AIIM White Paper. The Digital Office - improving the way we work. Sponsored by

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AIIM White Paper

The Digital Office - improving the way we work Sponsored by

About the White Paper

We are happy to extend free use of the materials in this report to end-user companies and to independent consultants, but not to suppliers of ECM systems, products and services, other than Xerox and its subsidiaries and partners. Any use of this material must carry the attribution – “© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com” Rather than redistribute a copy of this report to your colleagues, 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 made possible by the financial support of our underwriting sponsor, without whom we would have to return to a paid subscription model. For that, we hope you will join us in thanking our underwriter for this support:

Xerox 45 Glover Avenue Norwalk, CT  06856-4505 Tel: +1-203-849-2650 Email: [email protected] Web: www.xerox.com

Process used and survey demographics

The survey results quoted in this report are taken from a survey carried out between 10 July and 13 Aug 2015, with 202 responses from individual members of the AIIM community surveyed using a Web-based tool. Invitations to take the survey were sent via email to a selection of AIIM’s 80,000 registered individuals. 69% of respondents are from North America, 17% from Europe, and 14% from elsewhere. They cover a representative spread of industry and government sectors. Results from organizations of less than 10 employees, and suppliers of ECM products and services have not been included, bringing the total respondents to 173. Full demographics are given in Appendix 1.

The Digital Office - improving the way we work

As the non-profit association dedicated to nurturing, growing and supporting the user and supplier communities of ECM Enterprise Content Management, AIIM is proud to provide this research at no charge. In this way, the entire community can leverage the education, thought leadership and direction provided by our work. Our objective is to present the “wisdom of the crowds” based on our 80,000-strong community.

About AIIM

AIIM has been an advocate and supporter of information professionals for nearly 70 years. The association mission is to ensure that information professionals understand the current and future challenges of managing information assets in an era of social, mobile, cloud and big data. AIIM builds on a strong heritage of research and member service. Today, AIIM is a global, non-profit organization that provides independent research, education and certification programs to information professionals. AIIM represents the entire information management community: practitioners, technology suppliers, integrators and consultants. AIIM runs a series of training programs.

About the author

Doug Miles is Chief Analyst at AIIM. He has over 30 years’ experience of working with users and vendors across a broad spectrum of IT applications. He was an early pioneer of document management systems for business and engineering applications, and has produced many AIIM survey reports on issues and drivers for Capture, ECM, Information Governance, Records Management, SharePoint, Big Data, Mobile and Social Business. Doug has also worked closely with other enterprise-level IT systems such as ERP, BI and CRM. He has an MSc in Communications Engineering and is a member of the IET in the UK. © 2015

© 2015

AIIM 1100 Wayne Avenue, Suite 1100 Silver Spring, MD 20910 +1 301 587-8202 www.aiim.org

Xerox Corporation 45 Glover Avenue P.O. Box 4505 Norwalk, CT  06856-4505 +1-203-968-3000 www.xerox.com

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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Table of Contents

Process used and survey demographics . . . . . . . . . . . . . . . . . . . . . 1 About AIIM . . . . . . . . . . . . . . . . . . . . . . . . 1 About the author. . . . . . . . . . . . . . . . . . . 1 Introduction. . . . . . . . . . . . . . . . . . . . . . . 3 Key Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Office. . . . . . . . . . . . . . . . . . . . . . . . . 4 Personal Paper Use . . . . . . . . . . . . . . . . . . . . . . . 5 Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Collaboration and Workflow Support. . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Maturity of Collaboration Support . . . . . . . . . . . . . 7 Workflow Support . . . . . . . . . . . . . . . . . . . . . . . . . 8

Document Collaboration and Mark-Up. . . . . . . . . . . . . . . . . . . . . . . 8 Sharing and Mark-Up Tools. . . . . . . . . . . . . . . . . . 9 Sharing and Mark-Up Issues. . . . . . . . . . . . . . . . . 9

Approvals, Signatures and Forms. . . . . 13 Signatures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Signature Issues. . . . . . . . . . . . . . . . . . . . . . . . . . 14

Collaboration Platforms. . . . . . . . . . . . . 15 Collaboration Platform Plans. . . . . . . . . . . . . . . . . 15 Sourcing a Collaboration Platform. . . . . . . . . . . . . 16 Managed Content Services. . . . . . . . . . . . . . . . . . 17

Conclusion and Recommendations . . . . . . . . . . . . . . . . . 18 Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . 18

Appendix 1: Survey Demographics . . . . . . . . . . . . . . . . . . . . 19 Survey Background. . . . . . . . . . . . . . . . 19 Organizational Size. . . . . . . . . . . . . . . . . . . . . . . . 19 Geography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Industry Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Job Roles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

