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Collaborative Workspaces –
making information work simpler,
smarter, safer, and faster
by John Mancini, President, AIIM
AIIM Executive Leadership Council www.aiim.org
Table of Contents
Executive Summary........................................................................................... 2
Collaborative Workspaces – making information work
Collaborative Workspaces – making information work
simpler, smarter, safer, and faster..................................................................... 2
Here’s a good trivia question............................................................................ 2
The Future is Already Here in Beta...................................................................... 3
Change #1 - The office itself is changing, but it’s not dead.................................... 5
Change #2 - The gap between the C-Suite’s need to control and the need of
knowledge workers to get work done is widening.................................................. 6
Change #3 - The impact of analytics will be felt everywhere and will
increasingly define how, where, when and with whom collaboration occurs............. 7
Change #4 - Traditional hierarchies are being redefined in
response to both technology change and generational transition............................. 8
An Action Plan to Improve Collaborative Workspaces............................................ 8
Next Steps - Collaborative Workspaces................................................................ 9
simpler, smarter, safer, and faster
About John Mancini:.......................................................................................... 11
About Thornton May:......................................................................................... 12
About the Research:.......................................................................................... 13
About AIIM's Executive Leadership Council:......................................................... 13
Thank you to our US Executive Leadership Council Companies
who underwrote this research:............................................................................ 14 1
Thank you to our EU Executive Leadership Council Companies
who underwrote this research:............................................................................ 15
©AIIM - aiim.org
Executive Summary
Collaborative Workspaces – making information work
simpler, smarter, safer, and faster
Collaborative Workspaces – making information work
Here’s a good trivia question.
Who were the names on the incorporation documents at Apple Computer in 1976?
Of course, the obvious answer is the two Steves -- Jobs and Wozniak. But you would
only get partial credit for that answer. There was a third person, Ron Wayne.
Who was Ron Wayne? Ron was a friend of Steve Jobs from their days at Atari. Per CNN
(http://www.cnn.com/2010/TECH/web/06/24/apple.forgotten.founder/), Ron was asked
by Steve Jobs to help resolve an early dispute with Steve Wozniak, and drafted Apple’s
first logo and operating manual. He received a 10% share in Apple for his efforts, with
the remaining 90% split between Jobs and Woz.
The 10% share would now be worth about $74 Billion.
Except that Ron sold his share 12 days after the founding for $800.
Ouch!
The technology space has countless stories of companies and people that caught the
“next wave.” And far more who missed it. In an era of technology disruption -- in an era
in which more and more of the value of any organization lies in its technology assets
-- the win/lose stakes are going up. We are in an era of extreme volatility. Per Cisco CEO
John Chambers at a Wall Street Journal conference in February 2015, “40% of the
simpler, smarter, safer, and faster
companies in this room won’t exist in a meaningful way in ten years unless they change
dramatically.”
So as we think about workplace technology -- the set of technologies, management
structures, and workplace standards that define how knowledge work is actually done --
we have to ask ourselves, “Is this a Next Wave Moment?” Or is it just hype? According
to futurist (and AIIM ELC chair) Thornton May, “Digital Collaboration/Transformation will
emerge as a $100.7 billion Market Opportunity by 2020.”
How are organizations embracing collaborative technologies? How will the nature of
work change between now and 2020? What are the measures that we should be
watching? Will changes in the nature of work fundamentally impact the competitive 2
outcomes of organizations, or will we look back on this period of experimentation as a
fad that will pass?
In an era in which roadmaps and best practices seem in short supply, where can
organizations turn for guidance?
Per Science-fiction author William Gibson, “The future is already here — it’s just not
very evenly distributed.” So using “The future is already here in beta” as a frame of
reference, let’s think about four key coming changes in the workplace and in how work
is done.
n The office itself is changing, but it’s not dead.
n The gap between the C-Suite’s need to control and the need of knowledge
workers to get work done is widening.
n The impact of analytics will be felt everywhere and will increasingly define how,
where, when and with whom collaboration occurs.
n Traditional hierarchies are being redefined in response to both technology
change and generational transition.
