating old technology for a new purpose, or redirecting enterprise resources and labor in a more efficient way to solve business problems. Organizations must leverage their unique assets to most effectively conduct enterprise operations. Moreover, they should reflect on their ECM histories to find the gaps within their systems and develop strategies to discover what products, reversals, or directives are still needed to progress their ECM goals. Asking respondents to assess what they have currently, we look at key junctures in the enterprise to learn more about the characteristics of an average ECM deployment in today’s organizations. Interestingly, in the following chart, we see that chaotic ad hoc scanning is the default method for handling inbound documents and forms for 33% of respondents. Under the ad hoc model, individual employees scan documents without a shared consistency or aligning to any agreed corporate policies. In this way, scanning becomes a free-for-all for business critical documents and files. Moving on, 25% scan at internal points within the process, which is the recommended best practice for data capture. However, this is said with the caveat that scan points are guided by consistent, agreed upon information governance policies. In sum, most organizations possess a scanner for inbound capture, while more advanced capture methods lag behind. (Figure 5) Figure 5: Which of the following best describes how you mostly deal with inbound documents and forms in your business unit (in-house or outsourced)? (N=142) Scan “at-the-door” or at point-ofentry with a digital mailroom, 9% Scan for archive aer the process, 11%

Dedicated scan in advance of the process, 3% We only do ad hoc scanning, 33%

Distributed mulchannel capture across electronic and paper, 19% Scan at internal points within the process, 25%

Putting the spotlight on existing Business Process Management capabilities and workflow for paper-free processes, 28% of respondents say they are only using basic workflows within their ECM/DM/Sharepoint systems. Sixteen percent have workflow capability but neglect to use it, and 11% deploy an ECM or DM system but have no workflow. Only 6% have full workflow capability as part of their ECM solution, revealing a vast lack of wellFull implemented BPM/workflow currently in the enterprise. workflow/BPM Don’t know, 4% as part of our ECM

The greatest disappointment lies with6%the 16% of responding organizations who have access to BPM, but system, don’t use it despite its availability. Dedicated image Workflow when integrated with a mature data capture system can take capture system, great control over content assets, and manipulate information to best serve business needs and achieve Use basic workflows with substantial ROI. Moreworkflow, thansome likely, installations proved within our 7% the initial learning curve and required technology ECM/DM/SharePoint challenging, and this trend of moderate to low workflow capability may point to a need for more accessible system, 28% and seamless technology. Dedicated (Figure 6) workflow/BPM system across mul ple processes, 8%

© AIIM 2016 www.aiim.org / ©Konica Minolta 2016 www.konicaminolta.com Basic image

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Distributed mulWHITE PAPER channel capture

Dedicated scan in advance of the process, 3%

Scan “at-the-door” or at point-ofentry with a digital mailroom, 9%


across electronic and paper, 19% Delivering the priorities and opinions of AIIM’s 193,000 community Scan for archive

aer the process, 11%

We only do ad hoc scanning, 33%

Scan at internal points within the process, 25%

Figure 6: How would you describe the level of workflow/BPM capability that you have for paper-free processes? (N=143) Full workflow/BPM as part ofDistributed our ECM mulsystem, 6% capture channel Dedicated image across electronic capture system, and paper, 19% with some workflow, 7%

Don’t know, 4%

Use basic workflows within our Scan at internal points within the ECM/DM/SharePoint system, 28% process, 25%

Dedicated workflow/BPM system across mul ple processes, 8%

Basic image capture system with no workflow, 8%

Full workflow/BPM as part of our ECM system, 6% Dedicated image ECM/DM, but no capture system, workflow with some capability, 11% workflow, 7%

Don’t know, 4% ECM/DM/SharePoint system with workflow capability, but we don’t use it, 16%

