Enterprise Collaboration and the disruption of traditional Information Management Scott Bawden IIM July Breakfast 16 th July 2014

Collaboration the IM way Collaboration has been shaped by the boundaries of IM and traditional systems such as document/records management and But IM and the need to collaborate encompasses much, much more than that! BI/Reporting Master Data Management Search and metadata Web Content Knowledge Management The list goes on!

Users expectations have changed Personal experiences have shaped users expectations of the workplace A mix of personal and enterprise social technologies; Skype, Facebook, Twitter, Yammer, LinkedIn Cloud; Enterprise File Sync and Share (Dropbox, Box, Syncplicity etc.) Content curation Expectations are now much higher and continue to evolve as disruptive applications and services meet and define user needs

Users work outside traditional systems Causes The enterprise is not serving the needs of its users IT is seen as too slow to respond to advances in technology New tools drive cultural change Systems are implemented without the knowledge of IT Cloud services can often be implemented within minutes “Rollout” happens at individual project level And word of mouth

Issues and challenges Traditional IM benefits not being felt The Search enigma Compliance How do we manage, govern and control content that sits outside traditional systems? Social media Multiple content repositories New approaches are required

The Enterprise Strikes Back! The explosion of SharePoint! “This is great!” “This is a nightmare!” SharePoint vs. IM New types of governance required IM and IT struggle to keep up due to feature bloat Many implementations do not realise benefits Ultimately, users may experience the same challenges as with traditional systems

Back to the Future! All roads lead to a new IM Convergence of internal and external We collaborate internally And externally with customers, suppliers etc. To be social is to be collaborative But, it’s many of the same problems we’ve always faced We have to be more adaptive

So where next for collaboration It’s all about integration - not having to think where things are or how we get them Speed and agility reduces the need to have to gather and collate information API’s and endpoints make diverse tools and services easier to integrate than ever before Live data all the time Collaboration should not feel like something we have to do, it should just occur naturally… But that takes work to educate, inform and install the culture

Where next for collaboration cont. Information has got to be accessible anywhere, anytime on any device And relevant to individual users; internal and external Cutting across process and content Understanding of intent New apps constantly challenge us but offer new and improved ways of working It’s time for the enterprise to read the signals

Some examples and trends Capgemini Yammer; Knowledge collaboration Dept. for Education UK; Information Workplace and web publishing Croydon Council; Joining up of services NHS24 Scotland; Joining up of services Seniors card; internal process meets external customers BHP Polaris Knowledge Management Multiple govt. agencies extending CRM and other processes beyond the enterprise Legal – mature integration and KM The changing face of intranets

What does this mean for IM and it’s practitioners Different ways of thinking required Solutions have to be pragmatic whilst fulfilling business needs of compliance, records etc. IM practitioners need to be better embedded in projects Understand all of the touch points Information flows everywhere Greater emphasis on keeping the user satisfied

IM is constantly evolving and more important than ever We need to have a close relationship with architects and the technical guys to make sure that the intent of IM is converted in a solution Greater emphasis on understanding more than just pure IM Users have an expectation that we will “take care of IM”. They don’t want to know about the detail – Stakeholder management! We still have to answer a lot of the same questions though

Questions and answers Scott Bawden e: t: w: