Industry Watch

Delivering the priorities and opinions of AIIM’s 155,000 community

THE STATE OF INTELLIGENT

INFORMATION MANAGEMENT:
GETTING AHEAD OF THE DIGITAL
TRANSFORMATION CURVE

In Partnership with

© AIIM 2018 www.aiim.org AIIM Industry Watch page 1

ABOUT THE RESEARCH
About the Research
As the non-profit association dedicated to nurturing, growing and supporting the information management community, AIIM is proud to provide this research at no
charge to our members. In this way, the entire community can leverage the education, thought leadership and direction provided by our work. We would like these
research findings to be as widely distributed as possible.
Feel free to use individual elements of this research in presentations and publications with the attribution — “© AIIM 2018, www.aiim.org”. Permission is not given for
other aggregators to host this report on their own website.
Rather than redistribute a copy of this report to your colleagues or clients, we would prefer that you direct them to www.aiim.org/research for a download of their own.
Our ability to deliver such high-quality research is partially made possible by underwriters, without whom we would have to use a paid subscription model. For that, we
hope you will join us in thanking our underwriters:

M-Files Corporation
6400 International Parkway,
Suite 250 Plano, TX 75093, USA
q +1 972-516-4210
Fax: +1 972-516-4211
H www.m-files.com

© AIIM 2018 www.aiim.org AIIM Industry Watch page 2

 TABLE OF Industry Watch

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

PROCESS USED AND SURVEY DEMOGRAPHICS............................................................................4

ABOUT AIIM........................................................................................................................................................... 4
ABOUT THE AUTHOR.............................................................................................................................................. 4
ABOUT THE SURVEY................................................................................................................................................ 5

INTRODUCTION..........................................................................................................................6
KEY FINDINGS....................................................................................................................................................... 7

1. EVERY ORGANIZATION IS ON — OR SHOULD BE ON — A DIGITAL TRANSFORMATION

JOURNEY. THE HEART OF THIS TRANSFORMATION JOURNEY IS UNDERSTANDING,
ANTICIPATING, AND REDEFINING INTERNAL AND EXTERNAL CUSTOMER EXPERIENCES...................7
KEY FINDINGS — DIGITAL TRANSFORMATION......................................................................................................... 8

2. DIGITAL TRANSFORMATION EFFECTIVENESS IS IMPERILED

BY A RISING TIDE OF INFORMATION CHAOS AND CONFUSION....................................................9
KEY FINDINGS — RISING INFORMATION CHAOS.................................................................................................... 10

3. THE RISING TIDE OF INFORMATION CHAOS AND CONFUSION

IS CREATING A DEMAND FOR NEW INFORMATION MANAGEMENT
PRACTICES THAT EXTEND BEYOND TRADITIONAL ECM..................................................................11
KEY FINDINGS — A DEMAND FOR NEW APPROACHES.......................................................................................... 12

4. HOW ORGANIZATIONS DESCRIBE THESE NEW INFORMATION

MANAGEMENT PRACTICES IS STILL EVOLVING..............................................................................13
KEY FINDINGS — INDUSTRY TERMS........................................................................................................................ 14

5. AIIM BELIEVES THAT FOUR KEY INTELLIGENT INFORMATION MANAGEMENT PRACTICES

OR METHODOLOGIES — AND AN ASSOCIATED SET OF MODULAR AND CONFIGURABLE
TECHNOLOGY BUILDING BLOCKS — ARE CRITICAL TO DIGITAL TRANSFORMATION SUCCESS........15
KEY FINDINGS — IIM PRACTICES AND METHODOLOGIES....................................................................................... 15

6. THE SECRET SAUCE — INFORMATION MANAGEMENT MATURITY AND DIGITAL TRANSFORMATION

MATURITY ARE DIRECTLY TIED TO BUSINESS EFFECTIVENESS AND PROFITABILITY.................................17
KEY FINDINGS....................................................................................................................................................... 17

SOME FINAL THOUGHTS..............................................................................................................18

DEVELOPED IN PARTNERSHIP WITH:..............................................................................................20
M-FILES................................................................................................................................................................. 20

3 page © AIIM 2018 www.aiim.org AIIM Industry Watch

Process Used and Survey Demographics
About AIIM

Here at AIIM, we believe that information is your most important asset and
we want to teach you the skills to manage it. We’ve felt this way since 1943,
back when this community was founded.
Sure, the technology has come a long way since then and the variety of
information we’re managing has changed a lot, but one tenet has remained
constant. We’ve always focused on the intersection of people, processes,
and information. We help organizations put information to work.
AIIM is a non-profit organization that provides independent research, training,
and certification for information professionals. Visit us at www.aiim.org.

About the author

John Mancini
Chief Evangelist and Past
President of AIIM

John Mancini is the Chief Evangelist and Past President of AIIM. He is a

well-known author and speaker on information management and digital
transformation.
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 (http://info.aiim.org/digital-landfill), has more
than 11,000 Twitter followers and a Klout score in the 60s. He has published
more than 25 e-books, the most recent being:
n 2017: A Digitally “Transformative” Year
n Digital Preservation — Is Your Current Approach to Managing
Long-Term Digital Information Failing the Business?
n Information Privacy and Security: GDPR is Just the Tip of the
Iceberg
n From ECM to Intelligent Information Management
n 10 Strategies to Navigate the Shift from ECM to Content
Services

© AIIM 2018 www.aiim.org AIIM Industry Watch page 4

 How many employees are there in your
organizaon?
organizaon?

About The Survey

Small
19%
Small
<10 employees excluded 19%

<10 employees excluded

Small = 10-100 Large
Small = 10-100 43%
Medium = 100-1000 Large
We greatly value our objectivity and independence as a non-profit industry association. The results of the survey and the market commentary
43% made in this report are
independent of any bias from the vendor community. Medium = 100-1000
Large = >1000
Large
The survey was taken using a web-based tool. Invitations to take the survey were sent via email to a broad = >1000
base of names associated with AIIM and thereby interested in
some way with information and content management, but not necessarily AIIM members. The link was also posted in a variety of social media outlets.
Medium
A total of 366 individuals participated in the survey, with demographics as follows: 38%
Medium
38%

Core Demographics
Core Demographics --
-- Role
Role Core Demographics -- Geography
Core Demographics -- Geography
Which opon best describes your role in your organizaon? In which country or region are you located?
Which opon best describes your role in your organizaon?
Other
Other
In which country or region are you located?
11% ROW
Project 11%
Project LOB - C-Suite & 18%
ROW
Management
Management LOBDirector
- C-Suite &
6% 18%
6% Director
30%
30%
Markeng &
Markeng
Sales &
30% LOB
30% LOB types,
types, 17%
17% Sales
7%
7% 50% of parcipants from
Records, 15% IT, 14% DM
Records, 15% IT, 14% DM 50% of parcipants from North
outside North America. America
and CM
and CM outside North America.
North
50%
America
DM & CM 50%
DM14%
& CM
14%
EMEA
32%
EMEA
RM & Archive
RM &17%
Archive 32%
IS/IT 17%
IS/IT
15%
15%

Core Demographics
Demographics --
-- Company
Company Size
Size Core Demographics – Industry Segment
Core Core Demographics – Industry Segment
Which of the following best describes your industry sector?
How many employees are there in your Which of the following best describes your industry sector?
How many employees are there in your
organizaon?
organizaon? Other, 16%

Small Other, 16%

Small Technology, 28%
19%
19%
Largest segments in Manufacturing, Technology, 28%
<10 employees
employees excluded
excluded Largest
<10 survey segments in 5%
Technology, Manufacturing,
5%
Small == 10-100
Small 10-100 Large survey Technology,
Government, Educaon, Professional
Large Services, 6%
Medium == 100-1000
100-1000
43%
43% Government,
Finance, Educaon,
Insurance, Oil &
Professional

