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TABLE OF CONTENTS volume 25 issue 3 | Fall.18 | DOCUMENTmedia.com

FEATURES 12

What Is Intelligent Orchestration? Bringing omni-channel customer experiences to life By David Smith

We Have an IT Problem

It’s the model, not the code

By Joao Penha-Lopes

Just the Fax Ma’am

Why fax technology still reigns supreme in the enterprise

By Bob Larrivee

The ECM Marketplace:

2018 State of the Industry By Alan Pelz-Sharpe

Envision Your Next-Gen ECM Solution Special sponsored content

Introducing the CaCPA

The biggest change in US privacy law in decades By Sam Pfeifle

Cross-Border Data Transfers

GDPR compliance is going to get complicated

By Michael Walter

May I Have Your Attention Please?

The value of simplification in customer communications By Chad Cipoletti

DEPARTMENTS 06 07 08

Letter from the Editor What’s New #Trending on Social

08 10 30

Masthead Contributors Think About It!

TOP LINKEDIN POST

OpenText Enterprise World 2018: The Latest Customer

READ Communications Updates HERE https://documentmedia.com/article-2824-OpenText-Enterprise-

World-2018-The-Latest-Customer-Communications-Updates.html 8

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president Chad Griepentrog publisher Ken Waddell editor Allison Lloyd [ allison.l@rbpub.com ] contributing editor Amanda Armendariz contributors Chad Cipoletti, Bob Larrivee, Alan Pelz-Sharpe, Joao Penha-Lopes, Sam Pfeifle, David Smith, Michael Walter advertising Ken Waddell [ ken.w@rbpub.com ] (o) 608.442.5064 (m) 608.235.2212 audience development manager Rachel Chapman [ rachel@rbpub.com ] creative director Kelli Cooke

PO BOX 259098 Madison WI 53725-9098 p: 608-241-8777 f: 608-241-8666 email: customerservice@rbpub.com DOCUMENT Strategy Media (ISSN 1081-4078) is published on a daily basis via its online portal and produces special print editions by RB Publishing Inc., 2901 International Lane, Madison, WI 53704-3128. All material in this magazine is copyrighted © 2018 by RB Publishing Inc. All rights reserved. Nothing may be reproduced in whole or in part without written permission from the publisher. Any correspondence sent to DOCUMENT Strategy Media, RB Publishing Inc., or its staff becomes the property of RB Publishing Inc. The articles in this magazine represent the views of the authors and not those of RB Publishing Inc. or DOCUMENT Strategy Media. RB Publishing Inc. and/or DOCUMENT Strategy Media expressly disclaim any liability for the products or services sold or otherwise endorsed by advertisers or authors included in this magazine. SUBSCRIPTIONS: DOCUMENT Strategy Media is the essential publication for executives, directors, and managers involved in the core areas of Communications, Enterprise Content Management, and Information Management strategies. Free to qualified recipients; subscribe at documentmedia.com/subscribe. REPRINTS: For high-quality reprints, please contact our exclusive reprint provider, ReprintPros, 949-702-5390, www.ReprintPros.com.

APPLICATION ARTICLE

Output – It’s Not Just Print Anymore As organizations continue to redefine internal and customer driven requirements for enterprise content systems, the importance of managing and delivering digital content has driven decision making and has influenced the move away from legacy print.

true legacy composition and document creation system – but by augmenting these systems with document reengineering technology that can selectively transform the legacy documents into formats ideally suited for electronic distribution.

It’s an accepted reality that giving customers a choice between receiving communications in print and/or electronic formats is essential to a positive customer experience. Modern ECM systems make it easy to store digital archives of print data for internal purposes as well as for customer facing communications but are somewhat dependent on the format the content is stored in.

To further complicate the issue, todays’ customer will want to access historical information and documents by the same method they use to access current information. If a consumer wants the statements from two years ago or all of the historical trade confirmations for a particular stock purchased over a period of five or six years, how will the request for that information, delivered in HTML5 format for consumption on a mobile device or tablet be satisfied when the information is stored in an ECM system as legacy PDL file files? This needs to be accommodated.

As new communication channels continue to emerge, so does the need to respond to customer preferences with more granularity. Today, the fundamental basis for ensuring an excellent customer experience is to communicate with customers when, where, and how they want. Customers may want to have you contact them using web presentment of the printed document accessed via browser or hand-held device, e-mail or text, all online or through traditional print and mail. Companies of all sizes and in all markets are ramping up their customer communication efforts, including making those communications easier to access by any channel or method the customer chooses. In many cases there is no clear choice of action because document creation and output is often locked into legacy line of business and print composition systems that simply don’t have the capabilities to produce information in anything other than printer-specific formats. These Printer Definition Languages (PDLs) do an excellent job of rendering the information for use in print and mail but do not provide the flexibility of producing electronic distribution-ready formats. True customer preference may not be acted upon because capturing customer preferences within an organization may be dependent upon specific pieces of software tied to (and controlled by) disparate lines of business, creating silos that approach the customer independently—and inconsistently. The result is a plethora of customer data floating around a company that is simply not cohesive. Meeting customer expectations in a market environment with so many moving pieces and growing requirements demands a sophisticated strategy. It’s a strategy that today’s industry CMOs and CXOs are trying to get their arms around. The challenge many face is simply where to start. Providing the kind of rich customer communication that is now expected can be simplified – not by replacing the tried and