©AIIM - aiim.org
The Future is Already Here in Beta
As we think about technology change, especially in an organizational setting at scale,
there is a key perspective we need to keep in mind: The future is already here in beta.
Collaborative Workspaces – making information work
There is a tendency to look at the rapid pace of change in broader world of technology and
conclude that the pace of change is so intense and rapid that it is impossible to form any
coherent hypotheses about what the workplace will look like in 2020.
Clearly a new division of labor is emerging between people and machines. Andy McAfee
and Erik Brynjolfsson write eloquently about this new world in The Second Machine
Age: “A revolution is under way. In recent years, Google’s autonomous cars have logged
thousands of miles on American highways and IBM’s Watson trounced the best human
Jeopardy! players. Digital technologies—with hardware, software, and networks at their
core—will in the near future diagnose diseases more accurately than doctors can, apply
enormous data sets to transform retailing, and accomplish many tasks once considered
uniquely human.” And while we should be optimistic about the future because of
technological progress, “we should also be mindful of our values and our choices: as
technology races ahead, it may leave a lot of people, organizations and institutions
behind.”
According to B2B Social Media Strategist Paul Gillin, there are three trends that will
dramatically influence how and where work is done and who does it:
1. Customers are now in charge.
“TripAdvisor averages 340 million monthly visitors, hosts more than 225 million
reviews and operates in 45 countries. Yelp had 142 million monthly unique
visitors in the first quarter of 2015. It hosts 77 million customer reviews.”
simpler, smarter, safer, and faster
According to Crowdtap, the single most valued source of buying advice cited by
consumers is “recommendations from people I know” (91%). Company websites?
58%. Media articles? 58%. Print and TV advertising? 47%. Clearly something
has changed.
2. Organizations have begun to use big data for competitive advantage.
“Over the last 50 years we have used data solely for operational efficiency; this
is now reaching the point of diminishing returns. Google, Amazon and Yahoo are
leading the revolution to move beyond operational efficiency and use data for
competitive advantage at massive scale.”
3. Workforce automation. 3
There are countless instances in which computers are beginning to perform tasks
that were once thought impossible; McAfee and Brynjolfsson have written about
many of these. Per Gillin, there is nothing all that unusual about the paragraph
“Things looked bleak for the Angels when they trailed by two runs in the ninth
inning, but Los Angeles recovered thanks to a key single from Vladimir Guerrero
to pull out a 7-6 victory over the Boston Red Sox at Fenway Park on Sunday.”
Until one realizes that it was written by a computer. Kris Hammond of Narrative
Science describes the ability of computers to perform basic journalism tasks in
The Guardian: “At the moment, the computers’ output is limited to basic sports
reports and business news. But Hammond is convinced this is only the beginning.
It probably won’t be that long, he half-suggests, before they can bash out 2,500
word stories on innovations in machine learning for the Observer New Review.”
This is but one example of the kinds of workforce automation that is coming.
©AIIM - aiim.orgGiven all of this change, will the workplace of the future -- looking out say 5-10 years
-- be exponentially different than what exists right now? At the same time that this
revolution is occurring, it is important to remember that applications of technology in
business, especially at large scale, tend to lag the broader market. Hence it is possible
to get a preview of what collaboration and the workplace will look like in 2020 for most
Collaborative Workspaces – making information work
companies, because these changes are likely already in place in beta.
Former Fortune CIO Cheryl Smith believes that the imminence of Digital Transformation
has been overhyped: “The Agricultural Age lasted 12,000 years. The Industrial Age that
followed it lasted 150 years. The Information Age lasted for 20 years. Clearly the eras are
flipping more and more rapidly, and we are moving into a Digital Age, but are we there
yet? There is widespread thought that digital transformation is coming fast and furiously.