Use basic workflows within our ECM/DM/SharePoint system, 28%

No ECM/DM system, Dedicated workflow/BPM or workflow, 13% system across mul ple ECM processes, 8% Along with previously implemented technologies, drafted IG policies, and other established

precedents in the enterprise concerning ECM, all organizations also have pain points. When asked about 5% 10% 15% 20%regarding 25% 30% 35% 40% 45% 50% 55%their 60% greatest challenge the perceived problems existing0% in their enterprise ECM, half describe as change management. In truth,Basic howimage many organizations would say the same? Extending past ECM capture system Re-orien ng staff/change management suites, scanning hardware, orwith BPM integration, no workflow, 8% what most organizations mutually possess when it comes to ECM is a strong resistance to change among end users, especially upper management. Most often Integra on with other systems resistance to change derails well considered ECM projects, and causes many ECM initiatives toECM/DM/SharePoint never system with workflow ECM/DM, but no make Defining it off the launchpad. the processes clearly capability, but we

workflow

don’t use it, 16% 11% In addition, 48%with of respondents struggling to integrate ECM deployments with other systems. Educa ng/persuading staff to comply classifica on express capability, and compliance ECM is most effective when linked to capture, data repositories, and critical workflows in the enterprise. No ECM/DM Challenges whenthe integrating can cripple the potential of ECM systems, andsystem, therefore, finding a solution Convincing management – making business case or workflow, 13% to this difficulty must be addressed. (Figure 7) Convincing legal/compliance/finance that paper-free is OK difficulties you perceive exist in your organization, related to content and Figure 7: What are the main process management? (N=140) Dealing with excep ons/workflow flexibility

Speed of uptake and acceptance

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60%

Re-orien ng staff/change management We had very few problems Integra on with other systems Defining the processes clearly

0%classifica on 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Educa ng/persuading staff to comply with and compliance management – making the business case Enabling Convincing any me, anywhere content access

Business con nuity Convincing legal/compliance/finance that paper-free is OK Records security and compliance Dealing with excep ons/workflow flexibility Improved process produc vity Speed of uptake and acceptance Enabling content analy cs/big data We had very few problems Faster response to customers/ci zens/staff Sustainability/environmental ini a ves


Reduced postage/transporta on and document logis cs

0%

8

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

capture system with no workflow, 8%

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ECM/DM/SharePoint system with workflow capability, but we don’t use it, 16%


ECM/DM, but no workflow capability, 11%


No ECM/DM system, or workflow, 13%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60%

Re-orien ng staff/change management Future – What I Need

Integra on other systems currently have in the ECM space well defined, we draw our With an overview of whatwith organizations attention towards the future, and what organizations perceive they need to overcome obstacles and Defining the processes clearly improve their existing ECM deployments. To do this we look at specific contact points within ECM Educa ng/persuading staff find to comply classifica on believe they need to get ahead. functionality and whatwith organizations and compliance When asked to detail whatthe the important Convincing management – making business case goals are for scanning and data capture in the enterprise,

searchability and shareability of inbound/outbound business content leads as the top short term goal

Convincing paper-free is OK for legal/compliance/finance 29% of respondents.that Furthermore, enabling content analytics is found to be the premier long

term goal forwith 30% of respondents. Delving into the large data stores available to most organizations Dealing excep ons/workflow flexibility can provide insight to more efficiently operate our businesses, say by mining Human Resource data Speed of uptake and acceptance to make smarter hires, or monitoring workflows to streamline the automation of critical processes. Altogether, these results suggest that many organizations wish to take more control over their data We had very few problems and refine value from its insight. (Figure 8) Figure 8: Please identify the most important goals for scanning and data capture in your organization: (N=121)

0%

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Enabling any me, anywhere content access Business con nuity Records security and compliance Improved process produc vity Enabling content analy cs/big data Faster response to customers/ci zens/staff Sustainability/environmental ini a ves Reduced postage/transporta on and document logis cs Improved searchability/shareability of business documents Reduced physical storage space Building move or facility ra onaliza on Improved collabora on

not yet on our scope

2-5 years

1-2 years

6-12 months

within 6 months

AIIM findings reveal that the most important goal for dealing with inbound content is to scan for archive after process, as collectively reported by 80% of respondents. Expectedly, digital mailroom is not on the scope for 38%, most likely seen as too lofty a goal to seriously consider. Harkening back to our earlier assessment of how organizations typically deal with inbound documents, ad hoc scanning was the primary method, and the desire for a more structured routine is perhaps backlash to the shortcomings of the ad hoc model. (Figure 9)