A “one size fits all” approach no longer works with today’s consumers. Customer loyalty in the “age of the customer” is a perishable commodity. Ignoring customer preferences or limiting customer channel choices opens the door for customers to find another company that will provide them with great customer experiences. Fortunately, technology is available that is specifically designed to facilitate document reengineering and can operate as an adjunct to document composition systems as well as an extension to ECM systems and your infrastructure Crawford Technologies is a leader in this space and can provide solutions to convert the output of composition systems to meet the communications requirements of today’s demanding customer, cure the problem of disparate customer preferences silos, while normalizing the output for ECM systems. Whether you want to provide PDF, Accessible PDF/UA for S508 and ADA compliance or reflowable HTML5 for mobile usage, we have a solution that will fit. The best part is that we integrate with virtually any ECM or Content Services Platform. Harvey Gross, VP Products As Vice President Products, Harvey Gross is responsible for all sales development, strategic planning, and partner business development at Crawford Technologies. Harvey has more than 30 years of product development, product management, sales and commercial operations experience in the document management, content management and business process markets.

CONTRIBUTORS Chad Cipoletti Group Director, Brand Communication, Siegel+Gale Mr. Cipoletti has built comprehensive messaging platforms and distinct brand voices for clients, such as AECOM, the Buffalo Bill Center of the West, Disney Consumer Products and Interactive Media, Dow AgroSciences, East West Bank, Fandango, HMSA, Mindtree, Netgear, NOV, Rabobank, Toshiba, VMware, and Western Digital. He regularly conducts writing workshops to train client teams on how to develop more effective communications and bring their unique stories to life.

Alan Pelz-Sharpe Founder and Principal Analyst, Deep Analysis Mr. Pelz-Sharpe has over 25 years of experience in the information technology (IT) industry working with a wide variety of end user organizations, like FedEx, The Mayo Clinic, and Allstate, and vendors, from Oracle and IBM to startups around the world. He is regularly quoted in the press, including the Wall Street Journal and The Guardian, and has appeared on the BBC, CNBC, and ABC as an expert guest.

Sam Pfeifle Content Director, International Association of Privacy Professionals Mr. Pfeifle oversees all content produced by the IAPP, including newsletters, blogs, books, industry resources, and training. Previously, he managed a number of B2B publications, including titles in the physical security, workboat, and 3D data capture industries. He has a BS in education and a BA in English from the University of Vermont.

ARE YOUR COLLEAGUES There are undoubtedly people in your organization who need this information as much as you do. So if they are not already a subscriber, have them sign up for a FREE subscription today!

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fall.2018 DOCUMENTmedia.com

APPLICATION ARTICLE

Creating a modern workplace through digital transformation In an increasingly digital world, the pressure to build a connected, collaborative workplace and to achieve digital transformation at speed, is unabating. According to AIIM, every organization is on - or should be on - a digital transformation journey. However, depending on the business type, size and sector - what this journey entails - can vary enormously. The way we work is undergoing significant change and modernizing the workplace is not without challenges. As a case in point, AIIM research revealed that fewer than one in five organizations are near where they want to be in the core transformation challenges of understanding, anticipating and redefining internal and external customer experiences. In a world where data volumes continue to explode - information overload continues to be an enormous business challenge. This ‘data chaos’ is one of the most common roadblocks to successful digital transformation and is creating demand for new collaboration tools and information management solutions. Technology is considered essential in today’s modern workplace, but first and foremost it needs to be easy to use and integrate, its efficacy is wholly dependent on its suitability and how it is deployed. The future of work is undoubtedly all about digital. John Mancini from AIIM argues that digital processes require digital information. He said: “Paper is a good place to start thinking about digital transformation. Paper clogs up processes. Paper creates disruptions to smooth information flows.” Digitizing documents as early as possible in the workflow is a pre-requisite for increased efficiency. Intelligent Information Capture is a key building block in digital transformation, especially as digital processes demand digital inputs and the processing of them in a very automated and intelligent way. State-of-the-art capture technology provides the ability to capture paper inputs and extract and validate all relevant data in a seamless process. Customers are becoming more demanding. They expect the same seamless, streamlined digital experience delivered by digitalfirst companies such as Spotify or Uber, and a continuous and consistent service as they migrate from one platform to another.

In order to ensure a positive customer experience, it is key to offer a choice of digital and analog communication channels. This needs to be reflected in information capture workflows, where business inputs arriving in different formats from different communication channels need to be consolidated. The common theme about ease of use extends to the document capture process, especially in a front-office application. For example, when a knowledge worker such as a bank clerk interacts with a new customer to open a bank account, digitizing the documentation quickly and smoothly as part of this transaction has a critical impact on the satisfaction of this new customer and, potentially, his or her loyalty. Simplicity is one of the key unmet needs in information capture and requires seamless interaction of all elements in an ecosystem. This will transform how we do business and it will drive disruptive change in information capture.