That it is much bigger than simply swapping out old technology for new. The easiest
mistake to make is to imagine that the company’s existing operations simply need to be
connected to a digital infrastructure, and the switch flipped. And as a senior technical
leader, incorrect decisions and directions will be a CLM (Career Limiting Move).”
Smith notes that we have time to adjust to changes in technology if we look at the
changes that are occurring in a strategic and disciplined framework:
Timeframe - > Today – 3 years 3 – 5 years 5 years - >
v Technology
Mobility PC Displacement Personalised Humanised
• Presentation Device • Tablets • Location Aware • Wearable Devices
• Always Connected • Many Platforms • Preference Aware • Disposable Devices
• Personal • BYO Technology • Individually • Embedded Identity
• Small • Data-Free Devices Targeted • Augmented Reality
simpler, smarter, safer, and faster
• Voice Recognition
Smart Computing Social Media Interpretive Adaptive
• Application Interface • Marketing • Circumstance • Interactive Aircraft
• Business Focused • Customer Service Tailored • Unique
• Intelligent • Notifications • Relationship Driven Experiences
• Intuitive • Meet & Seat • Guest Pattern • Wat'son
Directed • Virtual Immersion
• Interactive
Automation Self Service Optimum Process Environment Aware
• Technology Leverage • Identity Integrated • Auto Check-in • Dynamic Bus. 4
• Process Focused • Personalised • Airport Flow- Rules
• Efficient • People-less Through • Adaptive
• Backend Channels • Real Time, Mostly Advertising
Applications • Consistent • Integrated • Virtual CSA
Functions Information • Dynamic
Fulfillment
Commoditization Appliances Agile Operations À La Carte
• Datacentre • Specialised • Datacentre in a Box • Dynamic
Hardware • Optimised • Hybrid Cloud Expansion
• Cost Focused • Low Operating • Seamless Security • Real Time Plug &
• Flexible Cost • Data as a Service Play
• Building Blocks • High Performance • Always On
• Hyper Cloud
©AIIM - aiim.orgSo using “The future is already here in beta” as a frame of reference, let’s think about four
key coming changes in the workplace and in how work is done.
n The office itself is changing, but it’s not dead.
n The gap between the C-Suite’s need to control and the need of knowledge
Collaborative Workspaces – making information work
workers to get work done is widening.
n The impact of analytics will be felt everywhere and will increasingly define how,
where, when and with whom collaboration occurs.
n Traditional hierarchies are being redefined in response to both technology change
and generational transition.
Change #1 - The office itself is changing, but
it’s not dead.
Perhaps the best place to start in considering the workplace of the future is the office itself.
Will knowledge workers even work in an office in the future, or will everyone be exiled to
home offices, connecting and collaborating with their colleagues and customers primarily
through digital technologies? Will the “Facebooking” of the enterprise and the arrival of the
millennials as a majority force mean the end of the office?
In “The Death of the Desk”, Philip Tidd, Head of Consulting EMEA for Gensler, notes, “The
idea that the desk is a unit of productivity is changing very, very rapidly. Your productivity
is not measured by the amount of time you sit behind a thing called a desk. It is what you
do. It is about your output.”
simpler, smarter, safer, and faster
Per Tidd, the 1970s was the era of process, with a focus on efficiency, standardization,
and hierarchy. The goal was “housing people,” and the metric we used to measure the
effectiveness of workspaces was density. In the 1990s, the emphasis shifted to process
and technology, with a focus on flexibility, amenities, and less hierarchy. The key goal
was “leveraging available space,” and the key metric businesses used to measure the
effectiveness of their real estate decisions was occupancy. The focus now is process,
technology and people, with an emphasis on interactivity, mobility, and openness. The
goal objective now is “leveraging people” and the core metric is now effectiveness.
“Time at a desk is no longer a key metric. Mobility is the default; mobility is the norm.