Medium Finance, Insurance, Oil &

Services, 6%

Large == >1000
>1000 Gas Oil & Gas &
Ulies, 6%
Large Gas Oil & Gas &
Ulies, 6%

Financial
Medium Services, 13% Government &
Medium Financial Educaon, 26%
38% Services, 13% Government &
38% Educaon, 26%

Core Demographics
Core Demographics --
-- Geography
Geography
In which country or region are you located?
In which country or region are you located?
5 page © AIIM 2018 www.aiim.org AIIM Industry Watch
ROW
ROW
18%
18%
the state of intelligent information management
3. The rising tide of information chaos and confusion is creating a demand
Introduction for new information management practices that extend beyond
traditional ECM.
As everyone knows by now, the past year has been a year of change for the 4. How organizations describe these new information management
Information Professionals who are entrusted with managing an organization’s practices is still evolving.
digital assets. Information is cascading down upon every organization in
unprecedented volumes and forms, challenging traditional and manual 5. AIIM believes that four key Intelligent Information Management practices
concepts of records management and information stewardship. This or methodologies — and an associated set of modular and configurable
information tsunami is happening at the very time that the value of these digital technology building blocks — are critical to Digital Transformation success:
assets is more mission-critical than ever.
a. Modernizing the information toolkit.
Every organization — regardless of industry — is now a technology organization.
b. Digitalizing core organizational processes.
But rising information chaos is a very real and strategic threat to the ability of
organizations to succeed, or even survive. c. Automating compliance & governance.
Amidst all of this change, AIIM reached the conclusion three years ago d. Leveraging analytics & machine learning.
that “ECM” or “Enterprise Content Management” was no longer a sufficient
description of all of the things that organizations are now doing with content The secret sauce in all of this — Information Management maturity and Digital
and information, not to mention all of the new things they need to do in order Transformation maturity are directly tied to Business Effectiveness and Profitability.
to stay viable. Now is not the time to wait on your Digital Transformation initiative. IIM practices
and methodologies are critical to your success.
AIIM has long viewed “ECM” as more of a verb (something organizations do)
than a noun (a characterization of a market segment), but in the long run, the
definition of ECM became more associated with the latter than the former.
AIIM believes that “Intelligent Information Management” is a better “verb” to
describe what organizations are trying to “do” with content and information
than ECM. IIM is not a technology segment. It is not — and should not – ever
be a “wave” or a “magic quadrant.” It is not a replacement for ECM or for the
latest relabeling of ECM, Content Services.
In February, 2018 we set out to quantify what organizations thought of
“Intelligent Information Management,” how they see the relationship between
IIM and Digital Transformation, and where they are on both their Digital
Transformation journeys and their plans for the underlying technologies that fuel
core IIM practices and methodologies. Here’s what we discovered:

1. Every organization is on — or should be on! — a Digital Transformation

journey. The heart of this Transformation journey is understanding,
anticipating, and redefining internal and external customer
experiences.
2. Digital Transformation effectiveness is imperiled by a rising tide of
information chaos and confusion.

© AIIM 2018 www.aiim.org AIIM Industry Watch page 6

 the state of intelligent information management
1. Every organization is on — or should be on —
a Digital Transformation journey. The heart of
this Transformation journey is understanding,
anticipating, and redefining internal and
external customer experiences.
We are in the midst of a third wave of technology disruption, driven by
the explosion of data and advances in artificial intelligence and machine
learning. In response, organizations are realizing that a Digital Transformation
is necessary.
Most organizations and departments have a mandate to continuously
improve operations. A conventional change agenda involves better tools
and technology, better behaviors, and better processes, all focused on
generating better efficiencies and improved productivity.

Key Findings
n Over 53% of organizations are “living on the edge” in terms of a
potential serious disruption in their business model. “The main problem is that digital
transformation is a veneer on top of
n 81% of organizations believe that “Digital Transformation” is
“important” OR “very important” to their organization.
existing systems. The system and process
architecture needs to be re-examined and
n Only 20 months from 2020, less than 1 in 5 organizations are near thought put into processes for very real
where they want to be re the core Transformation challenge of
“understanding, anticipating, and redefining internal and external
continuous improvement. Unfortunately,
customer experiences.” most companies only pay lip service.”
We are in one of those rare times in history — usually just once in a
generation — when BOTH business models and core technology
assumptions are in a state of flux. I can recall only two previous times in
recent memory this has happened.
Ultimately, AIIM believes Digital Transformation is more than conventional
The first wave was driven by the first decentralization of computing change. Digital Transformation is about doing things differently — and
technology, driven by Moore’s Law. It’s easy to forget that in 1980, the doing different things as well. And different not just for the sake of being
IBM Personal Computer was still a year away. Microsoft was a $7 million different, but in support of the key strategic objectives facing every
company with 40 employees. Mark Zuckerberg wasn’t even a glimmer in organization in the age of digital disruption.
anyone’s eye and wouldn’t appear on the scene for another four years. Go
What is needed is a fundamental re-examination of customer journeys
down through the Fortune 500 list from 1980, and it is eye-opening how few
by understanding, anticipating, and redefining internal and external
technology companies are on that list — and how many of them are no
customer experiences.
longer around.
The second wave of disruption occurred as web-based technology
innovations and mobile innovations were translated into practical business
models. The real winners in this wave were not the initial technology
innovators, it was those who used these massively connected networks to
create new value. Again, a lot of new players on both the user and vendor
sides. And a lot of departures.

7 page © AIIM 2018 www.aiim.org AIIM Industry Watch

 important” to their
organizaon. important 31%

KEY Findings - DIGITAL TRANSFORMATION very important 50%

Impact of Rapid Technology Change on Core

Business Models Current Status of Digital Transformaon iniaves
Relave to where you want to be by 2020, where are you in
My organizaon is concerned that we Only 20 months from your overall Digital Transformaon Journey to
could face serious disrupon of our 2020, less than 1 in 5 "understanding, ancipang, and redefining internal and

Impact of Rapid Technology Change on Corebusiness model in the next 2 years.

organizaons are near
external customer experiences"?

Business Models
Over 53% of
Completely disagree 6%
where they want to be re we're there! 4%
organizaons are “living the core Transformaon 75% there 15%
on the edge” re a Mydisagree
Somewhat organizaon is concerned that
22% we challenge of
potenal serious could face serious disrupon of our “understanding, 50% there 27%
disrupon in their No opinion model in the next 220%
business years. ancipang, and 25% there 29%
business model.
Over 53% of redefining internal and
Somewhat
Completely agree
disagree 36% planning, but haven't started 22%
organizaons are “living 6% external customer
on the edge” re a Completely
Somewhat agree
disagree 17% 22% experiences.” don't care 3%
potenal serious
disrupon in their No opinion 20%
business model.
Digital Transformaon -- Hype or Reality?
Somewhat agree 36%

Completely
Rateagree 17%
the overall importance of Digital
Transformaon to your organizaon.