800.944.6171 US-DI-InsideSales@kodakalaris.com

By David Mario Smith

WHAT IS INTELLIGENT ORCHESTRATION? I

Bringing omni-channel customer experiences to life

ncreasingly, business strategies across many industries are shifting to become more customer-centric than ever. At the same, there is tremendous market consolidation between customer relationship management (CRM) and contact center technologies. In order to attain a unified customer view in this current climate, enterprises will need to more intelligently integrate their systems of engagement. According to research conducted by customer experience consulting firm Walker,

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customer experience will overtake price and product as the main differentiator by 2020. In fact, in Dimension Dataâ&#x20AC;&#x2122;s â&#x20AC;&#x153;2017 Global Customer Experience (CX) Benchmarking Report,â&#x20AC;? over 70% of respondents in the survey currently view customer experience as a competitive differentiator for their organizations. Today, consumers expect a consistent experience from the brands they interact with, and 30% of cross-channel customer support operations will leverage chatbots or automated virtual assistants by 2020 to keep pace with this demand.

Artificial intelligence (AI) is now pivotal for powering intelligent customer engagement across multiple channels and creating a feedback loop for real-time analytics. To really enable this higher level of customer engagement, organizations will need to make deliberate investments in technology, systems, and methods to harness their customer data for richer interactions across all channels and journeys. When making technology decisions, business leaders will have to look across all the platforms that touch

critical data and across all their current investments, including CRM, marketing, contact centers, AI, chatbots, communications, and collaboration. This all has to be well-orchestrated to fully support the customer journey. This is why switching between interaction modes and applications is a huge problem for agents. Agents need a unified view of the customer to provide intelligent engagement, without having to switch applications and screens. Streamlining and simplifying the agent workflow will boost productivity. When the employee experience is enhanced, it leads to a better customer experience. Due to their proprietary nature, traditional communications and collaboration solutions lack real integration into business workflows and applications. In this era of cloud-based engagement solutions, the key is having a unified environment to streamline customer interactions while preserving context.

To enhance customer and employee engagement, organizations are looking to foster conversational experiences. This is a real paradigm shift. As a result, we are witnessing enterprise communications and collaboration efforts being refocused on internal and external user experiences. The growing realization is that the customer experience is a continuum of interactions across multiple channels. So, real-time communications and collaboration capabilities have to be leveraged in critical business workflows, like customer support. As a result, the use of chatbots have emerged to help create omni-channel conversational experiences for customers. Clearly, this powerful shift places more emphasis on open lines of communication with customers, employees, and partners in the ecosystem. Intelligent orchestration requires the ability to pull data and business logic

from all individual systems of record and connect it to the full life cycle of the customer journey across all channels, internal teams, and lines of business within the organization. Data analytics across platforms is critical for providing real-time customer insights. This will cause the delineations between channels to blur and enable smoother customer interactions. Finally, AI will be critical in orchestrating these interactions and engagement across channels with intelligent assistants and chatbots. O

DAVID MARIO SMITH is Founder and Principal Analyst at InFlow Analysis. Dave is a Gartner veteran of over 16 years and an IT industry professional with 20 years of experience in the collaboration and workplace technology markets. For more information, visit http://inflowanalysis.com or follow him on Twitter @DaveMario.

DOCUMENTmedia.com fall.2018

By Joao Penha-Lopes

WE HAVE AN

IT PROBLEM It’s the model, not the code

he lack of information technology (IT) professionals within the enterprise, the huge costs associated with professional services, and the lengthy amount of time invested in large implementations are all topics that worry many large organizations. This is because the cost of these projects—not only the direct costs but also the reputational and organizational ones—is significant. The market is flooded with all sorts of software solutions for document management, process management, financial management, human resource management, and so on—each with greater or less adaptability to the customer’s business model. At the end of the day, the fact is

fall.2018 DOCUMENTmedia.com

that either customers will adapt to the software’s capabilities or spend a huge amount on professional services to customize the product for their needs. This growing requirement for professional services has led to a clear shortage in IT professionals. According to the Organization for Economic Co-operation and Development (OECD), IT staff was ranked the second most difficult job to fill in 2016. Furthermore, in their “2018 Talent Shortage Survey,” Manpower Group also reported that the US, Europe, and some areas in the East are still having difficulties filling IT jobs. For any organization, whether public or private, what’s really important is the business information model. There are

three main components to this model. The first is data modeling. This is where one identifies the different elements of data needed to manage the organization and how they relate to one another. This model should be built by someone that’s high enough in the organization to have a good bird’s-eye view of the data for making effective decisions. Then there’s interface modeling, where one defines how the data will be presented to the user. Interfaces are very important, because at their heart, they largely define how user-friendly a solution will be. The interface model includes the forms that dictate how information will be laid out on the screen as well as the menus and submenus that may exist.