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Figure 9: Please identify the most important goals for dealing with inbound content in your organization: (N=119) 0% 10% 20% 30% 40% 50% 60% 70% 80% 80% 100%

Distributed mul-channel capture across electronic and paper Scan “at-the-door” or at point-of-entry with a digital mailroom Dedicated scan in advance of the process Scan at internal points within the process Scan for archive aer the process 0% 10% 20% 30% 40% 50% 60% 70% 80% 80% 100%

We only do ad hoc scanning Distributed mul-channel capture across not yet on our scope 1-2 years 6 – 12 months within 6 months electronic and paper2-5 years Scan “at-the-door” or at point-of-entry with a digital mailroom Advanced workflow capability is universally perceived to be a desirable end state for most Dedicated scan in advance percent of the process organizations. Forty-five of respondents hope to achieve basic workflow within 6 months to two years, while full workflow is the objective for 68% within 6 months to five years. Workflow 0% reduced 10% 20%labor 30%costs 40%to50% 60% 70% 80% 90% 100% Scan at internal points within offers countless benefits to the the process enterprise from higher accuracy, but requires integration with existing systems for the fullest effect. Scan for archive aer the process ECM/DM, noclose-up workflow capability Panning out frombut this view, better monitoring (75%), adaptability to regulatory change (73%), and increased productivity (71%) are topno picks by our respondents for expected overall benefits onlycapture do ad hoc scanning BasicWe image system with from content and process management. Without a doubt, content management tools such as BPM workflow and workflow remain strong drivers for organizations their content management notwill yet on our scope 2-5with years 1-2 years to expand 6 – 12 months within 6 months Dedicated image capture system, functionalities going forward. (Figure 10) some workflow ECM/DM/SharePoint system with Figure 10.capability, Please identify the mostuse important goals for content management functionality in your workflow but we don’t it organization: (N=119) Use basic workflows within our ECM/DM/SharePoint system 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Full workflow/BPM as part of our ECM system ECM/DM, workflow/BPM but no workflowsystem capability Dedicated across mulple processes Basic image capture system with no workflow Don't Know Dedicated image capture system, with some2-5 workflow not yet on our scope years 1-2 years 6 – 12 months within 6 months already have ECM/DM/SharePoint system with workflow capability, but we don’t use it Use basic workflows within our 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ECM/DM/SharePoint system Full workflow/BPM as part of ourscanners ECM Portable system MFP’s Dedicated workflow/BPM system across Desktop scanners mulple processes Table-top producon scanners Don't Know Floor-standing mailroom scanners Mailroom scanners with envelope not yet on our scope 2-5 yearsopening 1-2 years 6 – 12 months within 6 months already have OCR/ICR applicaons Capture systems/servers Workflow/BPM 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Invoice automaon, AP/AR Portable scanners IT Outsourcing © AIIM 2016 www.aiim.org / ©Konica Minolta 2016 www.konicaminolta.com MFP’s BPO Outsourcing Desktop scanners

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ECM/DM, but no workflow capability

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

BasicECM/DM, image capture no but no system workflowwith capability workflow Enterprise Content Management: Basic image capturesystem, system with with no Dedicated image capture workflow What I Have ~ What I Need some workflow Delivering the priorities and opinions of AIIM’simage 193,000 community Dedicated capture system, with ECM/DM/SharePoint system with some workflow workflow capability, but we don’t use it ECM/DM/SharePoint system with Use basic workflows within workflow capability, but we don’tour use it ECM/DM/SharePoint Use basic workflows system within our ECM/DM/SharePoint system Full workflow/BPM as part of our ECM system Full workflow/BPM as part of our ECM system Dedicated workflow/BPM system across BPM, Dedicated business workflow/BPM analytics, ECM/DM, and electronic forms are all on course for investment in nearly 50% of mulple processes system across all responding organizations. Conversely, mulple processesdesktop scanners and outsourced IT dip in spend this year over last for 18% and 16% respectively. There appears an earnest commitment to liberating our offices from Don't Know Don't Know advanced capture, and automation has spurned uptake of ECM, paper, and the need for digital workflows, notand yet supporting on our scope 2-5 years(Figure 1-2 years 6 – 12 months within 6 months already have BPM technologies. 11)