Increasingly, work is something you do rather than somewhere you go.”
These changes are causing massive disruption. According to the Gallup Organization, 5
70% of the U.S. workforce is disengaged and just showing up. For Tidd, “This is a trillion
dollar problem.” Gensler research (The Workplace Performance Index) contends that the 4
key parameters of workplace effectiveness have all declined since 2008: 1) Focus (-8%),
2) Collaboration (-7%), 3) Learning (-7%), and Socializing (-4%).
Does this mean the office is dying and that there will be a massive glut of office space
based on the digital workplace? Tidd believes that while the office is changing, it is
not dying. “The city is the new office. People are coming back to the cities, creating a
densification of the city; this means space use is actually increasing as a result of the
transition back to city life.”
Even the very nature of how we get to work is changing. According to the New York
Times, “What we were doing [re automobiles] 10 years ago wasn’t that much different
from what we were doing 50 years ago. The cars got more comfortable, but for the most
part we were putting gas in the cars and going where we wanted to go. What’s going to
happen in the next 20 years is the equivalent of the moon landing.” Venture Scanner
says there are 370 companies and over $3 billion in venture funding in what it calls the
“Connected Transportation” space, with solutions that include ride hailing, car sharing,
smart parking, fleet management, and location/mapping.
©AIIM - aiim.orgAccording to Danielle Galmore, Director of New Business Innovation for Steelcase, the
change that needs to occur in the office is fundamental: “The workspace should conform
to the work that needs to be done, not the other way around.” T This future is being
modeled at Workspring, the service brand of Steelcase. “The new skill set demanded of
employees today is the ability to successfully work across different locations, time zones
Collaborative Workspaces – making information work
and countries. Workers need to navigate distributed teamwork that is cross-functional,
cross-cultural and cross-organizational.”
Change #2 - The gap between the C-Suite’s
need to control and the need of knowledge
workers to get work done is widening.
Much has been written about the gap that exists between IT and Business, so much so
that the misalignment of IT and Business strategy is almost considered a given in business
publications. An additional gap is now also emerging -- between knowledge workers
trying to get their jobs done, empowered by consumer technology and no longer reliant
on IT central casting, and the C-Suite -- especially the CIO -- concerned about the core
business systems needed to keep the enterprise running and keep the CEO out of jail.
There is a line of thought that contends that we’re almost done digitizing the enterprise
and that we should shift attention to loftier goals, not worry so much about “traditional” IT,
and that centralized coordination of IT strategy is getting in the way of innovation in an era
of “user-centric IT.” Fortune CIO Joe Szmadzinski believes this enthusiasm is premature
because needs are constantly changing, the many paths to business transformation are
not elegant, and because systems still must be secure and interoperate. All of which
simpler, smarter, safer, and faster
requires central coordination by IT.
For Szmadzinski, ultimately the job of the CIO is to help create value for the enterprise.
This value is created by systems focused on the following objectives -- and with their
importance ranked in this order:
n Executive KPIs - market position, shareholder return, risk, execution
n Financial KPIs - cost, revenue, return, use of capital
n Business Initiatives - programs and initiatives driven by the business
n Operational KPI - process measurements 6
n Process/Function Initiatives - core business or IT processes
n Workspace and Digital Solutions - proposed solutions to improve processes or
functions
Cheryl Smith echoes this focus on basics: “Don’t just follow fads. Don’t blindly outsource
to the cloud and don’t outsource the management of core projects. Don’t confuse social
technologies with business technologies.”
The view from the perspective of an individual knowledge worker is a bit different.
Individual knowledge workers now have access to collaborative tools with roots in the
consumer-sphere and they will use them -- with or without the permission of IT -- if they
need them to get their jobs done. The desire of individual workers to get things done will
always trump the desire of the organization to control these tools.
©AIIM - aiim.orgJohn Hoye from Evernote notes, “CIOs should talk to users about what they are finding
and what tools they are using and assess how it might be brought into the organization.