Digital
81% ofTransformaon
organizaons -- important
not Hypeator all Reality?
2%
believe that “Digital
Transformaon” is somewhatRate the overall importance
important 17% of Digital
“important” OR “very Transformaon to your organizaon.
important” to their
important
81%organizaon.
31%
of organizaons not important at all 2%
believe that “Digital
Transformaon” is very important
somewhat important 17%
50%

“important” OR “very
important” to their
organizaon. important 31%

Current Status of Digital Transformaon iniaves

very important 50%
Relave to where you want to be by 2020, where are you in
Only 20 months from your overall Digital Transformaon Journey to
"understanding, ancipang, and redefining internal and
2020, less than 1 in 5 external customer experiences"?
organizaons are near
Current
where theyStatus
want toofbe Digital
re Transformaon
we're there! iniaves
4%
the core Transformaon 75% there 15%
Only challenge
20 monthsoffrom
Relave to where you want to be by 2020, where are you in
your overall Digital Transformaon Journey to
50%ancipang,
there © AIIM 2018 www.aiim.org AIIM Industry Watch page 8
“understanding,
2020, less than 1 in 5 "understanding, 27%
and redefining internal and
external customer experiences"?
ancipang, and 25% there 29%
 the state of intelligent information management
2. Digital Transformation effectiveness is
imperiled by a rising tide of information
chaos and confusion.
Key Findings
n Despite major improvements in information management
capabilities over the past 10 years, organizations have only
marginally kept pace with the new wave of “Big Content”
challenges.
n The average number of content systems in use continues to rise;
the average number of systems has grown by nearly 30% over the
past 5 years.
n While most organizations continue to increase the number of
content systems they use, a rising portion of critical business content
(now 54%) remains OUTSIDE those content management systems.
n Progress is being made when it comes to managing specific types
of information — except when it comes to scanned documents;
perhaps a reflection of growing multi-channel challenges.
n Little has changed over the past decade in the tightrope act that
organizations feel they must walk between supporting the business
and protecting the business.
“Internal competition, significant
prior investments, and organizational
inertia continue to block adoption of
technologies.”
9 page © AIIM 2018 www.aiim.org AIIM Industry Watch
AIIM believes that information is the currency that fuels an organization.
As such, it is an organization’s most important asset. At the very time that
information assets are increasingly important, our ability to manage them
is eroding due to the exploding volumes, variety, complexity, and velocity
of information coming into our organizations. Addressing “Big Content”
and the rising tides of information chaos is a prerequisite to solving the
Digital Transformation puzzle.
“Our technology and business divisions
have poor communication, leading to
repeated failures in new initiatives. Things
have stayed the same over the last few
years and we keep working in this never
ending cycle.”
At best, organizations have been able to keep pace with this rising tide; at
worst, they are falling behind and putting their long-term survival at risk. Despite
rapidly improving technology tools, organizations are realizing that information
is coming into their organizations more quickly than it can be intelligently
managed, and they quickly realizing that something needs to change — and
that something is not just technology.
“This is going to be a long and slow
journey.”
 40% 10.1% 8.6%
(now 54%)
OUTSIDE remains
those content 60%
50% 12.7%
10.8% 9.8%
11.6%

KEY Findings - Rising Information Chaos OUTSIDE thosesystems.

management content
management systems.
70%
60%
80%
70%
90%
80%
90%
Average %
Average %
14.6%
12.7%
12.3%
14.6%
13.6%
12.3%
13.6%
54.4
54.4
13.1%
9.8%
10.1%
13.1%
16.9%
10.1%
16.9%
53.5
53.5

Informaon Growth vs. Capability Improvements Managing Specific Types of Informaon

