1. © 2012 Forrester Research, Inc. Reproduction Prohibited 1 © 2009 Forrester Research, Inc. Reproduction Prohibited March 20, 2012. Call in at 10:55 a.m. Eastern time Craig Le Clair, Vice President, Principal Analyst Webinar Best Practices: Developing An ECM/BPM Strategy

2. © 2012 Forrester Research, Inc. Reproduction Prohibited 2 Agenda The game changers ECM trends most, affecting enterprises. ECM strategy methodology Recommendations and best practice

3. © 2012 Forrester Research, Inc. Reproduction Prohibited 3 Velocity of business The changing workforce Consumer technology Geopolitical and economic issues It’s time to change our process approach

4. © 2012 Forrester Research, Inc. Reproduction Prohibited 4 Systems of engagement are the future of technology- led business innovation Source: February 13, 2012, “Mobile Is The New Face Of Engagement” Forrester report

5. © 2012 Forrester Research, Inc. Reproduction Prohibited 5 The mobile power shift accelerates as devices, access, and apps skyrocket globally Source: February 23, 2012, “Mobile Is The New Face Of Engagement” Forrester report

6. © 2012 Forrester Research, Inc. Reproduction Prohibited 6 Enterprise process deployment trends reflect these trends Source: January 9, 2012, “Stuck In Cement: When Packaged Apps Create Barriers To Innovation” Forrester report

7. © 2012 Forrester Research, Inc. Reproduction Prohibited 7 Untamed business processes — clear target for IBM

8. © 2012 Forrester Research, Inc. Reproduction Prohibited 8  Structured data  Support for: –Asset information management –Capital project management –Asset portfolio management  Well structured with strong IT focus  Content creation/access  Chaotic  Non-value-added activities  Cross-process coordination  Poorer IT focus DCM/BPM/ECM supporting untamed business processes Packaged and structured solutions Fragmentation creates untamed business processes

9. © 2012 Forrester Research, Inc. Reproduction Prohibited 9 Agenda The game changers ECM trends most, affecting enterprises. ECM strategy methodology Recommendations and best practice

10. © 2012 Forrester Research, Inc. Reproduction Prohibited 10 Content-centric technologies supporting the content spectrum Source: April 14, 2011, “Plan Your ECM Strategy For Business, Persuasive, Transactional, And Foundational Needs” Forrester report

11. © 2012 Forrester Research, Inc. Reproduction Prohibited 11  “We do not have clear records management or eDiscovery policy and IT infrastructure : This is an issue for us.”  “We have a lot of tools — that’s not the problem. The problem is that they don’t interact and are restricted to their parameters. It’s the integration that is a problem.”  “Some collaboration support exists (wiki, SharePoint,...), but it’s not meeting all of our needs and it’s too difficult to set up for knowledge sharing. We do not have a good support for budget planning — it’s mainly spreadsheets in a site.”  “PeopleSoft implementation will help, but there is no clear strategy for management of unstructured content — evaluating invoice scanning and workflow.” Heard around the world

12. © 2012 Forrester Research, Inc. Reproduction Prohibited 12  “Case management would be of interest to organize knowledge and work processes around a task such as budget planning.”  “There are client onboarding issues — creating and organizing agreements.”  “Installing CRM system and need ECM to support from within work process”  “Have workflow within the group and for clients — highly customized (80% developed internally) with 50 FTE working on ECM and BPM but still see obstacles sharing documents internally and externally.”  “We are considering and need eSignature. We need to present a modern bank to our customers, and to do so, we must reduce paper-based processes.” Enterprises sing the ECM blues

13. © 2012 Forrester Research, Inc. Reproduction Prohibited 13  “A lot of people want to use content management and workflow, but it is difficult to stop business needs to deploy a group solution.”  “Group solutions don’t move fast enough and departments can’t wait, so they end up deploying their own solutions.”  “Budget constraints hamper group solutions — when proposed there is often push back — it’s too expensive.”  “We have few repeatable ECM implementations and too many tools — need a more consolidated approach.”  “We have large quantities of unmanaged content on shared files that raise potential security, versioning, and retention issues.” Shared services for ECM is still a goal

14. © 2012 Forrester Research, Inc. Reproduction Prohibited 14 Content sharing widens its lead Source: February 15, 2012, “Enterprise Content Management Emerges From An Economic Slump” Forrester report

15. © 2012 Forrester Research, Inc. Reproduction Prohibited 15 Costs problems and SharePoint sprawl are obstacles of the organization Source: February 15, 2012, “Enterprise Content Management Emerges From An Economic Slump” Forrester report

16. © 2012 Forrester Research, Inc. Reproduction Prohibited 16 ECM infrastructure issues are still a pain point in the industry Source: October 15, 2008, “The Impact Of Convergence On Content Management, Archiving, And Retention Policies” Forrester report

17. © 2012 Forrester Research, Inc. Reproduction Prohibited 17 Point-to-point integration complexity reduced with consolidation Source: October 7, 2010, “Take A Process View Toward Enterprise Content Integration” Forrester report

18. © 2012 Forrester Research, Inc. Reproduction Prohibited 18 Content management/ records management Governance Business intelligence/ structured apps eDiscovery Collaboration/ message archiving Information management program  IT  Security/compliance  Legal  Business units  Multiple strategic leadership and critical implementation roles support effective EIM programs.  EIM governance teams coordinate efforts, manage projects, and foster competency centers.  IT, security/compliance, legal, business stakeholders, and other teams support secondary programs and enterprise applications. Organizations are starting to formalize cross-functional teams...