These are teachable moments.” Sonny Hashmi from Box believes, “Governance 2.0 must
be more agile, flexible and provide an architecture and platform upon which to build.
Everyone needs these tools. Agility and nimbleness are key. Governance 1.0 sucked... it
Collaborative Workspaces – making information work
was committees in a room documenting stuff and created no value.”
This tension -- between the CIO need to control and the knowledge worker need for
tools that are relevant -- will not be easily resolved. It a common tension in the content
management space -- between innovation and access on the one hand and control
and compliance on the other. Lorraine Cichowski, former CIO of the Associated Press
describes her organization’s use of Dropbox in this way: “Is it less secure? Probably… But
people were using it and we had to get this stuff off the network.” There is no single way
to resolve this access/control question; it’s resolution will depend on on an organization’s
culture, size, geography, and industry.
Change #3 - The impact of analytics will be felt
everywhere and will increasingly define how,
where, when and with whom collaboration
occurs.
There is a tendency to think about the emerging explosion of data and the Internet of
Things as disconnected from changes already occurring in how work is done. The former
seems to have a harder edge, while the latter is often confused with the “Facebooking of
the enterprise.”
simpler, smarter, safer, and faster
The McKinsey Global Institute notes that the real impact of the Internet of Things (IoT) will
occur in how organizations “track inventory, manage machines, increase efficiency, save
costs, and even save lives.” McKinsey believes that the total value of IoT technology could
be worth as much as $6.2 trillion (with a T!) by 2025. Consider the IoT impact in just a
few sectors -- and consider how this will inevitably impact the nature of collaboration, how
work is done, and drive work patterns that are informed and driven by the data that spins
out of the IoT. Per McKinsey:
n Business/Manufacturing - Real-time analytics of supply chains and equipment,
robotic machinery
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n Health care - Portable health monitoring, electronic recordkeeping,
pharmaceutical safeguards
n Retail - Inventory tracking, smartphone purchasing, anonymous analytics of
consumer choices
n Security - Biometric and facial recognition locks, remote sensors
n Transportation - Self-parking cars, GPS locators, performance tracking
Consider the impact of analytics on a business that is not always thought of as a
collaborative one -- UPS. Per UPS, “Every day, every one of the 86,300 drivers at UPS
is confronted with a fundamental day-defining, enterprise performance impacting choice
to make – what route do they drive? This is a bigger cognitive deal than many might
imagine. There are more ways to deliver a UPS route than there are nanoseconds that the
Earth has existed.” The cumulative impact of these decisions -- and the need to guide
them by the “collaborative” data that surrounds millions of past similar decisions -- has
a bottom line impact. Divya Sachdev from UPS Europe notes, “Every extra mile costs
$50 million; every extra minute costs $14.6 million; every extra minute of idle time costs
$515,000.” The details of small decisions conducted at large scale matter.
©AIIM - aiim.orgChange #4 - Traditional hierarchies are being
redefined in response to both technology
change and generational transition.
Collaborative Workspaces – making information work
At the same time that workplaces and technologies are changing, so to are approaches
to management, both in response to these changes and in anticipation of them. Per
Lee Bryant, founder of Post*Shift, a consulting firm focused on helping firms of all sizes
undertake Digital Transformation, “To build 21st century businesses, we need a 21st
century organizational architecture -- what you might call a new business operating
system. Digital transformation is changing the way we work, but real change is not
about using new tools in old structures, but using them to evolve the very organizational
framework itself.”
The organization of the future will need to be social and connected, and the technologies
and structures to facilitate this will be increasingly important. Social and collaborative tools
can help, but they cannot change the organization on their own. Bryant sees these core
characteristics of a social and connected organization:
n a customer-centric culture and an outside-in configuration.
n small teams, agile working, and a responsive structure.
n a focus on tasks to be done, not on fixed positions and roles.
n networked, data-driven, with intelligence at the edges.
n constantly re-focusing to meet changing markets.