Informaon Growth vs. Capability Improvements Managing Specific Types of Informaon
How well managed are the following types of informa’on in your
On a scale of 1 (TERRIBLE) to 10 (EXCELLENT), please rate the organiza’on?
How well managed are the following types of informa’on in your
Informaon Growth vs. Capability Improvements
Despite major
overall
On effecveness
a scale
controlling
overall
of your
of 1 (TERRIBLE)
and ulizing
effecveness
organizaon
to 10
electronic
of your
in managing,
(EXCELLENT),
informaon.
organizaon
please rate the
in managing, Progress is being made
organiza’on?
% "chaoc" or "somewhat unmanaged" 2018 2013 change
Despite major in
improvements controlling and ulizing electronic informaon.
Progress %Paper records
"chaoc" or "somewhat unmanaged" 2018 23% 201330% change7%
2018 2008 when is being made
it comes to
improvements
informaon in On a scale of 1 (TERRIBLE) to 10 (EXCELLENT), please rate the
when itspecific
comes to
Scanned
Paper documents
records 35%
23% 32%
30% -4%
7%
1=terrible 2018
2.5%
overall effecveness of your organizaon in managing,
2008
1.5% managing types Office documents
Scanned documents (Word, Excel, etc.) 44% 55% 11%
informaon
management capabilies
Despite major 1=terrible
2 2.5%
3.6% 1.5%
5.5% managing specific types
35% 32% -4%
controlling and ulizing electronic informaon. of informaon – except Designdocuments
Office files/IP-assets
(Word, Excel, etc.) 39%
44% 40%
55% 1%
11%
management
over the pastcapabilies
improvements 10 years,
in 23 3.6%
15.3% 5.5%
13.0%
of informaon – except
Faxes files/IP-assets
Design 44% 59% 15%
34 2018
15.3% 2008
13.0% when it comes to 39% 40% 1%
over the past 10
organizaons
informaon years,
have only
13.7% 15.2%
when itdocuments;
comes to
Emails
Faxes 45%
44% 53%
59% 9%
15%
1=terrible
45 2.5%
13.7%
12.3% 1.5%
15.2%
18.7% scanned Instant messages
Emails 62% 74% 12%
organizaons
marginally kept
management havepace
only
capabilies 26 3.6% 5.5% scannedadocuments;
45% 53% 9%
5 12.3%
20.0% 18.7%
19.8% perhaps reflecon of Historical
Instant Web content
messages 59%
62% 69%
74% 11%
12%
marginally
withthe
over kept
thepast
new 10 paceof
wave
years, 37
6 15.3%
20.0% 13.0%
19.8% perhaps
External social posts 50% 73% 22%
18.6% 15.9%
growing amul-channel
reflecon of Historical Web content 59% 69% 11%
with“Big
the new
organizaons waveonly
Content”
have of 48
7 13.7%
18.6%
10.7% 15.2%
15.9%
7.0%
growing mul-channel
External social posts
Internal social posts 52%
50% 69%
73% 17%
22%
59 12.3% 18.7% challenges. Photo images
Internal social posts 53% 59% 6%
“Big Content”
challenges.
marginally kept pace
8
610 = excellent
10.7%
1.6%
20.0%
7.0%
2.5%
19.8% challenges. Video/CCTV
Photo imagesfiles
52%
55%
53%
69%
64%
59%
17%
8%
6%
9 1.6%
1.6% 2.5%
0.8%
challenges.
with the new wave of 7 = excellent
10 18.6%
1.6% 15.9%
0.8%
Voice/phonefiles
Video/CCTV call records 59%
55% 67%
64% 8%
8%
Voice/phone call records
“Big Content” 8 10.7%
5.39 7.0%
5.23 59% 67% 8%
9 1.6%
5.39 2.5%
5.23
challenges. 10 = excellent
Understanding rising content sprawl 1.6% 0.8% Access vs. Control
Understanding rising content sprawl 5.39 5.23
Access vs. Control
How many different Content Management/DM/RM On a con’nuum from 1 ("we're completely focused on CONTROL
issues") to 7 ("we're
fromcompletely focused onfocused
ACCESS on issues"), where
Understanding rising content sprawl suppliers/systems
How many differentdoes yourManagement/DM/RM
Content organizaon currently use?
suppliers/systems does your organizaon currently use?
On a con’nuum
on the following
issues") scale
to 7 ("we're
1 ("we're completely
does yourfocused
completely organiza’on
CONTROL
strike issues"),
on ACCESS this balance?
where
The average number of 2018 2013
Li–le has changed over on the following scale does your organiza’on strike this balance?
How many different Content Management/DM/RM Li–le has decade
changedinover 2018 2008
The average
content number
systems of
in use None
suppliers/systems 2018
4.2%currently use?
does your organizaon 2013
4.9% the past the 1 = 100% control 2018
1.9% 2008
1.5%
content systems
connues in the
to rise; use None
1 system 4.2%
13.5% 4.9%
20.7% the’ghtrope
past decade in the
act that 1 = 100% control 2 1.9%
11.3% 1.5%
7.6%
12system 13.5% 20.7%
connues
Theaverage tonumber
rise; the
averagenumber ofof
systems
23systems
systems
29.3%
2018
29.3%
17.5%
28.4%
2013
28.4%
20.5%
’ghtrope act
organiza’ons that
feel they 23 11.3%
19.8% 7.6%
22.8%
average
systems
content number
has
systemsgrownin ofby
use None
34systems
systems 4.2%
17.5%
11.6% 4.9%
20.5%
7.7% organiza’ons feel they
must walk between 34 19.8%
31.9% 22.8%
38.3%
systems
nearly 30%
connues hastogrown
over
rise; by
thethe
past 15systems
4 system
systems 13.5%
11.6%
6.5% 20.7%
7.7%
8.7% must walkthe
supporng between
business 45 31.9%
23.9% 38.3%
20.1%
nearly 30% over theof past 26systems
5 systems 29.3%
6.5% 28.4%
8.7%
5 years.
average number systems
37-10
6 systems
systems
3.4%
17.5%
3.4%
1.5%
20.5%
1.5%
supporng the
and protecngbusiness
the 56 23.9%
9.6% 20.1%
8.9%
systems5 has
years. systems 6.2% 3.6%
grown by 4More
systems
7-10 systems
than 10 systems 11.6%
6.2%
7.9% 7.7%
3.6%
4.1% and protecng
business. the 7 = 100% access 6 9.6%
1.7% 8.9%
0.8%
nearly 30% over the past 5 systems
More than 10 systems 6.5%
7.9% 8.7%
4.1% business. 7 = 100% access 1.7% 0.8%
6 systems 3.4% 1.5%
5 years. 7-10 systems
3.94
6.2%
3.14
3.6%
4.00 3.98
3.94 3.14 4.00 3.98
More than 10 systems 7.9% 4.1%
Content integraon remains a challenge.
Content integraon remains a challenge. 3.94 3.14
What proporon of your unstructured content and informaon
(excluding emails) would you say is stored in enterprise
What proporon of your unstructured content and informaon systems
Content integraon remains a challenge.
(ERP, HR, Finance,
(excluding
OF inHR,
a Content
CRM, Project
emails) would you sayManagement,
Finance,Management/DM
LOB, etc.)
is stored in enterprise
system(s) --LOB,
INSTEAD
systems
and etc.)
is notINSTEAD
accessible
While most (ERP,
through your
CRM, Project Management,
Content Management/DM
OF in a Content Management/DM system(s) -- and
system(s)? is not accessible
While most
organizaons connue What proporon of your unstructured content and informaon
through your Content Management/DM system(s)?
(excluding emails) would you say is stored in enterprise systems2013
2018
organizaons
to increase theconnue
number (ERP,
0%HR, Finance, CRM, Project Management,2.8% LOB, etc.) INSTEAD
2018 2013
2.7%
to
of increase
content the
Whilesystems
mostnumber
they OF0%in a Content Management/DM system(s)
10% 2.8%
5.4%
-- and is not accessible
2.7%
6.8%
through your Content Management/DM system(s)?
of content
use, systems
a rising
organizaons poron they
connue of 10%
20% 5.4%
7.6% 6.8%
8.3%
use, a rising poron of 20%
30% 2018
7.6%
10.1% 2013
8.3%
12.2%
crical
to business
increase the content
number 0%
30%
40% 2.8%
10.1%
10.1% 2.7%
12.2%
8.6%
crical
(nowbusiness
of content 54%) content
remains
systems they 10%
40%
50% 5.4%
10.1%
10.8% 6.8%
8.6%
11.6%
(now
OUTSIDE
use, 54%) remains
those
a rising content
poron of 20%
50%
60% 7.6%
10.8%
12.7% 8.3%
11.6%
9.8%
OUTSIDE
management
crical thosesystems.
business content
content
30%
60%
70% 10.1%
12.7%
14.6% 12.2%
9.8%
13.1%
40%
70%
80% 10.1%
14.6%
12.3% 8.6%
13.1%
10.1%
management systems.
(now 54%) remains 50%
80%
90% 10.8%
12.3%
13.6% 11.6%
10.1%
16.9%
OUTSIDE those content 60%
90% 12.7%
13.6% 9.8%
16.9%
70%
Average % 14.6%
54.4 13.1%
53.5
management systems. 80%
Average % 12.3%
54.4 10.1%
53.5
90% 13.6% 16.9%
Managing Specific Types of Informaon
Managing Specific Types of%Informaon
Average 54.4 53.5
How well managed are the following types of informa’on in your
organiza’on?
How well managed are the following types of informa’on in your
Managing Specific Types of Informaon
organiza’on?
% "chaoc" or "somewhat unmanaged" 2018 2013 change
Progress is being made
Progress
when isit being
comesmade
to
%Paper
"chaoc"
How well
Paper
or "somewhat unmanaged"
records
managed
2018 23%201330%change 7%
documentsare the following types of informa’on
records
Scanned in your 7% © AIIM 2018 www.aiim.org AIIM Industry Watch page 10
23%
35% 30%
32% -4%
when it specific
managing comes totypes
organiza’on?
Scanned documents(Word, Excel, etc.)
Office documents 35%
44% 32%55% -4%
11%
Office
%Designdocuments
files/IP
"chaoc" (Word, Excel,
or "somewhat etc.)
unmanaged" 2018 2013 change
 the state of intelligent information management
3. The rising tide of information chaos and
confusion is creating a demand for new
information management practices that
extend beyond traditional ECM.
Key Findings
n In just three years, we’ve moved beyond the cloud “tipping point.”
Even for organizations that were initially skeptical, for over 8 in 10
organizations, cloud capabilities are now a key part of the solution.
n For 70% of organizations, the monolithic model of the ECM era has
been replaced by a desire to consume content capabilities as
needed — i.e., content services.
n 92% of organizations believe that something needs to change and
that they must modernize their information management strategy.
n Pricing and purchase models are changing dramatically from
CAPEX to OPEX — 57% of organizations prefer subscription pricing
models.
n There is a big opening for a redefined capture industry —
reinvented beyond “scanning.”
n 86% see failure to digitize and standardize (and automate!)
business inputs as a key transformation bottleneck.
“Stuff is all over the place with minimal focus on
official records.”
It is becoming increasingly clear that traditional approaches to information
management will not be sufficient to address the rising tide of information
chaos, putting Digital Transformation initiatives in great peril.
11 page © AIIM 2018 www.aiim.org AIIM Industry Watch
“I think anything with the word Management in it
is outdated. The world today is about dynamism
and agility, and ‘management’ sounds so 20th
century. I don’t care where and how content is
managed, I am interested in how it is leveraged
and insight derived from it.”
Organizations need to do so much more than just capture documents
and information.
• They need to ingest and understand information of ALL sorts as early
as possible into business processes, and standardize and automate
these processes.
• They need to extract insight from this exploding volume of information
and prepare for the era of machine processing and artificial
intelligence.
• They need to develop policies and automated processes to dispose
of information without business value.
• They need to take as much of the human element as possible out of
governance by first converting everything to digital form (i.e., tackling
the paper problem head-on) and then by applying semantic and
auto-classification technologies.
• And lastly, they need the flexibility to do all of this on-premises, in the
cloud, in a hybrid approach or in whatever combination they choose.
Legacy content management technologies were remarkably successful
in automating the first tier of information challenges — automating mission
critical, document-intensive, large scale processes. This set of capabilities
came to be known as Enterprise Content Management, or ECM. As the
nature of the challenge has changed, we first tried to adapt these legacy
approaches to a new set of problems. By and large, that hasn’t worked,
creating a need to adopt new ways of thinking about how to manage the
information and content at the heart of our business processes.
“Processes that have been developed using
recent technologies are okay. Processes that
rely on old technologies are inefficient and non-
compliant.”
 informaon
informaon
managementstrategy.
management strategy.