19. © 2012 Forrester Research, Inc. Reproduction Prohibited 19 Agenda The game changers ECM trends most, affecting enterprises. ECM strategy methodology Recommendations and best practice

20. © 2012 Forrester Research, Inc. Reproduction Prohibited 20  Step 1: Create segments.  Step 2: Validate segments through stakeholder interviews.  Step 3: Identify gaps with existing capabilities.  Step 4: Create recommended ECM-packaged services for each segment.  Step 5: Prepare and present actionable ECM strategy road map. Segmentation development methodology

21. © 2012 Forrester Research, Inc. Reproduction Prohibited 21  Multiple lines of business can use ECM service capabilities.  Lines of business make better use of limited IT resources.  IT and lines of business can work together to define ECM service packages.  Governance can be formed based on segmentation to create cross-group synergy and can take a process versus a technology focus. Segment services Foundational ECM services Transactional services Corporate services Advisory services Outreach services

22. © 2012 Forrester Research, Inc. Reproduction Prohibited 22 TransactionalOutreach AdvisoryCorporate  Customer onboarding  Account opening (retail)  Order administration  Manufacturing  Supply chain  Trade services  Asset management  HR (onboarding)  Invoice processing  Facilities and managed print services  Procurement support  Contract management  Technical pubs  Documentation  Client reporting (statements)  Website management  Marketing and intelligence  Corporate communications  Community and social  Contract research  Trade services  Regulatory reporting  Risk management  Internal R&D Foundational components Records management, message archiving, eDiscovery, e-signature Potential recommended ECM segmentation

23. © 2012 Forrester Research, Inc. Reproduction Prohibited 23 Foundational: sample current state* No eDiscovery solution or approach across groups eDiscovery Various document management solutions such as DocuShare and SharePoint Document management Limited records management across groups Records management Governance and competency center initiatives started but not a focus for information management Governance and competency centers Diverse archiving platforms deployed with no cohesive approach Archiving Limited interest across groups, limited deployments and experience E-signature Foundational: sample

24. © 2012 Forrester Research, Inc. Reproduction Prohibited 24 Foundational: required segment components eDiscovery Archiving de- materialization e-signature Document management Governance and competency centers Message archiving Records management

25. © 2012 Forrester Research, Inc. Reproduction Prohibited 25 Identification of gaps in hypothetical foundational segment Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

26. © 2012 Forrester Research, Inc. Reproduction Prohibited 26 Content characteristics of typical use case segments Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

27. © 2012 Forrester Research, Inc. Reproduction Prohibited 27 Alignment of ECM technology with typical ECM segments Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

28. © 2012 Forrester Research, Inc. Reproduction Prohibited 28 TransactionalOutreach AdvisoryCorporate  Customer onboarding  Account opening (retail)  Order administration  Manufacturing  Supply chain  Trade services  Asset management  HR (onboarding)  Invoice processing  Facilities and managed print services  Procurement support  Contract management  Technical pubs  Documentation  Client reporting (statements)  Website management  Marketing and intelligence  Corporate communications  Community and social  Contract research  Trade services  Regulatory reporting  Risk management  Internal R&D Foundational components Records management, message archiving, eDiscovery, e-signature Potential recommended ECM segmentation

29. © 2012 Forrester Research, Inc. Reproduction Prohibited 29 Agenda The game changers ECM trends most, affecting enterprises. ECM strategy methodology Recommendations and best practice

30. © 2012 Forrester Research, Inc. Reproduction Prohibited 30 Effective ECM endeavors require strong focus on policy development and stakeholder alignment.

31. © 2012 Forrester Research, Inc. Reproduction Prohibited 31 Case studies — recent strategic ECM initiatives Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

32. © 2012 Forrester Research, Inc. Reproduction Prohibited 32 Best and next practices Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

33. © 2012 Forrester Research, Inc. Reproduction Prohibited 33 Self-diagnostic tool Source: February 25, 2011, “Best Practices: Developing An ECM/BPM Strategy” Forrester report

34. © 2009 Forrester Research, Inc. Reproduction Prohibited Thank you Craig Le Clair +1 617.613.6176 cleclair@forrester.com www.forrester.com