Bryant believes that the very culture of work -- and the balance between trust and control
simpler, smarter, safer, and faster
-- is changing. “Traditional barriers to entry no longer provide a positional defense, and
as a result the culture of work is changing faster than management,” notes Bryant.
“Relationships and ecosystems are the new protectors.” Geoffrey Moore echoes this
perspective in The Product-Service shift: “Much of the language of business is stuck in the
old vocabulary, and that is causing us to make wrong choices without even knowing it.”
An Action Plan to Improve Collaborative
Workspaces
How can you make information work simpler, smarter, safer, and faster? How can you
8
make sure that your organization catches the next wave?
In June 2015, we posed 15 hypotheses/trends about the future of collaboration to 36
senior information management executives from Europe and North America. These
individuals represent organizations that both provide technology solutions and use those
solutions. We asked them to review these collaboration hypotheses/trends against two
criteria:
n How significant is the potential impact of this hypothesis/trend likely to be for
end-user organizations?
n How likely is it that this hypothesis/trend will become a reality by 2020?
All of these hypotheses/trends are important in their own right; the purpose of the AIIM
Trendscape is to highlight those that are relatively more important and more likely than the
rest.
©AIIM - aiim.orgThe result is a relative set of priorities, allowing organizations to set strategies and build
roadmaps for the future, ranked from most important to least:
Trend Ranked
score
Collaborative Workspaces – making information work
Mobile will evolve from “urgent” to integrated part of the daily workflow. 18.38
Collaborative silos along with poor search, discovery, and organization of 17.94
collaborative data will remain problematic and block higher levels of ROI in many
organizations.
Service providers will build new revenue channels around knowledge management 15.96
platforms.
There will be a major shift toward multi-media content such as video, screencasts 15.73
and images to provide a more compelling end-user experience.
A new generation of measurement tools will provide the ability to slice and dice 14.17
data by individual contributors, using detailed drill-down data to assess personal
reach, influence and performance.
Collaboration in the context of specific processes will be the focus rather than 13.44
enterprise social.
External (customer and partner) and Internal (employee) social and collaboration 11.86
tools will converge.
Employee skills for taking advantage of new digital collaboration tools will 11.19
(needlessly) remain well behind their capabilities, and the value they can deliver.
HR will seize the opportunity to exploit a high-grade digital workplace for 10.90
recruitment and retention.
simpler, smarter, safer, and faster
“Social executives” -- skilled in using social and collaborative tools to better engage 10.37
work teams -- will be increasingly valued.
Knowledge workers are encouraged to bring in new apps (BYOA), not only devices 9.11
(BYOD).
More and more companies will adopt gamification strategies to motivate employee 8.66
and external customer communities, and encourage greater knowledge sharing
and collaboration.
Staff are encouraged to bring new collaboration solutions into the enterprise (Bring 8.16
Your Own App).
Wearables will see pilots in many organizations, but mostly for very specific and 8.04
9
situated collaboration needs.
Many organizations will establish ‘digital employee experience’ programmes, with 7.48
senior executive backing.
Next Steps - Collaborative Workspaces
Where does that leave us re the question with which we started this paper:
As we think about workplace technology -- the set of technologies, management
structures, and workplace standards that define how knowledge work is actually done --
we have to ask ourselves, “Is this a Next Wave Moment?” Or is it just hype?
Our conclusion is that this is truly a “Next Wave” moment, although perhaps not in the
sense that many think.
We went through a brief period in which many organizations viewed social and
collaborative technologies as an end in itself: “Let’s bring Facebook technologies into the
enterprise!”
©AIIM - aiim.orgThat era is clearly over. Social technologies for the sake of social technologies is not a very
compelling argument when it comes to justifying investment to the C-suite.
However, there is a very clear -- but different -- set of arguments that point to the
opportunities represented by collaborative technologies as a “Next Wave” moment.