KEY Findings - A Demand For New Approaches

Somewhatagree
Somewhat agree 28%
28%

Completelyagree
Completely agree 64%
64%

Status of
Status of Transion
Transion to
to the
the Cloud
Cloud Evoluon of
Evoluon of soware
soware purchase
purchase models
models
IN GENERAL,
IN
IN GENERAL, in
GENERAL, in which
in which direcon
which direconare
direcon are your
are your
your Weprefer
We preferaasubscripon
subscriponmodel
model(operang
(operang
organizaon'sdelivery/deployment
organizaon's
organizaon's delivery/deployment
delivery/deployment expense)to
expense) topay
payfor
forso’ware
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vs.aalicense
license
In just
In just 333 years,
years, we’ve
we’ve methodsfor
methods
methods for informaon
for informaonmanagement
informaon management
management model(capital
model (capitalexpense).
expense).
In just years, we’ve changing over the next 12 months? Pricingand
Pricing andpurchase
purchase
moved beyond
moved beyond the the cloud
cloud changing
changing over the next 12 months?
over the next 12 months?
moved beyond the cloud modelsare
models arechanging
changing
“pping point.”
“pping
“pping point.” Even
point.” Even for
Even for
for
Completelydisagree
Completely disagree 3%
3%
organizaons that
organizaons that were
were Moving towardsoutsourcing
Moving
Moving towards
outsourcing
towards outsourcing 4%
4%
4% dramacallyfrom
dramacally fromCAPEX
CAPEX
organizaons that were toOPEX
to OPEX––57%
57%ofof Somewhatdisagree
Somewhat disagree 16%
16%
inially skepcal,
inially
inially skepcal, for
skepcal, for 888 in
for in
in Moving towardsaahybrid
Moving
Moving towards
hybrid of
towards a hybrid of
10
10 organizaons,
organizaons, cloud
cloud cloud andon-premise
cloud on-premise
of 48%
48%
48% organizaonsprefer
organizaons prefer
10 organizaons, cloud cloud and
and on-premise Noopinion
No opinion 24%
24%
capabilies are
capabilies are now
now aaa subscriponpricing
subscripon pricing
capabilies are now Moving towardson-premise
Moving
Moving towards
on-premise 12%
12% models.
models.
key
key part
part of
of the
the soluon.
soluon.
key part of the soluon.
towards on-premise 12% Somewhatagree
Somewhat agree 39%
39%

Moving towardsthe
Moving the cloud 36%
Moving towards
towards the cloud
cloud 36%
36% Completelyagree
Completely agree 18%
18%

Changes in
Changes in how
how content
content capabilies
capabilies are
are ulized
ulized
Informaon chaos
Informaon chaos needs
needs to
to be
be tackled
tackled at
at its
its origins.
origins.
Our organizaon
Our
Our organizaonwants
organizaon wants to
wants to pick
to pick only
pick only the
only the
the
informaoncapabilies
capabilies we
weneed
need for
for each
each Digizingand
Digizing andstandardizing
standardizingbusiness
businessinputs
inputs
informaon
informaon capabilies we need for each
processor
orapplicaon.
applicaon.
Thereisisaabig
There bigopening
opening isisone
oneof
ofthe
thekey
keybo¤lenecks
bo¤lenecksfor
forDigital
Digital
For 70%
For
For 70% of
70% of organizaons,
of organizaons,
organizaons, process
process or applicaon. foraaredefined
for redefinedcapture
capture Transformaon.
Transformaon.
the
the monolithic
the monolithic model
monolithic model
model industry----reinvented
industry reinvented
Completely disagree
Completely 1%
characterisc of
characterisc of the
the ECM
ECM Completely disagree
disagree 1%
1%
characterisc of the ECM beyond“scanning.”
beyond “scanning.” Completelydisagree
Completely disagree 2%
2%
era has
era
era has been
has been replaced
been replaced by
replaced by
by Somewhat disagree
Somewhat 14%
Somewhat disagree
disagree 14%
14% 86%see
86% seefailure
failureto
to
aaa desire
desire to
to consume
consume
desire to consume
Somewhatdisagree
Somewhat disagree 7%
7%
content capabilies
content capabilies as as No opinion 15% digizeand
digize andstandardize
standardize
content capabilies as No
No opinion
opinion 15%
15%
(andautomate!)
automate!)
needed
needed –
– i.e.,
i.e., content
content (and Noopinion
No opinion 6%
6%
needed – i.e., content businessinputs
inputsasasaakey
key
services.
services. Somewhat agree
Somewhat
Somewhat agree
agree 50%
50% business
services. 50%
Transformaon
Somewhatagree
Somewhat agree 40%
40%
Transformaon
Completely agree 20%
Completely
Completely agree
agree 20%
20% bo¤leneck.
bo¤leneck. Completelyagree
Completely agree 46%
46%

Understanding the
Understanding the core
core instability
instability in
in informaon
informaon
management pracces.
management pracces.
Our informaon
Our
Our informaonmanagement
informaon managementstrategy
management strategy
strategy
needsto
needs
needs to be
to be modernized
be modernizedto
modernized to meet
to meet modern
meet modern
modern
problems.
problems.
problems.
92% of
92%
92% of organizaons
of organizaons
organizaons
believe that
believe
believe that something
that something
something Completely disagree
Completely
Completely disagree
disagree 1%
1%
1%
needs
needs to change
needs to change and
to change and
and
that they
that
that they must
they must
must
Somewhat disagree
Somewhat
Somewhat disagree
disagree 5%
5%
5%
modernize their
modernize
modernize their
their No opinion
No 2%
informaon No opinion
opinion 2%
informaon
informaon
2%
management strategy.
management
management strategy.
strategy. Somewhat agree
Somewhat 28%
Somewhat agree
agree 28%
28%

Completely agree
Completely 64%
Completely agree
agree 64%
64%

Evoluon of
Evoluon of soware
soware purchase
purchase models
models
© AIIM 2018 www.aiim.org AIIM Industry Watch page 12
Weprefer
We
We preferaaa subscripon
prefer subscriponmodel
subscripon model(operang
model (operang
(operang
 the state of intelligent information management
4. How organizations describe these new
information management practices is
still evolving.
Key Findings
n A lot of ambivalence exists about whether ”Content Services” is
a better term than ”ECM” — only 41% think it’s an improvement.
Perhaps users knew all along ECM was something you do rather than
a market segment.
n Despite newness of the term, Intelligent Information Management
seems to strongly resonate with 67% of end users — not as a
market segment, but as a description of set of best practices and
methodologies key to Transformation.
n 72% of organizations believe IIM a more useful term than Content
Services — although to be fair, IIM describes a set of practices and
methodologies, Content Services describes a market segment.
HELPFUL IN INTERNAL POSITIONING?
“I really like the new term. It reflects the current
AI hype which serves to catch the attention of the
executive sponsor who really needs to embrace
information management in an organization.”
As time goes on, content management and information management
capabilities are going to be viewed much less as a monolithic “solution”
and much more as a set of capabilities that will be consumed in a more
modular fashion — tied to the needs of specific business processes. As content
intersects with all line-of-business operations, its role is no longer confined to an
isolated, centralized archive for compliance purposes, where ”content goes
to die.” This is the world that Gartner now calls Content Services, and this is a
perfectly good description of the evolution of the market segment that we’ve
called ECM for the past 15 years.
13 page © AIIM 2018 www.aiim.org AIIM Industry Watch
A CAVEAT
“I think the term is OK from a goal-setting perspective.
But the term doesn’t fully communicate the challenges
that have been and will continue to be faced when
trying to move any organization towards a more
digital information management system.”
What organizations are doing with content and information has outgrown
the traditional definitions. We need a new framework to think about the
information management practices and methodologies that are critical to
Digital Transformation and to meeting the challenge of radically redefining
experiences with customers, employees, and partners. We need a new way to
talk about what organizations are doing with content and information, and how
they are doing it.
SOME SKEPTICS
“IIM is a mouthful and feels like another buzzword.”
“What’s next? Hyper Information Management?”
“I don’t see many people wanting to do “Stupid
Information Management”
AIIM calls these practices and methodologies Intelligent Information
Management, and it is intentionally a broad term. It is not a market segment,
but rather a description of a set of practices and methodologies. ECM
at its core was a verb — something you “do” — rather than a noun — a
shorthand for a technology segment, and that’s how we should view Intelligent
Information Management.
“It moves information professionals away from
being the janitors of information to a more
value-based approach.”
 methodologies key to