WHAT IF? Finally, the last area is process modeling. Business processes are one of the fundamental parts of an organization’s business rules, and they define how information flows around the enterprise. No matter the process, it is necessary to provide a deep consideration for the task itself, the people involved, and the conditional circuits. Therefore, process modeling should be drafted by those in charge of departments. The problem arises when there’s a shortage of IT staff to implement and code these models for the business. The larger the project is, the more relevant this problem will become. If you’re a small to medium-sized business, an out-of-the-box solution should perform just fine, since these companies will allow for some adaptability. However, government projects or multi-national corporations require centralized

management in order to maintain key performance indicators (KPIs) for the whole group or country. This often leads to huge implementation times and the high cost of professional services. Yet, what if solutions could be generated by non-programmers, or generated to accommodate the real business models, and could be built to upgrade obsolete systems by capturing their functionality and user interface, thus, avoiding all sorts of change management issues? Today, the arrival of automatic programming approaches for code generation and low-code development platforms, like Quidgest’s Genio, brings a whole new perspective to how we implement document management solutions and their integration with our existing data needs. In government, healthcare, banking, or management, it is a new paradigm worth exploring. O

• We could create the final code for a solution based solely on the business model • This code is fully automatic • We could insert manual code for some nitty-gritty situations • The code generator already controlled the manual code • The software modules could be reused in different projects • The code could be created for whatever standard technology the customer needs

JOAO PENHA-LOPES has specialized in document management since 1998. He holds two postgraduate degrees in document management from the University Lusofona (Lisbon) and a PhD from Universidad de Alcala de Henares (Madrid) in 2013. Follow him on Twitter @JoaoPL1000.

DOCUMENTmedia.com fall.2018

By Bob Larrivee

JUST THE FAX MAâ&#x20AC;&#x2122;AM Why fax technology still reigns supreme in the enterprise

fall.2018 DOCUMENTmedia.com

According to a recent IDC study titled “Fax Market Pulse: Trends, Growth and Opportunities,” the use of fax technology is on the rise and is expected to continue to grow over the next few years. In fact, 43% of survey respondents reported that their fax usage had increased, and 88% of respondents in North America expect this usage to grow or remain steady in the next two years. In an age where email, instant messaging, and file sharing have come into prominence, why would the use of a decades-old technology like fax be on the rise? In organizations, legacy backend applications and security concerns reign supreme, and in this case, fax is the winner. The bottom line is that fax is entrenched into our critical business workflows and has been a trusted communication channel for decades. While the standalone fax machine may not be the dominant device of choice, the use of integrated fax servers and cloud-based services have introduced ease of use, speed, and accuracy to users, reinforcing the compelling business case for this communication method. Especially in sectors like healthcare and financial services, data security and regulatory compliance remain a top priority, since the Health Insurance Portability and Accountability Act (HIPAA) and the Sarbanes-Oxley Act require audit trails, confirmation of send/receive status, and secure

transmission. It’s no surprise then that in finance, survey respondents expected to see a 20% increase in fax usage, while those in healthcare projected a 25% increase in the next two years. While one could argue that email can deliver similar security safeguards with encryption technology, many businesses agree that the cost is too great when compared to fax technology, where this encryption is built in. There are arguments on both sides whether to keep fax or to eliminate it for other more modern technologies. However, the reality is that fax is simply another tool that can be integrated into your information ecosystem and used for specific purposes, like regulatory compliance or transmission to remote locations where Internet access may be limited, or merely for its simplicity. The question is not when or how to eliminate the use of fax entirely from the enterprise, but instead, it should be one of how much value it provides and how it can become part of your integrated enterprise. Fax technology was designed for a specific purpose—secure, low-cost transmission of information. It still does that extremely well. O

BOB LARRIVEE is a recognized expert in the application of advanced technologies and process improvement to solve business problems and enhance business operations. Follow him on Twitter @BobLarrivee or visit boblarriveeconsulting.com. DOCUMENTmedia.com fall.2018

BY ALAN PELZ-SHARPE

fall.2018 DOCUMENTmedia.com

ARKETPLACE 2018 State of the Industry

DOCUMENTmedia.com fall.2018

The ECM Marketplace

These days, all the talk is about how enterprise content management (ECM) is (to quote Gartner) “dead, kaput, finite, an ex-market name.” In some circles, the industry’s lexicon has moved on to a new term: content services. So, the question is, “Is there an ECM marketplace still?” In truth, it shouldn’t take long to come up with the right answer: “Of course, there is an ECM marketplace.” We might use different terms, but other than marketers, who really cares? The fact is that documents need to be captured and processed more today than ever before—products need to be developed, sold, and implemented to do that work. While the ECM marketplace is going through an identity crisis, marked by some big changes, it remains a vibrant and fast-growing segment.

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To make any sense of the ECM marketplace, it’s important to understand that there are two distinct elements to this market and, as you will see later on, arguably even three. For just as in retail, we have Harrods and Nordstrom at the high end, with Dollar General and the Poundshop at the other. Both have their place, and both turn over a lot of revenue. Similarly, in the ECM marketplace, there is still a need for complex platforms that handle millions, if not billions, of files. Platforms that are sophisticated and leverage complex process management capabilities are the high end of the market. At the same time, it’s a niche segment and few can afford it. At the other end, we have hundreds of specialist document management vendors that provide lower-priced,

but no less essential, systems to manage things like accounts payable and receivable or industry-specific activities in sectors such as oil and gas, healthcare, and legal. When we think about ECM, what usually comes to mind first are the big implementations of Documentum, IBM FileNet, and OpenText in Fortune 1000 firms around the world. These are the systems that manage hundreds of millions and even billions of files, but today, there is a shrinking group of buyers with the appetite for such massive implementations of a broad ECM platform. Instead, many have begun to take a do-it-yourself (DIY) approach, building their own systems in the cloud. Most are turning to Amazon Web Services (AWS) and leveraging their cloud services, such as Amazon Elastic File System, Amazon Machine Learning, and Amazon’s data archiving service Glacier. Some are developing major ECM systems on Box, while others are opting for Microsoft Azure’s cloud computing services. Yet others see no need for a separate ECM system, since those functionalities are already bundled into their Oracle or SAP software as a service (SaaS) licenses. Whether it’s a good idea or not to go it alone is a discussion for another day, but, nonetheless, these trends will grow substantially over the coming years. Traditional document management and workflow systems continue to thrive in the mid-market and at the departmental level in larger organizations. They are simple to deploy, pre-configured, and can give a quick return on investment. Vendors like Laserfiche,

