ECM Market Trends 2005
& Industry Best Practices
Prepared by Edward Dabran, Doculabs
October 2005
ECM Trends and Best Practices
Table of Content
•
•
•
•
•
•
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Key Business Drivers for ECM
Key Market Trends
Current Technology Challenges
ECM Maturity at the End-User Level
Developing an Effective ECM Strategy
Lesson Learned, Potential Pitfalls, and
Traps to Avoid
But first…A little about Doculabs
© Doculabs 2005
About Doculabs
3
© Doculabs 2005
Who is Doculabs?
Definition
Doculabs is a consulting firm focusing exclusively on document and
content-based applications.
Our services lower the business risk of investment decisions through
client specific recommendations, objective analysis and in-depth research.
This approach is based on our fundamental belief that in order to protect a
client’s long-term interest, advisors shouldn’t be service providers.
Quick Facts
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•
•
•
•
Founded in 1993
Headquartered in Chicago
Privately held
Served over 400 customers
© Doculabs 2005
About Doculabs
Our Key Differentiators
Analysis without the bias
of integration services or
vendor preferences
Research of
suppliers’
capabilities and
financial service
customers’ best
practices
(operational and
financial metrics)
Recommendations based on the
needs of your firm, not the
industry at large (actionable
deliverables and emphasis on
knowledge transfer)
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© Doculabs 2005
What actually is ECM…
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© Doculabs 2005
ECM, the AIIM definition
• Enterprise Content Management (ECM) is
the technologies, tools, strategies, and methods
used to capture, manage, store, preserve, and deliver
content and documents related to
organizational processes across an enterprise
• ECM is not a technology but a concept which incorporates
a variety of core technologies
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© Doculabs 2005
ECM Business Drivers
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© Doculabs 2005
ECM Business Drivers
Key Statistics
Organizational Information
20%
structured
80%
unstructured
• “7.5% of documents
are lost forever”
• “U.S. managers spend
an average of 4 weeks
a year searching for or
waiting on misfiled,
mislabeled, untracked,
or ‘lost’ papers”
• “Large organizations
lose a documents every
12 seconds”
Unmanaged
information
is growing
at roughly
36%
annually
27% of ECM
users are highly
disappointed in
their ECM
Implementations
Source – Cuadra Associates
90%
Source – Jupiter Research
There is a 10x cost of
compliance by taking a
one-off versus an
integrated approach to
compliance projects
A conservative failure
rate estimate of ECM
technologies within
large organizations is
50%
remains
unmanaged
Unstructured Information
The global market
for compliance
information
management will
grow at 22% a year
thru 2009 and will
pass the $20 billion
mark that year
Source – Jupiter Research
Source – Gartner Group
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© Doculabs 2005
ECM Business Drivers
Why You Do It: Business Drivers for ECM
Offense:
•
Operational efficiencies,
Cost reduction and productivity
improvement
•
Customer demands:
servicing and satisfaction requirements,
personalized communication, self service
Defense:
•
Compliance and litigation:
risk and cost reduction
•
Other risk reduction:
business continuity, security
requirements, etc.
Offense
Defense
• Customer demands
• Operational efficiency
• Compliance and litigation
• Other risk reduction
IT
• Effectiveness
• Efficiency
IT:
–
10
IT effectiveness and efficiency through
resource consolidation, cost reduction, and
strategic enabling for future strategic
initiatives
© Doculabs 2005
ECM Business Drivers
Why Companies Buy ECM Technologies?
2003-2004
2004-2005
56%
45%
– Improve Efficiency
32%
26%
– Reduce Costs
17%
11%
– Increase profits or improve performance
7%
8%
29%
31%
– Better Customer Service
16%
15%
– Leadership, competitive advantage
7%
8%
– Faster turnaround, improved response
6%
8%
15%
24%
– Compliance
11%
19%
– Risk Management / Business Continuity
4%
5%
What is your most significant business driver
for acquiring an ECM solution?