KEY Findings - Industry Terms Transforma‡on. don't like it 6%

Industry terms oen more important to the sell-side Organizaons seem to want a bigger “story” of what
than the buy-side. their informaon management strategies are about
Content Services is a be er industry term Intelligent Informa‡on Management is a
A lot of ambivalence than Enterprise Content Management. be er industry term than Content Services.
about whether ”Content 72% of organiza‡ons
Industry
Services” istermsa be eroen
term more
Completelyimportant
disagree to10%the sell-side believe IIM a more Completely disagree 7%
than the buy-side.
than ”ECM”– only 41% useful term than Content
think it’s an Somewhat disagree 29% Services – but to be fair, Somewhat disagree 10%

improvement – perhaps Content Services is a be er industry term IIM describes a set of

Ausers
lot ofknew
ambivalence
all along
No opinion
than 19%
Enterprise Content Management. pracces and No opinion 10%

about
ECM was whether ”Content
something you methodologies, Content
Services”
do ratheristhana be er Somewhat
term Completely
a market
agree
disagree 10% 26% Services describes a Somewhat agree 34%

than ”ECM”–
segment.only 41% market segment.
Completely
Somewhat agree
disagree 15% 29% Completely agree 38%
think it’s an
improvement – perhaps
No opinion 19%
users knew all along
Userwas
ECM recepvity
something you to IIM Somewhat agree 26%
do rather than a market
segment. Completely agree 15% Informa‡on
Do you think the term "Intelligent
Despite newness of the Management" is a good descrip‡on of the prac‡ces
term, Intelligent and methodologies key to Digital Transforma‡on?
Informa‡on
User recepvity
Management seemsto to IIM great 28%

strongly resonate with good 39%

67% of end users – not Do you think the term "Intelligent Informa‡on
Despite
as a market newness of the
segment, but Management"
OK is a good descrip‡on
18% of the prac‡ces
term, Intelligent
as a descrip‡on of set of and methodologies key to Digital Transforma‡on?

bestInforma‡on
prac‡ces and can live with it 9%
great 28%
Management
methodologies seems to
key to
strongly resonate with
Transforma‡on. don't like it
good
6%
39%
67% of end users – not
as a market segment, but OK 18%
as a descrip‡on of set of
best prac‡ces and can live with it 9%
Organizaons
methodologies key seem
to to want a bigger “story” of what
their Transforma‡on.
informaon management don't like it
strategies
6%
are about
Intelligent Informa‡on Management is a
be er industry term than Content Services.
72% of organiza‡ons
Organizaons seem toCompletely
believe IIM a more wantdisagree
a bigger 7%“story” of what
useful
their term than Content
informaon management strategies are about © AIIM 2018 www.aiim.org AIIM Industry Watch page 14
Services – but to be fair, Somewhat disagree 10%
 the state of intelligent information management Relave importance of IIM pracce areas
Looking out over the next 12 months, please rank the
HOW? The “how” of IIM are the technology building blocks of
relave importance that
eachallow
of the usfollowing broad IIM
5. AIIM believes that four key Intelligent to operationalize IIM. Increasingly, organizations
praccesare realizing that
and methodologies to in order
your Digital Transformaon

Information Management practices or Most

to meetorganizaons are transformation,
the challenge of digital goals (1 =they
"mostneed
important" and 4 =these
to view "least important" -- only
1s and 2s shown – darker s
technology
focusing capabilities
on what they in a much more modular and interconnected
methodologies — and an associated set fashion, available on demand and in the context of specific business
know best – fortechnologies
75% of tendLeveraging
of modular and configurable technology processes. Legacy to beanalycs
proprietary
& machineand 16% 17%
incompatible.
learning.
organizaons,
Many organizations face a customization challenge akin to trying to
building blocks — are critical to Digital “digitalizing
connect core with LincolnAutomang
Legos with Duplos Logs. compliance
It can be done, but not
Transformation success. withoutorganizaonal
a lot of effort. Those days are ending.
& governance. 21% 27%

processes” is their of#1every

Ultimately, the lifeblood or process is data. And for organizations
Digitalizing core organizaonal processes. 43% 32%
to take advantage
#2 priority. of the benefits offered by artificial intelligence and
machine learning, this data must be digestible by machines — otherwise,
Key Findings it’s useless. This future-facing challenge Modernizing
is at thetheheart of the
informaon increasing
toolkit. 21% 29%
importance being placed on these technologies by the organizations in
n The most mature technology building blocks tied to the four IIM our survey.
practice areas are: 1) records management and preservation;
2) internal and external collaboration platforms; 3) document
classification; 4) cloud content management; and 5) BPM. Size of box indicates those with a current soluon –
core technology building blocks within IIM pracces.
n There is clearly a shift in spending priorities underway, with greater
focus on analytics and machine learning and content infrastructure
modernization. Automated eDiscovery
Integraon Data &
Document & Recognion Legal
WHY? Digital Transformation success or failure fundamentally rests upon RM Classificaon BPM Migraon
radically redefined experiences with customers, employees, and partners.

AI & Cognive
The organizational “will” to transform these relationships and reinvent the
business from the “outside-in” can be triggered by internal or external Compliance Intelligent
forces — or both. That’s the “why” of Intelligent Information Management, Capture

or IIM. Metadata High

Collaboraon Cloud content Volume
Pla
orms Management and
WHAT? The “what” of IIM are the practices and methodologies that Taxonomy & ECM Low-code

Block
allow Digital Transformation to happen. They describe the things that an Pla
orms RPA
organization needs to do in order to transform:

• Modernizing the information toolkit.