KnowledgeLake, Square 9, and ICAN remain busy in this particular market. As a firm grows to more than 200 employees, so does the need to move away from the manual processing of back-office activities, such as accounts, human resources, or compliance. As a result, there is no shortage of customers here, but there are also many suppliers all vying for muchneeded market visibility. There are still hundreds of service bureaus to scan and digitize paper documents, and there’s not much of a slowdown here, as the paperless office continues to be a distant dream. While the work that these vendors do in this market may be perceived as traditional, there is a constant demand for it, and it brings real and measurable value. Finally, here is where it gets interesting with the emergence of a third market: content services. While the term may have come into popular parlance over the past year, best-of-breed plugand-play products (or services) have been around for decades. It’s true that most large organizations already have adequate file management and storage capabilities. However, what has changed is that the sheer volumes of files to process only continue to grow, and first-generation search, compliance, automation, and analysis functions are in dire need of replacement. Then, there are the firms that want to leverage newer technologies, like artificial intelligence (AI) and blockchain, but don’t want to rip and replace the solutions already in place. This is ushering in a new generation of startups, including the likes of Moonoia, Haystac, P3iD, and Sphereon, to provide those

MARKET INTEREST

THE FUTURE OF THE ECM MARKETPLACE

Expensive ECM Platforms

Specific Content Services

Affordable Document Management

SCALE OF MARKET OPPORTUNITY

replacements and upgrades. Larger firms, such as OpenText, Kofax, and Hyland, have many content services of their own, but right now, the very idea of allowing rival ECM products to utilize them remains a significant roadblock. The interest in content services, particularly for AI, machine learning, compliance, and blockchain, is real, and so, there are huge market opportunities here. The bottom line is that as long as we process documents—be they paper or electronic—there will be a marketplace for ECM (or whatever else we want to call it). The monikers and products may change, but the need for them will not only remain but indeed flourish.

Those vendors willing to adopt and adapt will thrive, while others, who want to return to the good old days, will die on the vine. At Deep Analysis, we see a huge opportunity for the market, with continued consolidation in the mid- to low-end and disruption and transformation at the high end. We think that’s a good thing all around, so embrace the change, and thrive. O

ALAN PELZ-SHARPE is the Founder and Principal Analyst of Deep Analysis, an independent technology research firm focused on next-generation information management. Contact him at www.deep-analysis.net or follow him on Twitter @alan_pelzsharpe. DOCUMENTmedia.com fall.2018

SPONSORED CONTENT

a ENVISION YOUR NEXT-GEN ECM SOLUTION

EDITOR’S NOTE The enterprise content management (ECM) market will remain a fertile software category for many years to come. As industry analyst Alan Pelz-Sharpe noted in his state of the industry report on page 18, “there will be continued consolidation in the mid- to low-end and disruption and transformation at the high end of the market.” However, the reality is that organizations will always have to manage their content, and they will need solutions for such work—no matter what we choose to call it now or in the future. Today, enterprise buyers have more power than ever before in what those solutions will look like in their organizations. There are lots of choices, and a lot at stake. In this special sponsored content feature, we’ve highlighted some solution providers—ranging in size, markets, and services—that we thought you should take a look at, including OpenText, Laserfiche, Alaris, Crawford Technologies, and RRD.

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OPENTEXT

OpenText Content Services help organizations connect content to their digital business. By transforming the way organizations use enterprise content management, OpenText Content Services break the cycle of underutilization and poor adoption by extending into lead applications, such as SAP, Salesforce, and Microsoft. The capture and delivery of content in the context of your organization’s key business activities drive Process Productivity, while simple, intuitive tools and user experiences boost Personal Productivity, and trusted OpenText governance and security provides an unmatched level of Control. Utilized by the largest and most innovative companies and governments in the world to transform and drive their digital business, OpenText Content solutions are available and deployed on-premises and in private and public clouds. Learn more about OpenText Content Services at www.opentext.com/ecm.