Cost-Driven Users
Customer Driven Users
Risk-Driven Users
Source: AIIM User Survey: The Practical Application of ECM Technologies
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Key Market Trends
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© Doculabs 2005
Key Market Trends
Increasing Complexity
• Increasing complexity in a
quickly growing market
• Migration from niche
applications to infrastructure
platforms
• Applications are getting more
complex and providers are
expanding their products to
match these needs
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Key Market Trends
The ECM Technology Stack
EDMS
ERM/COLD
Digital Asset Management
Portals
Taxonomy and Search
Collaborate
Collaboration
Content Integration
Web Content Management
Organize
Security (Document, Perimeter)
(Imaging, Workflow,
Document Management)
Process Management
Forms
Records Management
Store and
Distribute
Archival and Storage
Print and Distribute
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Key Market Trends
Industry Consolidation: M & A Activity (As of Dec 2004)
FileNet  Watermark, Saros, Greenbar, eGrail, Shana, Yaletown
1995/96, 2002/03
Eastman Software  Wang Software
1997
iManage  FrontOffice
1997
2001
2001-04
EMC  Legato, Documentum
2003/04
Open Text  Gauss,
IXOS, Artesia, Quest
Documentum  Box Car, eRoom, BullDog, TrueArc, AskOnce
IBM  Tarian, Green Pastures, Venetica
2002-03
Global 360 (eiStream)  Eastman Software, Viewstar, Keyfile, Identitech (BPM)
2001-04
Stellent  InfoAccess, INSO, Kinecta, Ancept, Optika
1999-2004
2004
Veritas  KVS
2004
Oracle  Collaxa
2005
15
Interwoven  iManage, Software Intelligence
2003/04
Microsoft  NCompass Labs
Adobe  Q-Link
Vignette  Epicentric, Intraspect, TOWER
2003
Hummingbird  PC DOCS, EDUCOM
1999
2004
2003/04
2004
2004
Mobius  eManage
HP  Persist
2004
Captaris  IMR
MSFT- Groove Networks, EMC-Captiva
Next 3 to 5 years…
© Doculabs 2005
Key Market Trends
Some Perspective on IT Market Giants
But first…
a three dimensional vendor “risk analysis methodology
1. Vendor risk
2. Product risk
3. Implementation risk
Like the old analogy…
Do you want it Faster, Cheaper or Better?
You can normally get two but not all three.
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© Doculabs 2005
Key Market Trends
Some Perspective on IT Market Giants
• EMC
– Combines EMC dominance in storage management with Documentum
dominance in content management for “ILM”
– ApplicationXtender significant contender for mid-market
– Directly faces key ECM issues of the day: how to do ILM, how to do
mid-scale ECM
• IBM
– Current positioning: provides ECM capabilities tied to WebSphere, DB2
– Strengths include dominant IT presence, WebSphere centrism, great
ECM potential, content integration to other data sources, global reach
– Most implementations are highly customized
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© Doculabs 2005
Key Market Trends
Some Perspective on IT Market Giants
• Microsoft
– Addressing ECM challenge with operating environment (Longhorn),
Office, SharePoint and Content Manager
– Will address enterprise ECM, with “small time” ECM solution– and be a
disruptor for the rest
• Oracle
– Not just Metadata, but also the unstructured content physically resides
in a structured store
– The basis of their position is that all data is better off being stored in a
structured store, i.e. “the database”
– They are not trying to win the feature war, rather trying to compete on
simplicity and scalability
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Technology Challenges
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© Doculabs 2005
ECM Technology Challenges
Technology Challenges 2005
• Information Lifecycle Management
– ILM = “proactive management of storage/archive that is business-centric, unified,
policy-based, heterogeneous, and aligns storage resources with data value”
(ECM)
– Easier to describe in marketing-speak than actually implement
• Enterprise Content Integration (ECI)
– Complex integration is required up or downstream from content repositories
– Effort is perceived as too high to consolidate into a single repository, while ECI
integration is perceived as acceptable
• Taxonomy Development
– It’s a significant undertaking… and can pull you under if you’re not careful
– Few automated tools exist to assist with this effort
• Email Management
– Implementations and vendor capabilities continue to improve
– Primary requirements:
• 1) scalability, 2) archival, and 3) advanced records management capabilities
for e-mail
– Few vendors adequately address all three
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© Doculabs 2005
ECM Technology Challenges
Technology Challenges 2005
• Electronic Forms
– Significant confusion exists within the market…Adobe…IBM
(PureEdge)….Exstream…all coming from different directions to solve the same
problem
– Correspondence systems, requiring interaction, have been slow to adopt more
advanced forms capabilities
• Document Composition
– Most system generated documents are born out of applications / tools that are
10+yrs. old
– The “average” financial service firm has 6-9 different publishing and document
composition utilities in production – typically from 5+ different vendors
– Conversion costs are falling, via the use of offshore service providers and conversion
utilities
• Web Content Management
– Usage has grown beyond initial design
– Confusion over tools and approaches – logical segmentation of source code
management, site deployment, design tools, and content management, etc.