• Digitalizing core organizational processes. Spending priories over the next 12 months
• Automating compliance & governance.
• Leveraging analytics & machine learning. next 12 months plan to spend "more" or a "lot
more"

There is clearly a shi‚ in Leveraging analycs & machine

51%
learning.
spending priories
underway, with greater Automang compliance &
focus on analycs and governance.
37%
15 page © AIIM 2018 www.aiim.org AIIM Industry Watch
machine learning and
Digitalizing core organizaonal
 Migraon
Compliance
Compliance

AI && Cogni
Cogn
Intelligent
Intelligent 11%13%
23% 26% 29%17% Mul-channel intelligent capture

Key Findings - IIM Practices And Methodologies

Capture Business process management

AI & Cognive
Capture

Metadata High
High Compliance
Collaboraon
Collaboraon Cloud
Cloud content
content Metadata Volume Intelligent

AI
and
and Volume Capture
Pla
orms
Pla
orms Management
Management && ECM
ECM Low-code
Low-code 13%8% 26% 17% Business process management
Taxonomy
Taxonomy High 18% 19% Roboc process automaon

Block
Metadata Pla
orms

BlockBlock
Collaboraon Cloud content
and Volume Pla
orms RPA
Pla
orms Management & ECM Low-code
Taxonomy
Pla
orms RPA 8% 18% 19% Roboc process automaon

Spending priories over the next 12 months Pracce Area – Automang Compliance and Governance
Spending priories over the next 12 months Major Technology Building Blocks -- Growth Opportunies
next
next 12
12 months
months plan
plan to
to spend
spend "more"
"more" or
or aa "lot
"lot Pracce Area –WeAutomang
Not on our radar have a soluon
Compliance
Talking to vendors
and Governance
Acvely researching Need to get started
more"
more" Major Technology Building Blocks -- Growth Opportunies
next 12 months plan to spend "more" or a "lot
There is clearly a shi‚ in Leveraging
Leveraging analycs
analycs & machine more"
& machine 51%
51%
Not on our radar We have a soluon
5% Talking to22%
20% vendors Acvely researching
Blockchain Need to get started
learning.
spending priories learning.
There is clearly
underway, with agreater
shi‚ in Leveraging analycs & machine
51% 20%
5% 13% 22% Industry & geographic specific
Blockchain
learning. 24% 18%
spending
focus priories
on analycs and
Automang
Automang compliance
compliance &
governance.
governance.
& 37%
37% compliance
underway, with greater
machine learning and Automang compliance & Industry & geographic specific
focus oninfrastructure
content analycs and Digitalizing governance.
Digitalizing core
core organizaonal
organizaonal
37%
40%
13%11% 24%
21% 18%
20% eDiscovery & legal
compliance
40%
machine learning and
modernizaon.
processes.
processes.

content infrastructure Digitalizing core organizaonal

processes.
40% 11% 14%21%17% 20%
15%
Records&management
eDiscovery legal & digital
Modernizing the
the informaon
modernizaon. Modernizing
toolkit.
informaon
toolkit.
47%
47%
preservaon

Modernizing the informaon Records management & digital

47% 14% 17% 15%
toolkit.
Pracce Area – Leveraging Analycs and Machine Learning
preservaon

Major Technology Building Blocks -- Growth Opportunies

Pracce Area -- Modernizing the Informaon Toolkit Pracce Area
Not on our radar – We
Leveraging
have a soluon Analycs
Talking to vendors and Machine
Acvely researching Learning
Need to get started

Major
Pracce Technology Building Blocks
Area -- Modernizing -- Growth Opportunies
the Informaon Toolkit Major Technology Building BlocksDocument -- Growth Opportunies
classificaon & personal
Not on our radar We have 23%
14%a soluon 19%
Talking to vendors Acvelyidenficaon
researching Need to get started
informaon
Major
Not on our
Technology
radar
Not on our radar We have a
Building
soluon
We have a soluon
Blocks -- Acvely
Talking
Growth
Talking to vendors Acvely
to vendors
Opportunies
researching
researching Need
Need to
to get
get started
started

Document classificaon & personal

Not on our radar We have a soluon Talking to vendors
Content Acvely researching
Content integraon
integraon & Need to get started
& migraon
migraon 14%13%23%24%19%21% Metadataidenficaon
& taxonomy management
17%
17% 25%
25% 16%
16% informaon
tools
tools
Content integraon & migraon
17% 25% 16% 24% 26%21% 20%
13%14% Data recognion,
Metadata & taxonomyextracon
management
tools
Low-code
Low-code and
and "self-service"
"self-service"
11%
11% 23%
23% 20%
20% & standardizaon
development
development pla
orms
pla
orms
11% 23% 20% Low-code and "self-service" DataArficial
recognion, extracon
intelligence, content analycs
Internal &
& external
development
Internal collaboraon
pla
orms
external collaboraon 14%11% 26%29% 20% 27%
20% 22% & standardizaon
& semancs
20% 22% 10%
10% pla
orms
pla
orms
Internal & external collaboraon Arficial intelligence, content analycs
20% 22% 10% 11% 29% 27%
pla
orms
Cloud & semancs
18%
18% 19%
19% 10%
10% Cloud content
content management
management

18% 19% 10% Cloud content management

Pracce Area – Digitalizing Core Organizaonal Processes

Major
Pracce Technology Building Blocks
Area – Digitalizing -- Growth Opportunies
Core Organizaonal Processes
Not
Not on
on our
our radar We
We have
have aa soluon Talking
Talking to
to vendors Acvely researching Need
Need to
to get
get started
Major Technology Building Blocks -- Acvely
radar soluon vendors
Growth Opportunies
researching started

Not on our radar We have a soluon Talking to vendors Acvely

High-volume
High-volume researching
process
process Need to get started
opmizaon/
opmizaon/
12%
12% 22%
22% 18%
18% transaconal
transaconal ECM
ECM
High-volume process opmizaon/
12% 22% 18%
transaconal ECM
11%
11% 23%
23% 29%
29% Mul-channel
Mul-channel intelligent
intelligent capture
capture

11% 23% 29% Mul-channel intelligent capture

13%
13% 26%
26% 17%
17% Business
Business process
process management
management

13% 26% 17% Business process management

8%
8% 18%
18% 19%
19% Roboc
Roboc process
process automaon
automaon

8% 18% 19% Roboc process automaon

Pracce Area – Automang Compliance and Governance

Major
Pracce Technology
Area – AutomangBuilding Blocks Compliance-- Growth andOpportunies
Governance
Major
Not
Not on
on our Technology
our radar
radar We
We have Building
have aa soluon
soluon TalkingBlocks
Talking to vendors -- Acvely
to vendors Growth
Acvely Opportunies
researching
researching Need
Need to
to get
get started
started © AIIM 2018 www.aiim.org AIIM Industry Watch page 16
Not on our radar We have a soluon Talking to vendors Acvely researching Need to get started
 the state of intelligent information management
6. The secret sauce — Information
Management maturity and Digital Business effecveness
Transformation maturity are directly tied to How would you rate the profitability or
Business Effectiveness and Profitability. We asked each effecveness of your organizaon relave to peer
organizaon to self- organizaons?
Business effecveness
assess their
PROFITABILITY or Below average 11%

Key Findings EFFECTIVENESS

We asked each(if
How would you rate the profitability or
effecveness
Slightly of your organizaon relave
below average 16% to peer
government)
organizaon vs. their
to self- organizaons?
n We asked each organization to self-assess their PROFITABILITY or peerassess
group their
and then Slightly be‘er than average 31%
EFFECTIVENESS (if government) vs. their peer group and then evaluated evaluated howor
PROFITABILITY Below average 11%

how successful organizations are different from unsuccessful ones. successful organizaons
EFFECTIVENESS (if Be‘er than average 29%
are differentvs.from
government) their
Slightly below average 16%
n Top performing organizations assess their information competency as unsuccessful
group andones.
Much be‘er than average 13%
80% more effective than a typical bottom performing organization.
peer then Slightly be‘er than average 31%
evaluated how
n Almost ½ (48%) of top performing organizations believe they are successful organizaons Be‘er than average 29%
at least 75% of where they want to be by 2020 in their Digital are different from
Transformation journey. Only 8% of bottom performing organizations
feel similarly.
Informaon management
unsuccessful ones. competency and13%
Much be‘er than average

business performance
On a scale of 1 (TERRIBLE) to 10 (EXCELLENT),
Informaon management competency and please rate the overall effecveness of your
organizaon in managing, controlling and ulizing
business performance electronic informaon.
Poor performing 6.88
organizaons also tend 5.92
On a scale of 1 (TERRIBLE) to 10 (EXCELLENT),
5.27
to have weaker than please rate
4.43the overall effecveness of your
3.82
organizaon in managing, controlling and ulizing
average informaon
electronic informaon.
management
Poor performing
competency.
organizaons also tend 5.92
6.88

