i'm mad as hell -- the ceo and technology strategy

I’m Mad as Hell The CEO Technology Agenda Delivered at #tech13 John Mancini, AIIM AIIM.org Most social = jmancini77 Blog = DigitalLandfill.org

AIIMConference.com

Risk •  InformaBon Governance

• Electronic Records Management

• Social Media Governance

Process • Enterprise Content Management

• Business Process Management

• Process Improvement • Capture and Imaging

Engagement • Content in the Cloud • Taxonomy & Metadata

SHAREPOINT

PROCESS/INDUSTRY SPECIFIC

AIIM.ORG/TRAINING

Surviving and Thriving In the Era of #Informa5onChaos An ExecuBve Guide – 38 AcBons You Can Take in 2014 Get on advance list – www.AIIM.org/InformaBonChaos

1.  Understanding the disrupCve nature of the current technology landscape

2. What this means for CEOs 3. Personal lessons along the way

The Opportunity: InformaBon is the world’s new currency.

The Opportunity:

Every budget is an IT budget. Every company is an IT company. Every business leader is becoming a digital leader. Every person is becoming a technology company. We are entering the era of the Digital Industrial Economy. -‐-‐ Peter Sondergaard, Gartner

But amidst this opportunity, these are the kinds of things we hear…

The Reality: “Our file servers are out of control and no one can find anything.”

The Reality:

“InformaBon is leaking out of the organizaBon at every turn via devices that weren’t even invented when we put our systems in place.”

The Reality: “The volume of ‘stuff’ we are trying to manage is rapidly spinning out of control.”

The Reality: “Maximizing our SharePoint investment is proving more difficult than we thought.”

The Reality:

“Every Bme I turn around, ‘the business’ has implemented some new applicaBon that we didn’t even know about in IT.”

The Reality: “As the CEO, I can’t believe we are not gehng more value out of the money we spend on technology.”

Welcome to the era of InformaCon Chaos.

How did we wind up here?

1 – ConsumerizaCon is transforming what users expect from applicaBons and how we

deliver them.

The 4 Drivers of ConsumerizaCon •  A computer •  An internet connecBon •  A programming language and SDK •  A fricBon free plakorm for distribuBng and making money –  Forrester, James McQuivey, Digital Disrup5on

2 – Cloud and Mobile are creaBng an expectaBon of anywhere, any5me access.

“IT cost savings and speedier deployment are but a brief prelude to the main story. It’s only the first

10 percent. The remaining 90 percent is what happens to the

business itself.” -‐-‐Joe McKendrick, Forbes

“82 billion apps will be downloaded worldwide in 2013, and by 2017 there will be more than 200 billion downloads per

year.” -‐-‐PorBo Research

“In 45 seconds, you can go from never having heard a song to owning it. This is the era of collapsing purchase cycles.” -‐-‐AIIM ELC meeBng

“Global mobile transacBons predicted to be US$241 billion in 2011 growing to more than $1

Trillion by 2015.” -‐-‐Yankee Group

3 – The Changing Nature of Work is forcing organizaBons to think flat and agile, not

hierarchical and slow.

•  Of the approximately 100 million people in America who hold full-‐Bme jobs… •  30 million (30%) are engaged and inspired at work… •  20 million (20%) are acBvely disengaged. These employees, who

have bosses from hell that make them miserable, roam the halls spreading discontent.

•  The other 50 million (50%) are not engaged. They’re just kind of present, but not inspired by their work or their managers.

•  Engaged organizaBons = 147% higher earnings per share (EPS)

compared with their compeBBon. •  Disengaged organizaBons = 2% lower EPS.

-‐-‐-‐-‐-‐Gallup, State of the American Workplace

Managing InformaCon Chaos – managing the volume, variety and velocity of

informaBon and content created by these three disrupters -‐-‐ is THE business challenge of the next decade.

As the CEO of a “public” insBtuBon, which of the following quesBons are relevant to your

organizaBon?

Do you know the answers?

1 -‐-‐ How do we manage the RISK of growing volumes of

content?

How do we set up a strategy for informaBon governance?

How do we automate records management and e-‐

discovery?

What should we do about controlling mobile and social informaBon?

2 -‐-‐ How do we TRANSFORM our content-‐intensive business processes?

How can we improve and automate how we manage content and our business

processes?

How can we get rid of paper?

What role should SharePoint play in our strategy?

3 -‐-‐ How do we use content to beter

ENGAGE customers, employees, and

partners?

How should we manage cloud

content stored in SaaS applicaBons?

How should we manage web content?

How can we drive new forms of

collaboraBon in our organizaBon?

4 -‐-‐ How do we get any business

INSIGHT out of all the informaBon we are gathering?

How should our informaBon be structured and organized?

How can we use technology to get value out of our digital landfills?

How do we make informaBon easier to

find?