Collaborative Workspaces – making information work
Organizations need a digital transformation strategy to improve the productivity of their
technology investments. Per a well known study by the Federal Reserve (Productivity
and Potential Output Before, During, and After the Great Recession), productivity in
corporate America grew by 1.6% from 1973 to 1995. From 1996 to 2004, we made
massive improvements in productivity (from 1.6% to 3.3%), in large measure due to
the investments we made in enterprise technology. The Fed attributes the growth “to the
exceptional contribution of IT — computers, communications equipment, software, and
the Internet. IT has had a broad-based and pervasive effect through its role as a general
purpose technology (GPT) that fosters complementary innovations, such as business
reorganization.”
However, since then, corporate America has been stuck back at an annual productivity
gain of 1.8%. Per the Fed, “By the mid-2000s, the low-hanging fruit of IT had been
plucked.”
In terms of content and business process management technologies, from 1996 through
2004 we made massive investments in automating content-centric transactional
processes, and organizations achieved significant improvements in productivity by
deploying ECM and BPM technologies. Most of these improvements came as a result
of automating the relatively straight-forward parts of processes that were conducive to
automation.
That work is largely done. AIIM has talked for a number of years about the gains received
simpler, smarter, safer, and faster
by automating these “Systems of Record.” But for many organizations, these gains are
now just table stakes -- a necessary but not sufficient for competitiveness. To take full
advantage of the potential of digital technologies, organizations must take the next steps
and deploy “Systems of Engagement.” This means answering these kinds of questions:
n Per Cheryl Smith, “How do you make sure that your IT leadership and
organization is technically expert on the core technologies being offered and
deployed today for business operations? How can your cultivate leaders and
experts within IT who are knowledgeable on how to prepare and operate your
IT organization, infrastructures, and processes so that they are appropriate to
achieving success today and flexible to successfully handle new technologies as
they prove their business value?”
10
n How do we take advantage of the social technology skill set of the “Digital
Natives” who are now in the majority in our organizations?
n How do we better engage our employees and customers and partners in our
business processes? How do we make them partners in helping identify and
leverage opportunities?
n How do we maintain at least some sort of control in an era of consumer
technologies, without stifling innovation? Where do we draw the line between
our desire to control and our need to innovate? How do we turn Information
Chaos into Information Opportunity?
n And lastly, how do we begin to automate all of the grey and unpredictable
knowledge worker content cul-de-sacs that surround, engulf, intersect and slow
down all of those nice straightforward workflows that we automated during the
era of Systems of Record?
That’s where Collaborative technologies make a difference. And that’s why they represent
a “Next Wave” opportunity -- one that organizations ignore at their peril.
©AIIM - aiim.orgAbout John Mancini
John Mancini is an author, speaker and respected
leader of the AIIM global community of information
Collaborative Workspaces – making information work
professionals. He believes that in the next 5 years, a wave
of Digital Transformation will sweep through businesses
and organizations, and that organizations now face a
fundamental choice between Information Opportunity and
Information Chaos.
As a frequent keynote speaker, John offers his expertise
on Digital Transformation and the struggle to overcome
Information Chaos. He blogs under the title “Digital
Landfill” and has almost 10,000 Twitter followers and a Klout score in the 60s. He has
published seven e-book titles including “Information Chaos v. Information Opportunity:
The Business Challenge for the Next Decade” (http://www.aiim.org/infochaos),
“#OccupyIT — A Technology Manifesto for Cloud, Mobile and Social Era” and the popular
“8 Things You Need to Know About” e-book series.
He is the author of “Mancini’s Law”:
t Organizations are systems of information networks. They only operate effectively
when there are clear and predictable information flows within and between these
networks.
t 50% annual growth in the volume of digital information means that these
networks – and especially the points of connection between them – will become
increasingly unstable.
simpler, smarter, safer, and faster
t Without intervention, the resulting #infochaos will threaten the viability of the
entire system.