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© Doculabs 2005
ECM & Service-Oriented Architectures (SOA)
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© Doculabs 2005
ECM Market Trends
Understanding the Evolution of ECM
Inception
Phases 
Chaos
B
Rationalization
Stabilization
C
Performance
Surplus
Functionality
Customers’ capacity to
ingest functionality
1990
• Market definition
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A
Point at which industrywide standards reached
adequate maturity, e.g.
XML, Web services, SOA
Performance
Deficit
Point where customer
requirements have been
met by vendor functionality
developed in a nonmodular approach
Modular
functional
development
Supply-side
functional
development
Redirect this
investment toward
modular architectures
Time
1995
• First round of
consolidation
begins
• Budgets still
remain at the
departmental
level
2000
2005
Component object
model initiatives
undertaken, but
failures persisted
due to standards
not being practical
enough
2010
• SOA goes
mainstream
• ECM is an enterprise
architecture-based
decision
• DB vendor market
share now at risk
Partial Source:
Innovator’s Solution
by Clayton Christianson and Michael
Reynor
© Doculabs 2005
ECM Market Trends
ECM Market Evolution
Rich Clients
Portals
Presentation
and Interface
Doculabs’ Organizational Readiness Framework
Portals
Taxonomy and Search
Collaborate
Collaboration
Taxonomy and Search
Digital Asset Management
ERM/COLD
EDMS
Data
Management
Records Management
Archival and Storage
Event
Aggregation
Presentation Manager
Portlet
Programmatic Interface
text
Thick Client
Instrumentation
Presentation Interface
Thin Client
Management
Mobile Device
Process
Business
Services
Event
Sequencing
Data Services
Archival and Storage
Current State
Application
Services
Print and Distribute
Forms
Process Access Interface
Business Monitoring
Business Intelligence /
Reporting
Process
Automation
Workflow
Application
and Data
Systems
Future State
© Doculabs 2005
Infrastructure
Management/
Instrumentation
Application Services
Event Services
Content
Middleware
Metadata Repository
Web Content Management
Print and Distribute
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Autoclassification Engines
Content Integration
Business Process Mgmt
Records Management
Store and
Distribute
text
Security
Applications / Data Systems
Data Access Interface
Real-time Analysis
text
Rules Engines
Business / Instrumentation
Translation Engine
Automated Business
Response
Universal Abstraction Layer
Data
Services
Digital Asset Management
Forms
Business
Services
Event
Correlation
ERM/COLD
Process Management
Real-Time
Event
Processing
Web Content Management
Content Integration
Organize
Process and
Collaborative
Services
Enterprise Application
and Data Systems
(Imaging, Workflow,
Document Management)
Security (Document, Perimeter)
EDMS
Presentation/
Interface
Services
Doculabs’ Enterprise Reference Architecture
Collaboration
Design/
Modeling
Browsers
Assembly/
Development
Content
creation/
presentation/
access
Integration
Interaction Services
Transformation
Globalization / Language Services
Translation
Enterprise Lifecycle Services
Creative
Desktop Productivity
Page Navigation Manager
Data View Manager
Messaging
Personalization Engine
Data / Interface Transcoding
Content / Directory Services
text
Directory
(User / Content / Resources / Metadata)
Repository
(User / Content / Resources / Metadata)
Grid Computing Resource Mgr
Application Services
Deployment
Services
Development
Support
Resource
Management
Persistence
Services
Load
Balancing
Security
Scheduling
Caching
Failover
Adapters
Web
Services
Legacy
RDBMS
Custom
API
Legacy Data
Abstraction
Data Modeling
Deployment/
Maintenance
Evolving
Components
Component
Grid Computing Resources
Servers
Application Servers / Clusters
Edge Servers
Storage
Workstations
DASD
RAID
SAN
NAS
Optical/
Tape
Peripherals
Network Devices
Routers
Hubs
Firewalls
Load Balancer
Printers
Switches
System
Monitor
Mobility
Services
IVR/
Telephony
Scanners
Analysis/
Optimization
Today’s
Components
Current ECM Stack
Primary ECM
Primary Enterprise
Reference
Reference
Architecture Layers Architecture Layers
Enterprise Reference
Architecture
ECM Market Trends
Content Management Reference Architecture
Content Presentation/Access Services
Capture
Event
Aggregation
Delivery
Optical Character
Recognition