1. Understanding the disrupBve nature of the current technology landscape

2.  What this means for CEOs 3. Personal lessons along the way


2. What this means for CEOs a.   Technology DisrupCon b.   Technology FrustraCon c.   Business DisrupCon

3. Personal lessons along the way

Source: Geoffrey Moore, Escape Velocity

A -‐-‐ Technology DisrupBon

Survey by HBR, Economist, CEB, Intel, TNS Global

“Almost half of CEOs rate their CIOs negaBvely in terms of

understanding the business and understanding how to apply IT in

new ways to the business.”

“Almost half of CEOs feel IT should be a commodity service

purchased as needed.”

“Only a quarter of execuBves feel their

CIO is performing above his or her peers.”

“57% of the execuBves expect their IT funcBon to

change significantly over the next three years, and 12% predict a complete overhaul

of IT.”

B -‐-‐ Technology FrustraBon

AIIM’s Mission: Helping you and your organizaBon survive and thrive in the era of InformaBon Chaos.

How has technology disrup5on impacted our

business model? Where do you make money in a

disintermediated world?

C – Business DisrupBon

1 – MARKET RESEARCH focused on how and why organizaBons are using content technologies

Industry Watch reports focused on key market drivers

and trends

White papers focused on parBcular business issues and

problems

ELC Trendscapes looking out 18-‐24 months to idenBfy what comes next

2 – EXPERT ADVICE designed to help

organizaBons understand the potenBal of content

technologies

Toolkits – “Best Of” curaBons on a

parBcular topic or issue

Webinars – Leading subject mater

experts share their knowledge

AIIM Events – THE internaBonal

conference and local seminars

3 – Access to a COMMUNITY of passionate fellow pracBBoners

40 local Chapters throughout the world to share knowledge

InteracCve Network of topic-‐specific expert bloggers, discussion groups

and forums

Industry approved Standards and Best

PracCces

4 – SKILLS DEVELOPMENT needed

to be successful Modular task specific

Short Courses CerCficate and Sales Enablement Training in key disciplines

Professional CerCficaCon (CIP)


2. What this means for CEOs 3.  Personal lessons along the way


2. What this means for CEOs 3. Personal lessons along the way

a.   The social CEO b.   The virtual AssociaCon c.   The CEO as chief Technology Strategist

1% 9% 45% 45%

The lunaBc edge

The edge Leaders Followers

Where are you personally posiConed on the innovaCon conCnuum?

A – The Social CEO

Facebook Digital Landfill – 701,245 lifeBme views LinkedIn – 22,195 members Twiter – 9,040 tweets/1,512 following/7,751 followers Slideshare – 318,848 lifeBme views OccupyIT – 10,000+ downloads

@jmancini77

How virtual are you?

B – The Virtual AssociaBon

5.26

5.83

2.96

5.17

4.35

4.04

5.00

3.39

Flexibility

Money

VacaBon

Make a difference

Benefits

RecogniBon

Understanding strategy

Supervisor feedback

Please rank each of the following from 1 (the MOST important item) to 8 (the LEAST important item) relaBve to your job saBsfacBon at AIIM.

Do you personally know and have a perspecCve on how the technology pieces should fit?

C – CEO as Technology Strategist

1 – AMS 2 – WCM 3 – LMS 4 – Event registraBon 5 – Shopping cart 6 – CollaboraBon – Email, Documents, Social 7 – MarkeBng AutomaBon 8 – Sales AutomaBon 9 – Finance/Expense Management 10 – Performance Monitoring

My core objecCves for infrastructure decisions

C – CEO as Technology Strategist

1 – Simple. 2 – Rent, not buy. 3 – Stable and predictable. 4 – Open and standards-‐based. 5 – Don’t customize, configure. 6 – Driven by the business, not IT. 7 – Tied to business strategy and results.

Why is this kind of IT person so rare? Someone who…

Source: Joe McKendrick, Forbes

1.  PrioriBzes business first, technology second. 2.  Figures out ways to support business-‐led cloud choices and make them

beter. 3.  Capitalizes on the do-‐it-‐yourself ethic. 4.  AcBvely engages and negoBates with vendors. 5.  Recognizes that everyone is both cloud provider and consumer. 6.  Acknowledges that cloud services are built on best pracBces. 7.  Isn’t afraid to experiment and fail repeatedly. 8.  Is aware that cloud isn’t just about cost – it’s about transformaBon. 9.  Recognizes that cloud opens the way to enBrely new businesses. 10.  Is aware that cloud opens up career possibiliBes beyond IT.

THANK YOU! The CEO Technology Agenda John Mancini, AIIM AIIM.org Most social = jmancini77 Blog = DigitalLandfill.org

Get on advance list for #InformaBonChaos e-‐book www.AIIM.org/InformaBonChaos