LASERFICHE

Laserfiche develops the software and solutions that go beyond traditional ECM, empowering customers to take control of information, automate business processes, and digitally transform their organizations. Laserfiche’s innovative product suite includes records management, workflow automation, and analytics capabilities, supporting every phase of the digital journey. Intuitive solutions for integrations enable users to unify multiple applications, while features like the Business Process Library and ability to search for documents on a map through the Laserfiche mobile app provide tools needed to accelerate digital initiatives. With on-premises and cloud solutions, Laserfiche makes it easy for organizations of any size to deploy a system that fits their specific needs and scale with operations. To enhance its robust product suite, Laserfiche provides an abundance of educational resources and fosters an active

scanners and software that deliver the most accurate, efficient, document capture in the industry. The Alaris IN2 Ecosystem helps customers transform their business through a global network of partners and the integration of best-in-class scanners, software, and services that quickly and simply harness the valuable information contained in physical and digital documents. By combining science, technology, and partnership, we maximize the power of data to drive business efficiency, growth, and profitability. Our customers benefit from capture solutions that deliver the right fit, the right experience, and the right results. We provide the right fit for your requirements by configuring solutions to fit your business environment, goals, and budget. Our solutions offer the right experience for users by simplifying the process of integrating with existing technologies, remaining easy to own and operate. And we provide the right results by delivering superior value through accuracy, efficiency, and faster access to information. www.alarisworld.com

user community that shares ideas and inspires solutions. Customers remain at the core of every business decision, and user needs guide the Laserfiche product roadmap. Through customer-led advisory boards and customer-focused research and development teams, Laserfiche delivers continual improvements on the product, which drives adoption across the enterprise. This extreme customer focus has resulted in continuous recognition for usability from leading analysts and a customer retention rate of over 90%. www.laserfiche.com

ALARIS

Alaris is a proven leader in information capture, the first critical step in a content management workflow. For decades, Alaris, a Kodak Alaris business, has been at the forefront of finding new and better ways to digitize information. Our expertise is grounded in proven image science and technology excellence—award-winning

a CRAWFORDTECHNOLOGIES Founded in 1995, Crawford Technologies is an award-winning, global software developer and solution provider focused on helping enterprises print, archive, and present transactional customer communications. With support for market-leading enterprise content management and document and archiving platforms from Alfresco, Microsoft, Box, and IBM, CrawfordTech’s solutions and services help customers navigate the challenges in leveraging legacy applications and data for the platforms and applications of the future. We assist organizations on their digital transformation journey by providing market-leading tools to organize and optimize their critical business processes. We provide roadmaps to enhance these processes to include digital distribution options. Our solutions support the latest technology and standards such as: } Next-generation Content Services platforms } New accessible document standards such as WCAG 2.1, PDF/UA

} The latest document security technologies } Modernization of legacy archives } Mobile device integration We are obsessed with customer satisfaction, as underscored by our superior Net Promoter Score (NPS) of +68. CrawfordTech provides key assistance to enterprises throughout the world as they plan and execute their transformation into digital businesses. www.crawfordtech.com

RRD

RRD has created a framework of digital tools and proprietary technology to enable clients to curate, optimize, and utilize their data and content in order to enhance the customer experience. RRD has developed comprehensive capabilities to help its customers answer challenging ECM questions, such as: } How do we eliminate data/content silos? } How do we increase usefulness of content? } How do we optimize legacy content elements? One major component is implementing collaborative tools across enterprise silos. RRD integrates with existing print and digital delivery systems to leverage current investments and delivery infrastructure, giving users access to appropriate content for usage and modifications. RRD’s browser-based solution requires no additional software installation. www.rrdonnelley.com/capabilities/business-communications-solutions

FEATURED ECM SOLUTION COMPANIES ALARIS

www.alarisworld.com CRAWFORD TECHNOLOGIES

www.crawfordtech.com LASERFICHE

www.laserfiche.com OPENTEXT

www.opentext.com/ecm RRD

www.rrdonnelley.com

DOCUMENTmedia.com fall.2018

INTRODUCING THE

CACPA I

n late June, just a few hours before heading home for the summer, the California legislature passed AB 375, the California Consumer Privacy Act of 2018. As a result of its passage, Alastair Mactaggart, the man behind a November ballot initiative to pass a similar law, agreed to pull his bill from the ballot. Now we have what industry insiders are calling CaCPA (say “kack-pa”), and it ensures that the landscape for consumer privacy in the United States will never be the same again. In a news conference held to celebrate the bill’s passage and signature by Governor Jerry Brown, Assemblymember

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Ed Chau, who leads the California Assembly’s Privacy Committee, called the bill a “historic step” for California consumers, “giving them control over their personal data.” The law, he said, “forges a path forward to lead the nation once again on privacy and consumer protection issues.” In an analysis conducted by our research team at the International Association of Privacy Professionals (IAPP), we predict the law will affect a conservative estimate of 500,000 companies in the United States alone. Clearly, many businesses around the world that do business with California residents will be affected as well.

The biggest change in US privacy law in decades By Sam Pfeifle

Of course, this begs the question, “Who won’t be affected?” Those businesses that fall under the Health Insurance Portability and Accountability Act (HIPAA) are not covered by this bill, so healthcare establishments can remain focused on HIPAA. In addition, the bill defines a “business” as one that is “organized or operated for the profit or financial benefit of its shareholders or other owners,” which may be intended to exclude non-profits. This may be clarified later. Finally, the law stipulates that one has to “do business in the state of California.” There’s a possibility that merely selling things to people who live in California via the Internet, but not

A CLOSER LOOK AT THE CALIFORNIA CONSUMER PRIVACY ACT

While there is still time for the bill to be amended before it comes into force on January 1, 2020, the major components of the CaCPA would make it so:

Consumers have the ability to request a record of what types of data an organization holds about them, including information about how the business uses their data and the sharing of that data with any third party. having a physical presence there, might exclude a business from this law’s jurisdiction. However, considering the recent ruling by the Supreme Court of the United States on sales tax collection, that’s doubtful. Finally, there is a wild card looming: The passage of CaCPA has a lot of organizations worried that many other states will follow with their own privacy legislation, forcing companies to deal with 50 different privacy frameworks. That would be very difficult indeed. Thus, there is an effort underway to get a federal privacy law off the ground that would pre-empt CaCPA. We may see that introduced before the end of the year. Then, the US privacy landscape would change all over again. O

SAM PFEIFLE is the Content Director at the International Association of Privacy Professionals (IAPP). Contact Sam at spfeifle@iapp.org or visit https://iapp.org.