Imaging
Protocol
Tnanslation
Navigation
Content Delivery
Encoder
Document
Syndication
Rights
Management
Presentation
Renditioning
Process and Collaborative Services
Event
Sequencing
Workflow
Document
Process Management
Word
Processing
Computer
Aided Design
Presentation
Charting
Spreadsheet
Forms
Collaboration
Rules Engine
Analytics
Prioritization
Content
Retention
Event Analysis
Packaging
Routing
Content Lifecycle
Content Lifecycle
Escalation
Escalation
General
General
Messaging
Publication
(Push/Pull)
File Sharing
Whiteboard
Web Content
Style Sheet
XML
Content and Process Event Services
Schema
Design
Taxonomy
Content Middleware Services
Security
Perimeter Security
Identity Management
Firewall
Encryption
Anti-Virus
Authentication
Virtual Private
Network
Authorization
Directory
Taxonomy
User
Auto-Categorization
Ontology
Metadata
Metadata
Utility Services
Storage
Federated
Retrieval
Data Integration
Unstructured Content
Structured Content
Adapters
Adapters
Abstraction
Interface
Extract,Transform,
Load
Translation
Aggregation
Electronic Forms
Print Composition
Version Control
Deployment
Search
Indexing
Translation
Natural Language
Infrastructure Management
Data Management Services
Integrated Development
Environment
Repositories
Event
Correlation
Real-Time Event
Processing
Storage
Structured
Unstructured
Management
Location
Relational Database
Object Relational DB
File System
E-Mail
Migration
Primary
OLAP
Metadata
Document
Collaboration
Backup
Near Line
Recovery
Distributed Cache
Process / Workflow
Design
Optimization
Simulation
Report Design
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© Doculabs 2005
Content Creation and Management Services
Enterprise
Approval
Management
Desktop
Publishing
ECM Market Trends
Summary of Trends and Implications
•
Organizations are evolving their IT strategies in two ways:
–
–
•
The ECM market has historically been defined by types or categories of
products – but this is changing
–
•
Organizations (and the vendors that serve them) are beginning to think about the “layers” of
services required to address application requirements
This market evolution will take time
–
–
–
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Developing standards-based enterprise reference architecture (ERA) and
service-oriented architecture (SOA) strategies
–
To provide a roadmap for IT technology decisions (including ECM)
–
Which simplifies re-use of services across applications, improves flexibility, etc.
Embracing additional strategic concepts, such as:
–
Infrastructure consolidation
–
Integrating structured and unstructured information
–
Information lifecycle management (ILM)
Service-oriented architectures are just starting to become important for large enterprises
It will take a few more years before this is truly important for the mid-market
Vendors are trying to stay ahead of the curve
–
Vendors beginning to offer frameworks, some modules, or both
–
This is also what OEM partners will look for
© Doculabs 2005
ECM Market Maturity
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© Doculabs 2005
ECM Market Maturity
ECM Market Maturity Levels
•
Most firms has invested and implemented some ECM capabilities
–
•
Many original systems intended as simple point solutions
–
–
–
•
Over half have quickly become mission critical and transactional in nature
Both user populations and volumes have grown
The number of LOB applications requiring “electronic document
capabilities” continues to create a backlog for IT
Many ECM implementations remain unsatisfactory
–
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Ranging in age from 3-10 years, many 2nd generation
when compared to other primary application environments
© Doculabs 2005
ECM Market Maturity
Some Lessons Learned
•
Requirements are not mapped to vendor capability
–
•
Integration effort is underestimated
–
•
Must maximize Participation and Accuracy
Effective enterprise roll-outs are rare
–
–
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Clean-up, Taxonomy, Capture, Indexing
User frustration level is high because of complexity of usability of
ECM systems
–
•
Generally 30% of IT costs
Ingesting content is harder than you think
–
•
There is no single clear vendor winner
Excel at smaller first phase: plan big but implement small
Be excessively proactive
© Doculabs 2005
ECM Market Maturity
ECM: How do you compare?