John can be found on Twitter, LinkedIn and Facebook as jmancini77
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©AIIM - aiim.orgAbout Thornton May
Thornton May is Futurist, Executive Director, and Dean
of the IT Leadership Academy. His extensive experience
Collaborative Workspaces – making information work
researching and consulting on the role and behaviors of
boards of directors and “C”-level executives in creating
value with information technology has won him an
unquestioned place on the short list of serious thinkers
on this topic. Thornton combines a scholar’s patience for
empirical research, a stand-up comic’s capacity for pattern
recognition, and a second-to-none gift for storytelling to
the information technology management problems facing
executives.
Thornton has established a reputation for innovation in time-compressed, collaborative
problem solving pioneering the Lyceum (an intense learning experience designed to
keep “C”-level executives abreast of emerging technology trends); the Directors’ Institute
(a forum for Board members to increase their awareness of technology management
issues); and the Controller’s Institute (arena for European Chief Financial Officers to
fine tune processes associated with making technology investments). Thornton designs
the curriculum that enables the mental models that allow organizations to outperform
competitors, delight customers, and extract maximum value from tools and suppliers.
Thornton’s insights have appeared in the Harvard Business Review (on IT strategy),
The Financial Times (on IT value creation), The Wall Street Journal (on the future of the
computer industry), the M.I.T. Sloan Management Review (on the future of marketing),
American Demographics (on the evolving demographics of Electronic Commerce), USA
simpler, smarter, safer, and faster
Today (on the future of the consumer electronics industry), Business Week (on the
future of CEO direct reports), and on National Public Radio (debating the future practice
of strategy with Professor Michael Porter). Thornton is a columnist at Computerworld,
CIO Decisions and has served as an advisor to the Founding Editors of Fast Company
Magazine.
Thornton May
Futurist & Executive Director
IT Leadership Academy
Follow Thornton on Twitter: @deanitla 12
©AIIM - aiim.orgAbout the Research
Collaborative Workspaces – making information work
As the non-profit association dedicated to nurturing, growing, and supporting the
information management and social business community, AIIM is proud to provide this
research at no charge. In this way, the entire community can leverage the education,
thought leadership, and direction provided by our work.
We would like this research to be as widely distributed as possible. Feel free to use this
research in presentations and publications with the attribution – © AIIM 2015, www.aiim.
org
Rather than redistribute a copy of this report to your colleagues, we would prefer that you
direct them to http://info.aiim.org/futureofecm for a free download of their own.
About AIIM’s Executive
Leadership Council
simpler, smarter, safer, and faster
In 2012, AIIM formed a think tank to define, discuss and offer directives on today’s
emerging issues in information management. This think tank is the Executive Leadership
Council (ELC).
The ELC brings together top thinkers, high performance practitioners and leaders in
information management for two theme-centric summits annually. Each summit creates
a shared space for dynamic conversations to determine the role of the information
management industry in a new era of business.
Want to Participate? 13
Details of the 2015 summit themes can be found at www.aiim.org/elc. Should you be
interested in learning more about participating in the Executive Leadership Council, please
contact Jessica Lombardo at jlombardo@aiim.org
©AIIM - aiim.orgThank you to our US Executive
Leadership Council Companies
Collaborative Workspaces – making information work
who underwrote this research:
simpler, smarter, safer, and faster
14
©AIIM - aiim.orgThank you to our EU Executive
Leadership Council Companies
Collaborative Workspaces – making information work
who underwrote this research:
simpler, smarter, safer, and faster
15
©AIIM - aiim.org© 2015 AIIM AIIM Europe 1100 Wayne Avenue, Suite 1100 Broomhall Business Centre Silver Spring, MD 20910 Worcester, WR5 2NT, UK +1 301.587.8202 +44 (0)1905.727.600 www.aiim.org www.aiim.org AIIM Executive Leadership Council www.aiim.org
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