Businesses will have to have a verification process in place so consumers can prove their identity when making a request for their personal information. Consumers have a full right to erasure, with carve-outs for completion of a transaction, research, free speech, and some internal analytical use. Organizations will have to disclose to whom they sell data, and consumers will have the ability to object to the sale of their data. Businesses will have to put a special “Do Not Sell My Personal Information” button on their websites to make it easy for consumers to object.

The sale of children’s data will require express opt in, either by the child, if between ages 13 and 16, or by the parent, if the child is younger than 13. Organizations cannot “discriminate against a consumer” based on exercising any of the rights granted in the bill. For example, a business can’t provide a different level or quality of service based on a consumer objecting to the sale of their data. However, organizations could offer higher tiers of service or product in exchange for more data as long as they’re not “unjust” or “usurious.” A covered business is defined as any for-profit entity that either earns $25 million in annual revenue; holds the personal data of 50,000 people, households, or devices; or earns at least half of its revenue in the sale of personal data.

The law would be enforced by the Attorney General and would create a private right of action for unauthorized access to a consumer’s “nonencrypted or nonredacted personal information.” Failure to address an alleged violation within 30 days could lead to a $7,500 fine per violation (which could be per record in the database, for example). The law protects any “consumer,” defined as a “natural person who is a California resident,” which includes “(1) every individual who is in the State for other than a temporary or transitory purpose, and (2) every individual who is domiciled in the State who is outside the State for a temporary or transitory purpose.”

DOCUMENTmedia.com fall.2018

By Michael Walter

CROSS-BORDER GDPR compliance is going to get complicated

DATA TRANSFERS

ith the General Data Protection Regulation (GDPR) now the law of the land, many companies are realizing that they still have work to do to achieve compliance with the European Unionâ&#x20AC;&#x2122;s expansive piece of legislation. One area of particular complexity and concern deals with cross-border data transfers.

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The problem arises when companies transfer data outside of the EU, irrespective of whether those transfers occur within a single company or via a third-party processor or network, such as a cloud provider. The GDPR mandates that organizations can only transfer personal data to another jurisdiction that has either been deemed adequate by the European Commission itself or

through an adequate and legally effective data-transfer mechanism. Essentially, it is about making sure that the data transferred to these jurisdictions or companies outside the EU has the same level of protection as it would inside the EU. To achieve this goal, companies will need to apply appropriate and legally enforceable safeguards aligned with GDPR

requirements. For example, some internal safeguards might take the form of documented and demonstrable processes and procedures. Some external measures might include contractual clauses requiring third-party vendors to provide documentation and demonstrations of compliance as well. Although a case can still be made under the GDPR for consent and compelling derogations, the new law expressly

GDPR MECHANISMS TO LOOK FOR

seeks to limit such exceptions, driving companies to do a better job of respecting individual privacy. The stakes for non-compliance are high. The GDPR dramatically increases the fines for international transfer violations from €300,000 to €20 million. On the positive side, the new rule seeks to streamline bureaucracy and improve data flow—provided the enhanced privacy provisions are met. In this regard,

if managed correctly, transfer compliance under the GDPR can work to an organization’s advantage. O

MICHAEL WALTER is a Managing Director with global consulting firm Protiviti. He is a leader with the firm’s Security and Privacy practice as well as Protiviti’s GDPR Working Group. For more information on GDPR compliance, visit https://blog.protiviti.com/tag/gdpr-compliance.

ADEQUACY DECISION:

There are some countries and political entities outside of the EU with data privacy laws that have been determined by the European Commission to provide an “adequate” level of data protection. For GDPR compliance purposes, data transfers into these jurisdictions are treated as if they occurred within the EU. Some of these jurisdictions include Guernsey, the Isle of Man, Israel, Jersey, New Zealand, Switzerland, Uruguay, Andorra, Argentina, and Canada (on a limited basis).

INTERNAL SAFEGUARDS:

Organizations in the US that have “self-certified” with the US Department of Commerce as compliant with the Privacy Shield Framework are allowed to transfer data outside of the EU. It should be noted that certifications under older Safe Harbour standards are not GDPR-compliant, primarily due to concerns over sharing private data for government surveillance purposes. It is also unclear whether self-certifying via the Privacy Shield Framework will be sufficient for the long term.

EXTERNAL SAFEGUARDS:

Organizations working with third parties or affiliated legal entities outside of Europe may adopt “model clause contracts,” which are a set of contract clauses that the European Commission has endorsed. A common example of such parties are cloud providers that could have infrastructure in multiple jurisdictions around the world. Companies need to make sure that appropriate and legally enforceable safeguards aligned with GDPR requirements are built into these contractual arrangements that they have with those third parties.