Characteristics
Strategic
Tactical
§ No vision or strategy for
ECM’s role within the
enterprise
§ Have over six content
technologies that are
independent and nonintegrated
§ Don’t have records
management capabilities
§ Rely on the file system for
content management
Laggards
§ Have departmental strategy for
ECM related technology
§ Strategy is driven by tactical
reactionary application
requirements
§ Have integrated one or more
content solutions to each other
or with a structured data source
in an application
§ Have some for of records
management capability
Majority
§ Have a complete enterprise
vision and strategy for ECM
technologies across the
information lifecycle
§ Strategy is driven by an utility
computing approach
§ Have integrated structured
and unstructured data into a
unified access layer driven by
metadata
§ Have a comprehensive and
integrated records
management system
Leaders
ECM is becoming a platform decision within organizations. Since unstructured information comprises of over 80% of an organization’s
information assets on average, ECM has become one of the top three priorities for a vast majority of CIO according to surveys
conducted by Doculabs, industry groups, and publications . Most organizations are developing strategic plans and roadmaps related to
ECM technologies.
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© Doculabs 2005
ECM Market Maturity
ECM Project Challenges
2003-2004
2004-2005
Understanding / specifying requirements
32%
15%
Planning / managing implementation
21%
28%
Justifying the investment
20%
23%
Employee commitment
10%
16%
Content control, data migration
9%
12%
Selecting products, suppliers
7%
6%
What is your most challenging aspect of
content management?
Source: AIIM User Survey: The Practical Application of ECM Technologies
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ECM Best Practices and Benchmarks
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ECM Best Practices and Benchmarks
ECM ROI Expectations
When does your organization expect a full return on
investment for its ECM investment?
Within 3 months of completion
2%
Within 6 months of completion
9%
Within 12 months of completion
34%
Within 18 months of completion
54%
Source: AIIM Industry Watch: ECM Implementation Trends 2005
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© Doculabs 2005
45%
ECM Best Practices and Benchmarks
Measurement of ROI
When does your organization measure the return
on investment for ECM projects?
1 - 12 months of completion
28%
57%
13 - 24 months of completion
29%
25+ months of completion
7%
ROI is not measured
36%
Source: AIIM Industry Watch: ECM Implementation Trends 2005
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© Doculabs 2005
ECM Best Practices and Benchmarks
Overall ECM ROI Experiences
Overall, summarize the return on investment of your
organization’s ECM implementations?
Fell far short of expectations
6%
Fell short of expectations
21%
Met expectations
51%
Exceeded expectations
17%
Greatly exceeded expectations
4%
Source: AIIM Industry Watch: ECM Implementation Trends 2005
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© Doculabs 2005
72%
ECM Best Practices and Benchmarks
Financials – Industry Benchmarks
•
Most ECM Cost/Benefit Analysis is a one-time event,
–
–
•
9 out of 10 firms over-invest in software/hardware, and under-invest in support
staff (use Capital Exp. and minimize operating costs )
–
36
Normally based on the initiation of a project
But, the responsibility for continued monitoring is unclear, and this not done
Why?...Keeping headcount low is key for most IT organizations, and few have
“bench” staff with the specialized knowledge to address detailed ECM requirements
•
Attributing benefits back to specific ECM investments is difficult, but not a
justification for the lack of any level of financial visibility
•
Successfully “selling” business unit managers requires a systematic approach
of monitoring and re-forecasting, typically above and beyond what is required
for annual budgeting
•
The “credibility” of financial estimates is driven primarily by the frequency of
measurement and reporting rather than the magnitude of impact
© Doculabs 2005
ECM Best Practices and Benchmarks
Process – Industry Benchmarks
• Begin with a metrics-based diagnosis of current processes – manual or
automated - in terms of complexity and risk
– Most clients fail to understand the growth in complexity as they scale-up
operating and support diverse processes
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Generalized Process – Front End Capture
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Example: Complexity and Failure Points
Legend
C
Complexity
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© Doculabs 2005
F
Failure
ECM Best Practices and Benchmarks
Process – Industry Benchmarks
• Begin with a metrics-based diagnosis of current processes – manual or
automated - in terms of complexity and risk
– Most clients fail to understand the growth in complexity as they scale-up
operating and support diverse processes