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Spend

not yet on our scope

2-5 years

1-2 years

6 – 12 months

within 6 months

already have

Figure 11: How do you think your organization’s spending on the following products and applications in the next 12 months will compare with what was actually spent in the last 12 months? (N=113) 0%0% 10% 60% 70% 70% 80% 80%90% 90%100% 100% 10%20% 20% 30% 30% 40% 40% 50% 50% 60%

Portable scanners Portable scanners MFP’s MFP’s Desktop scanners Desktop scanners Table-top producon scanners Table-top producon scanners Floor-standing mailroom scanners Floor-standing mailroom scanners Mailroom scanners with envelope opening Mailroom scanners with envelope opening OCR/ICR applicaons OCR/ICR applicaons Capture systems/servers Capture systems/servers Workflow/BPM Invoice Workflow/BPM automaon, AP/AR Invoice automaon, AP/AR IT Outsourcing ITBPO Outsourcing Outsourcing MobileBPO image capture apps Outsourcing Electronic forms/data capture apps forapps mobile Mobile image capture Business Analycs Electronic forms/data capture apps for mobile EnterpriseBusiness Content Management Analycs Document Management Enterprise Content Management We don't spend anything on this Document Management

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About the same

Less

We don't spend anything on this is toMore AboutECM the same Less percent of The ECM acquisition plan for 36% of respondents expand existing systems. Eight responding organizations are ready to buy within 6 months. In addition, 22% of respondents are still investigating options, and 27% have no purchase plans this time. No, itat is unlikely we will (Figure 12) Yes, planning to ever do this, 3% purchase within the next Figure 12: Are you considering purchasing a content and process management solution? (N=120) 12 months, 5% Yes, planning to

purchase the next Yes, planningwithin to purchase within the next 5% 12 months, 6 months, 8%

No, it is unlikely we will ever do this, 3%

Yes, planning to purchase within the next 6 months, 8%

Yes, we have something in place and plan to expand it, 36%

Yes, we have something in place and plan to expand it, 36%

Yes, we are invesgang opons now, 22%

Yes, we are invesgang opons now, 22%

No, we do not plan this in the near future, 27%

No, we do not plan this in the near future, 27%


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Conclusion and Recommendations

Today’s organizations need to have a clear vision of how ECM should be applied across the enterprise, across multiple content types, and across multiple processes. Armed with the knowledge of exactly what resources their organizations already have available, as well as what future acquisitions and policy shifts are required, allows businesses to make informed decisions when expanding their ECM capabilities. As we have seen, the enterprise remains anchored to paper processes. Capture for a third of organizations is mainly an elementary or a chaotic affair, and advanced workflows are only reported to be present in a small segment of businesses. However, behind the clouds of this dreary summary of the ECM climate is a budding awareness to the importance of ECM, digitalization, and workflow throughout many organizations. Businesses are waking up to the many benefits ECM has to offer, such as better search and retrievability of their content. In addition, automated processes improve productivity and are less prone to making mistakes, therefore freeing up the workforce for more pressing tasks. Well governed data provides insight via content analytics and monitoring, helping business owners and management to make better informed decisions. Collaboration is heightened through more timely access to information both internally, remotely and beyond the firewall. Moreover, the capture to process model streamlines inbound content capture, and ensures content is transported to the appropriate people, departments, and processes at first touch. With these goals in mind, organizations are now more than ever cognizant of what ECM systems and toolkits they will need to achieve these desired benefits. Factors such as resistance change, cost limitations, and difficulties integrating ECM systems with existing processes, technology, and people cause friction with new ECM projects. Often these disrupters slow down or obstruct initiatives. However, the future outlook for ECM adoption is bright, 36% of respondents plan to expand their existing ECM deployments, and 13% are preparing to purchase new ECM technology within the year. The take away is that organizations have realized the need for ECM technologies and envisioned a future with ECM at the helm of their business operations; the next step is to make this point of view reality.