CONSENT:

Individual EU data subjects may allow companies outside the EU to use their personal data. Traditionally, consent to an international transfer must be informed, freely given, and unambiguous. The GDPR narrows the scope of consent to specified uses and timeframes and requires organizations to provide mechanisms for individuals to review their personal data, revoke their consent, and ensure their data is purged from a system.

COMPELLING LEGITIMATE INTERESTS:

The difficulty of complying with the requirements of consent often causes companies to look for alternative grounds for international transfers. The GDPR creates a new option to transfer personal data abroad based on “compelling legitimate interests.” Such interests might include fraud prevention, information security, and intragroup disclosures. DOCUMENTmedia.com fall.2018

A H I Y A

e often talk about the value of simplicity in terms of clarity. For example, is a letter or form easy to understand? Does it use plain language? Is the information well organized? While clarity is important, there’s arguably something even more

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valuable about simplicity—attention. The human brain is terribly lazy. The harder the task is, the less it’s interested. As Daniel Kahneman notes in his book Thinking, Fast and Slow, “A general ‘law of least effort’ applies to cognitive as well as physical exertion. In the economy of action, effort is a cost, and the acquisition of skill is driven by the

balance of benefits and costs. Laziness is built deep into our nature.” Replace the word “skill” with “knowledge,” and you have the challenge facing most customer communications out there. Often, our brains are left to wonder, “Why are you bothering me with this?” and look for any excuse to bail. Recognizing our own tendencies can

R U O Y AVE

ipole C d a h By C

tti

on ns i t a ific icatio l p sim mun f o e r com u l a v e The ustom information, on top of our aversion in c to effort, can make this small hurdle help you overcome the “law of least effort” with your audience. The structure and language within these communications need to assure people, “This isn’t going to be hard.” If your writing doesn’t invite them over that initial hurdle, nothing else matters. This is especially true in industries that often cause confusion and anxiety—financial services, healthcare, and utilities, for example. The combination of personal distractions and complex

seem more like a high jump. In the “law of least effort,” Kahneman writes that there’s a second piece to this concept, “The law asserts that if there are several ways of achieving the same goal, people will eventually gravitate to the least demanding course of action.” In the context of customer communications, that can mean picking up the phone: “I’m confused by this letter you sent; explain it to me.” This failure to capture the reader’s attention prompts a call,

WHY ARE YOU BOTHERING ME WITH THIS? Headline or subject FORGET IT. line confusing?

Dense paragraphs? FORGET IT.

No clear indication FORGET IT. of why it’s relevant?

Nothing that directs us to FORGET IT. key pieces of information?

which takes time to resolve and occupies a customer service representative who could have been assisting another customer with more pressing concerns or questions. Let’s take it a step further: Consider the above scenario when the recipient fails to respond within 30 days. A letter is sent to a customer, which is intended to alert and help her avoid the potential issue, but it’s not written or structured in a way to highlight why it’s important or what’s required of her. She soon receives a bill from the provider for services she thought were covered. Now, she’s more than confused when she picks up the phone—she’s angry. How well do you think that call is going to go? How could it have been avoided? I’ll offer one valuable tip: Get to work—or rather, give good writers the time to do the work. There are best practices for simplifying customer communications but no template. For example, each customer service letter will have a different answer for how to get people’s attention. Those answers will be different for a bank than they are for an airline, and they’ll be different for each airline because they have different personalities. Audience, context, topic, and tone of voice all play a role. You won’t know what works for your organization unless you give that challenge to your writers, who can strip away the unnecessary and bring the critical forward in a way that feels right for your brand and customers. Let them spend time with the problem. Simplification requires what British philosopher Bertrand Russell called “the painful necessity of thought.” Achieving it spares your customers of that burden. O

CHAD CIPOLETTI is Group Director of Brand Communication at Siegel+Gale, where he oversees messaging and brand voice development for clients. Contact him at www.siegelgale.com or follow him on Twitter @chadcipoletti. DOCUMENTmedia.com fall.2018

Think About It

/ SCOTT DRAEGER /

/ JOHN GRUBER /

FEATURE CREEP OFTEN MAKES AN APPEARANCE BECAUSE SOME OF YOUR COLLEAGUES HAVE FOUND AN EASIER WAY TO DO THINGS. UNFORTUNATELY, THEY ARE PROBABLY RIGHT.

SCRUM IS AN AGILE FRAMEWORK FOR COMPLETING COMPLEX PROJECTS.

/ DAVE GIORDANO /

BUSINESSES ARE LOOKING TO MIX THE POTENTIAL COST SAVINGS AND CAPABILITIES OF THE CLOUD WITH THE ESTABLISHED SECURITY AND SERVICES OFFERED BY THEIR CURRENT SOLUTIONS.

/ ROB GOODMAN /

6 7 1 $

N IL O L I B

EMAIL is still the most preferred channel for communication.

Gartner predicts blockchainâ&#x20AC;&#x2122;s business value will grow to slightly more than $176 billion by 2025, with projections to exceed $3.1 trillion by 2030.

/ SERGEY GOLUBENKO /

A SharePoint-based document management system supports a wide range of user permission levels, maintains 50,000 major versions and 511 minor versions for each document, and keeps track of all changes made to a document.