• Understand the business economics driving a process and anticipate
the associated costs of document processing tasks
– Taking an accurate inventory is the first step – sources and destinations of
documents by “role” or user
– Measuring at a high-level, the costs of document processing tasks
• Map out “future state” process scenarios and supporting systems
– By documenting processes, organizations can quickly recognize latency
points and redundant activities
– Systems architecture is the last step, and typically many components
already exist
• Ultimately all this effort culminates in a credible ROI
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© Doculabs 2005
ECM Best Practices and Benchmarks
Quality – Industry Benchmarks
• Process design has the single biggest impact on quality
– Many firms over-engineer a process, adding complexity, and undermine
process-level quality objectives
• Setting baseline quality expectations is critical
– During tests, “acceptable” ranges are set for character, field, document and
process level quality levels
• Comparison of samples is key to early detection of problems – and
should be done by vendor and buyer independently
• Root cause analysis is a continuous process
• Recognize quality and productivity, at the operator level, are tied to
compensation, and improving one variable (such as quality) can result
in negative effects on productivity
– Without adjusting compensation formulas, implementing changes is difficult
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Doculabs’ Methodology
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© Doculabs 2005
ECM Strategy Methodology
Doculabs ECM Strategy Development Methodology
Conceptual Design,
Reference Architecture
Future State Definition
Enterprise Requirements
Current State
Definition
ECM
Methodology
43
1
and Recommendation
Consolidation
Strategy
Analysis
2
3
4
5
Taxonomy
Development
Selection and
Deployment Strategy
Business Case
Assessment
Candidate Solution Analysis
Metadata
6
7
© Doculabs 2005
8
ECM Strategy Methodology
Keys for Actionable Strategy
• Determine needs of the business
– IT can’t do it alone
• The decisions made in the strategy must have executive
management commitment for follow-through
• Develop measurements early in the process
• Think long term
• Develop a post implementation plan and budget for ongoing
costs
• Realization the end result of the strategy will not include
any direct savings
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© Doculabs 2005
ECM Strategy Methodology
Potential Pitfalls and Traps to Avoid
• Lack of a good strategy and reference architecture results
in higher costs and lack of cohesiveness
• Mapping your business requirements to a single vendor’s
capability
– Objectively judge the benefits of a good sales relationship vs.
choosing a vendor serving your long-term needs
• Integration effort is underestimated
• Ingesting content is harder than you think
• User frustration level is high because of complexity of
usability of ECM systems
• Adoption psychology during roll-out is not considered
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© Doculabs 2005
Conclusion
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© Doculabs 2005
Conclusions
• The implementation of ECM technologies requires detailed
operational, IT, organizational and procurement approaches
to REMAIN successful over time
• Most customers focus on the technology or functionality, but
neglect operational metrics and process improvement
issues
– “Fixing” problems after implementation can dramatically increase
costs
• Doculabs augments internal teams by providing strategy
development and periodic independent assessments,
grounded in industry data and benchmarks
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Some final thoughts
about Doculabs Service Offerrings….
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© Doculabs 2005
Doculabs Service Offerings
Doculabs ECM Strategy Development Methodology
Conceptual Design,
Reference Architecture
Future State Definition
Enterprise Requirements
Current State
Definition
ECM
Methodology
49
1
and Recommendation
Consolidation
Strategy
Analysis
2
3
4
5
Taxonomy
Development
Selection and
Deployment Strategy
Business Case
Assessment
Candidate Solution Analysis
Metadata
6
7
© Doculabs 2005
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Doculabs Service Offerings
Additional Service Offerings
Analysis
Measurement Model
Development
Contract Negotiation
Assistance
Scenario Development
Preliminary
Reference Architecture
Development
Implementation
Deployment Options
Assessment
Content and Process
Technology Portfolio
Management
Current Process
Mapping
Vendor Facilitation
Change Management
Communications
Planning
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Design
Implementation
& Rollout
Adoption Services
Communications
Plan
Project Management
Services
PMO Definition
Rollout and Change
Management
Definition
Measurement
Analysis
© Doculabs 2005
Thank You
Contact Info: Edward Dabran
Doculabs, Inc.
760-414-9888
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© Doculabs 2005