Recommendations

Enterprise content management is not just technology, but also strategy, and methodology to center staff responsibilities and organizational operations. For these reasons, an ECM deployment is a continual process, and the particular organizational ECM requirements of one business are as unique as the products or services that are generated or sold there. With this in mind, consider the following suggestions when exploring an ECM capability in your organization: n Take stock of your current ECM and DM systems. n Think about ways to repurpose existing technologies to solve new business problems. n Evaluate how you might enhance your ECM functionality. n Identify what tools, technology, and changes are required to achieve your goals in the ECM space, and approach future expansion with this knowledge in mind. n ECM is a continual process. Know first what you need, then make an informed decision.


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Appendix 1: Survey Demographics Survey Background

The survey results quoted in this report are taken from a survey carried out in May of 2016 with 171 total responses from individual members of the AIIM community surveyed using a web-based tool. Invitations to take the survey were sent via email to a selection of AIIM’s 196,000 registered individuals.

Organizational Size

Larger organizations (over 5,000 employees) represent 26%, with mid-sized organizations (501 to 5,000 employees) at 64%. Small-to-mid sized organizations (11 to 500 employees) are 38%. 5,001-10,000, 8% 11-100, 11%

101-500, 27%

5,001-10,000, 8% 11-100, 11%

101-500, 27%

501-1,000, 13% 501-1,000, 13% Over 10,000, 18%

1,001-5,000, 24%

1,001-5,000, Over 10,000, 24% Asia, Far East, 18% Eastern Europe, 3% Mexico, Central/S. The survey was international, with US and Canada making up 54% of respondents, Russia, 2% and 30% from the EMEA-R America, Caribbean, (Europe, Middle East, Africa, and Russia) region group. 4%

Geography

Asia, Far East, UK, Ireland, 3% 6% Mexico, Central/S. America, Caribbean, Middle East,4% Africa, S. UK,Africa, Ireland, 8% 6%

Eastern Europe, US, 36% Russia, 2%

US, 36%

Middle East, Australia, Africa,New S. Zealand, 8% Africa, 8% Western Australia, New Europe, Zealand, 8% 14% Western $75 million - $99 Europe, 14% million, 3% $500 million $999 million, 4% $2 billion – to $75 million - $99 $4.99 billion, million, 3% $500 million 5% $999 million, 4% $1 billion - $1.99 $2 billion – to billion, 6% $4.99 billion, © AIIM 2016 www.aiim.org / ©Konica5% Minolta 2016 www.konicaminolta.com $25 million – $74

Canada, 18%

Canada, 18% $5 billion to $9.99 billion, 3% $5 billion to $9.99 billion, 3%

Not Sure, 34% Not Sure, 34%

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UK, Ireland, 4% 6% US, 36% UK, Ireland, Middle East, 6% US, 36% Africa, S. Enterprise Content Management: Africa, 8% Middle East, Africa, S. What I Have ~ What I Need Delivering the priorities and opinions of AIIM’s 193,000 Africa,community 8% Australia, New Zealand, 8% Australia, New Zealand, 8% Western Annual Revenue Europe, 14% Canada, 18% Western The largest earners generating greater than 1 billion USD in annual revenue comprise 22%, annual Europe, 14% Canada, 18% take home of 25 million to 1 billion is represented by 25%, and 19% make less than 25 million.

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$75 million - $99 million, 3% $500 million $999 million, $75 million - $99 million, 3% 4% $500 million $999 million, $2 billion – to $4.99 billion,4% 5%– to $2 billion $4.99 billion, $1 billion 5% - $1.99 billion, 6% $1 billion - $1.99 billion, 6% $25 million – $74 million, 6% $25 million – $74 million, 6% More than $10 billion, 8% More than $10 billion, 8% $100 million $499 million, 12% $100 million $499 million, 12% Industry Sector

$5 billion to $9.99 billion, 3% $5 billion to $9.99 billion, 3% Not Sure, 34% Not Sure, 34%