5.27
to have weaker than Below 4.43below Slightly be‘er Be‘er than Much be‘er
Slightly
3.82
average informaon average average than average average than average
Business effecveness
management
competency.
Below Slightly below Slightly be‘er Be‘er than Much be‘er

Organizaons with lagging average

performance
average
understand
than average
Business effecveness
average
they
than average

have a problem…
My organizaon is concerned that we could face serious disrupon of our business
model in the next 2 years.
Organizaons
Completely AGREE with lagging
Somewhat AGREE performance
No opinion understand
Somewhat DISAGREE Completelythey
DISAGREE

17 page © AIIM 2018 www.aiim.org AIIM Industry Watch have a problem…

Much beer than average 19% 29% 19% 19% 15%
My organizaon is concerned that we could face serious disrupon of our business
the state of intelligent information management
Some Final Thoughts
Organizations need to think about how the advent of the third wave of
exponential change — the drive to artificial intelligence and machine
learning — will require them to look at the future through a different set of
lenses. I’d like to offer three of these “lenses” — I’m sure there are more —
but I think these three are ones that those in this community are uniquely
prepared to tackle.
Lens #1 – Big Content + New Tools
We are gathering information at unprecedented scale — this isn’t new. What
is new is that for the first time we have tools to actually make sense of it.
For the most part, we haven’t thought through the ethics of what all of this
unprecedented accumulation of information — and the tools to analyze it
— actually means. Until we do, we will continue to careen from one privacy
crisis to another, and from one ham-handed political response to another.
GDPR is not just a temporary annoyance and Blockchain is not just a fad.
Both reflect a fundamental tension. We need new ways of thinking about
the question of information stewardship. Stewardship has two components
— a set of best practices — what you do — and the character of the
steward – who you are. We are learning that being cavalier — about who
manages our data, what they do with it, whether the steward is in reality a
potential competitor, and whether that steward also monetizes OUR data —
has consequences.
Lens #2 – Content AND Data, Not Content OR Data
Those of us who have lived and made careers and built companies on the
unstructured side of the information management continuum — on the
content management side — are about enter a much bigger world. This is
a world in which the kinds of information assets we care about will become
much more important.
A lot of folks on the data analytics and data governance and robotic
process sides of our organizations have no idea what we do on the content/
unstructured side, why it requires different disciplines, and how we do
it. I’ve spoken to data people who think it’s kind of magic to be able to
scrape data from a form that you’ve never seen before and automatically
incorporate this data into a business process. Which is something we’ve
been doing for a decade.
In the old world, Content Management was the lens through which we
viewed much of the “process” world. In the world that is coming, content
management or content services or whatever you want call it — will
be part of something bigger. We’re calling it Intelligent Information
Management, but that’s an intentionally broad term to describe a
strategy and a set of practices, not a technology segment.
Lens #3 – The Curse of Knowledge
I’ve often been fascinated with the “Curse of Knowledge” — the tendency
of people with very detailed and specific knowledge to unknowingly
assume that the subject of their communications has the background to
actually understand what they are talking about.
As we move into the age of artificial intelligence and machine learning,
the quantity of knowledge at our fingertips is mind-boggling. But the
age-old problem of sifting through what business people know and what
technology people know and making these match is getting worse, not
better. When I think about the technology errors I made over the years at
AIIM, they all centered around the IT folks not really understanding what
the business was all about, and me feeling afraid to look dumb when the
IT folks played their buzzcard bingo technology trump cards.
As I think about how this all plays out in the Age of Machine Learning, I
think back to a report on Big Data that AIIM did 5 — yes 5 — years ago.
And I give a lot of kudos to my colleagues Doug Miles and David Jones
(now with Nuxeo) — for how far sighted they were.
They noted in that report, yes, we need data scientists — and lots more
of them. But we also need data entrepreneurs. Both perspectives are
needed. And each suffers from their own knowledge curse — one that
is likely to get worse rather than better over time unless organizations
address it directly.
“The data scientist has his ear to the business and his eyes full on the data
— the data entrepreneur has exactly the opposite focus, eyes full on the
business, ear to the data.“
© AIIM 2018 www.aiim.org AIIM Industry Watch page 18
the state of intelligent information management
Opportunities Abound

Our conversations about “incumbents” and “disruption” are usually in

the context of something that is done BY some outsider or new player
TO clueless incumbent players. Discussions of this sort (including my
own) usually include a list of predictable disruptor/clueless pairings — for
example, Blockbuster/Netflix or Yellow Cabs/Uber or Craigslist/classified
advertisers.
In a recent speech, IBM’s Ginni Rometty noted that if we truly are in the era
of data, and only about 20% of the data in the world is currently managed
and searchable, then the owners of the residual 80% — largely incumbent
businesses — are sitting on an enormous opportunity.
This is incredibly important, because many companies just don’t sense the
opportunity — many are either scared or oblivious. This is equally true at
the individual level when I think about information professionals in the AIIM
space who are wondering how/whether all of their records management
and content management skills will continue to be relevant in the years
ahead.
There is huge opportunity — an incumbent opportunity, both
organizationally and professionally — in the disruptive times ahead.
If, if, if we can get out of our own way. And that requires leadership and
commitment.

© AIIM 2018 www.aiim.org AIIM Industry Watch page 19

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20 page © AIIM 2018 www.aiim.org AIIM Industry Watch

 LOOKING
FOR
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CLICK HERE TO JOIN THE ONLINE DISCUSSION

What’s Next?
The CIP Can Help You and Your Organization Navigate the World of IIM.
Now is not the time to wait on your Digital Transformation initiative. IIM practices and
methodologies are critical to your success, and AIIM can help. Digital disruption
calls for digital leaders with the skills and experience to optimize information
assets and transform business. Become that leader now through AIIM’s Certified
Information Professional (CIP) program.
AIIM worked with industry experts and focus groups to define the body of
knowledge necessary for information professionals understand core IIM practice
areas and methodologies, built a certification and test based upon this body of
knowledge that is available at locations around the world, and created a set of
training courses and materials to help information professionals prepare for the
examination. Here at AIIM, we believe that information is your most important asset and
The path to CIP should be fairly simple for information practitioners who already we want to teach you the skills to manage it. We’ve felt this way since
have expertise and work experience. AIIM has a number of resources that can help 1943, back when this community was founded.
practitioners at all levels prepare to become a Certified Information Professional: Sure, the technology has come a long way since then and the variety
n CIP Data Sheet of information we’re managing has changed a lot, but one tenet has
n CIP Exam Outline remained constant. We’ve always focused on the intersection of people,
processes, and information. We help organizations put information to work.
n CIP Study Guide (free to professional members;
nonmember fee is $60 USD) AIIM is a non-profit organization that provides independent research,
training, and certification for information professionals.
n AIIM Training Courses
n Online CIP Prep Course © 2018
n In-Person CIP Prep Classes AIIM
n Practice Exam 8403 Colesville Road, Suite 1100
Silver Spring, MD 20910, USA
CIPs reflect a more integrated, more holistic view of information management. +1 301 587 8202
Changes in one process, technology, or practice invariably affect others in the
organization. CIPs are able to see the forest and the trees and understand and
www.aiim.org
plan for these outcomes. Because of this, CIPs will identify and understand changes
that could cause compliance issues, thereby reducing liability.
AIIM Europe
Office 1, Broomhall Business Centre,
Organizations that manage their information more effectively enjoy reduced costs, Worcester, WR5 2NT, UK
faster time to market, increased revenues and cash flow, and increased business
+44 (0)1905 727600
agility. CIPs are uniquely positioned to help organizations achieve these benefits
because they understand the interactions between different information intensive www.aiim.org
processes and activities.