Less than $25 million, 19% Less than $25 million, 19%

Government represents 19%; Finance, Banking, and Insurance 14%; and 11% IT & High Tech – ECM Supplier. Professional Services and Legal, 2% Regulator/Research/ Independent body, 2% Professional Services Healthcare and Legal, 2% Regulator/Research/ 2% Pharmaceucal and Independent body, 2% Healthcare Chemicals, 2% 2% Pharmaceucal and Consultants, Chemicals, 3% 2%

Engineering & Construcon, 1% & Engineering Construcon, 1%

Manufacturing, Aerospace, 1% Manufacturing, Media, Publishing, Web, 1% Aerospace, 1% Media, Publishing,&Web, Government Public1% Services - Local/State, 19% Government & Public Services - Local/State, 19%

Architecture, Engineering, Consultants, 3% Construcon (AEC), 3% Architecture, Engineering, ITConstrucon & High Tech (AEC), — not3% ECM, 3% IT & High Tech — not ECM, Charity, Not-for-Profit, 3% 3% Charity, Not-for-Profit, 3% Retail, Transport, Real Estate, 4% Retail, Transport, Government Real Estate, & 4%Public Services - Naonal, 4% Government & Public Insurance Services - Naonal, 4% 4% Insurance Power, Ulies, 4% Telecoms, 5% Power, Ulies, Telecoms, 5%

IT & High Tech — supplier of ECM products or services, 11% IT & High Tech — supplier of ECM products or services, 11%

Other: 6% Other: 6%

Mining, Oil & Gas, 6% Mining, Oil & Gas, 6%

Finance/Banking, 10% Finance/Banking, 10% Educaon, 7% Educaon, 7%

Informaon Governance Head of IT, Manager, Director, 2% 3% © AIIM 2016 www.aiim.org / ©Konica Minolta 2016CEO, www.konicaminolta.com President, Informaon Governance Head of IT, Managing Director, 3% Data Officer, 2%

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of ECM products or services, 11%

Retail, Transport, Real Estate, 4%

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Government & Public Services - Naonal, 4%


Insurance 4%

Power, Ulies, Telecoms, 5%

Job Roles

Finance/Banking, 10%

Other: 6%

Mining, Oil & Gas, 6%

Educaon, 7%

40% of respondents say their role is focused on Records, Information, or Governance Management, while 14% work as IT Staff, and 3% are C-Level Executives.

President, CEO, Managing Director, 3%

Head of IT, 3%

Informaon Governance Manager, Director, 2% Data Officer, 2% Records or document management staff, 22%

Line-of-business execuve, department head or process owner, 5% Business Consultant, 5%

IT Consultant or Project Manager, 12%

Head of records/informaon management, 18%

IT staff, 14% Other, 14%


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UNDERWRITTEN BY About Konica Minolta

Konica Minolta Business Solutions U.S.A., Inc. is a leader in information management focused on enterprise content, technology optimization and cloud services. Our portfolio of offerings deliver solutions to improve our customers’ speed to market, manage technology costs, and facilitate the sharing of information to increase productivity. Konica Minolta has won numerous awards and recognitions, including placement in the Leaders Quadrant on the Gartner 2014 Magic Quadrant for Managed Print Services (MPS) and Managed Content Services (MCS). Konica Minolta has been recognized as the #1 Brand for Customer Loyalty in the MFP Office Copier Market by Brand Keys for eight consecutive years. Konica Minolta, Inc. has also been named to the Dow Jones Sustainability World Index for four years in a row. Clients trust Konica Minolta to help them envision how they can achieve their goals and deliver innovative solutions to give shape to their ideas. For more information, please visit: www.KonicaMinoltaECM.com and follow @KonicaMinoltaUS on Facebook, @KM_ECM on Twitter and Konica MinoltaUS on YouTube.

AIIM (www.aiim.org) AIIM is the global community of information professionals. We provide the education, research and certification that information professionals need to manage and share information assets in an era of mobile, social, cloud and big data. AIIM 1100 Wayne Avenue, Suite 1100 Silver Spring, MD 20910 +1 301.587.8202 www.aiim.org

AIIM Europe Office 1, Broomhall Business Centre, Worcester, WR5 2NT, UK +44 (0)1905 727600 www.aiim.eu


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