The Digital Office - improving the way we work

About the White Paper . . . . . . . . . . . . . . 1

Appendix 2: General Comments. . . . . . 21 UNDERWRITTEN BY. . . . . . . . . . . . . . . . 22 Xerox Global Workflow Automation Business. . . . 22

Document Sharing and Filing. . . . . . . . . 10 Document Filing Issues. . . . . . . . . . . . . . . . . . . . . 11 Tiered Document Management . . . . . . . . . . . . . . 11 Hybrid Content Systems. . . . . . . . . . . . . . . . . . . . 12

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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Introduction

Core business processes are steadily being transformed to digital. We capture incoming forms and documents into ECM (Enterprise Content Management) and BPM (Business Process Management) systems, and follow well defined workflows for claims handling, loan applications, payment handling and so on. We call these “back office” systems, and they have produced steady increases in productivity over the years. More recently, CRM systems, help desks and the web have improved the efficiency of the “front office,” customer-facing employees. But in the “middle office”, where projects and staff are managed, products and services are developed, logistics are organized, and business decisions are made, improved productivity can be elusive. Of course we have email, and mobile, and teleconferencing, but we also still have printers and photocopiers and filing cabinets. We sit in face-toface meetings, and we hand around documents, and we tick forms, and we sign things. The middle office has yet to be transformed. There are collaboration services, and document sharing solutions, and workflow products, but in most organizations, these are non-connected, overlapping, and often difficult to use. Staff receive little guidance on what to use for any given need, and managers divide between picking their favorites on a “flavour of the month” basis or sticking with time-honoured ways. Meanwhile, IT struggle to keep a lid on unauthorized usage, while working hard to maintain security and compliance. In this report, we take a snapshot of the modern office, and look at the issues raised around sharing, filing, and approving documents. We look at collaboration needs, and the desirable features of a standard collaboration platform that would transform how we get things done in a truly digital office.

Key Findings The Digital Office

n 34% of respondents admit that their offices are piled high with paper, with most of their “important stuff” referenced and filed as paper. Only 16% run a clear-desk, mostly paper-free office.

n 45% are reliant on paper for signed documents and 26% admit that their MFPs are mostly used for

The Digital Office - improving the way we work

Habit and history define how most office workers go about their jobs: chairing and attending meetings, sharing and approving documents, filling in forms, filing things. We use scanning and digital copies, but paper is often the first resort rather than the last. We have collaboration systems and communications systems, but just how well do these digital alternatives match up to office worker’s needs, how intuitive are they to use, and how much productivity are we losing?

printing and copying rather than scanning. 56% have an ECM or SharePoint system, but staff mostly use the file-share for “day-to-day stuff”.

n 60% of individuals resort to paper copies to take to a meeting, and 52% will print items to read offline

or out of the office. 52% prefer a paper document for marking up changes, and 51% resort to printing to add a signature.

n 55% do make use of shared folders for meeting support documents, and 35% use open documents to collect input during meetings, but only 22% use automated circulation of agendas and minutes. 34% store personal meetings notes in a cloud application.

Collaboration and Workflow Support

n 52% of respondents are using cloud file-shares, nearly half (24%) without the support of IT. 74% use project sites in ECM or SharePoint to share documents.

n 17% have very little IT support for collaboration, and for 42% it is a fragmented mixture. 24% have a single collaboration platform, but only 6% are supported for both internal and external collaboration.

n 29% have office workflow, but for many (12%) it’s not simple to set up. 25% have workflow or BPM for core processes, but only 4% find it simple enough for office use.

Document Collaboration and Mark-Up

n 55% still use email round robin commenting, and 29% still make some use of paper for mark-ups. 46% do use single shared copies - 33% on-premise and 13% in the cloud.

n Nearly everyone (90%) uses Track Changes in Word, but nearly half (40%) feel it has shortcomings. 33% need to mark up PDF documents, but nearly half feel Acrobat mark-up tools are poor. Only 6% have a dedicated mark-up/collaborative editing application.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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n The biggest issue, reported by 39%, is not having a simple way to share documents with customers

Document Sharing and Filing

n 58% of respondents admit that they store local copies on personal PCs and share via email. 71% share via the network drive, and 15% via a cloud file share.

n The biggest issue reported is that users aren’t prepared to tag and file content reliably (59%), and prefer file shares to ECM systems. However, 48% of respondents feel their users aren’t given an easy choice of where to file things, and 31% feel that their ECM or SharePoint systems are too cumbersome.

n 17% have a declared policy of tiered content management across different use types, and 21% are working towards that. 28% use multiple locations or systems but with no guidance policy, rising to 41% of the largest organizations. 28% are wed to file shares.

Approvals, Signatures and Forms

n 58% use PDF forms for electronic completion, and 28% include data collection, but only 10% are using e-forms on mobile.

n 27% admit to editing signature images into PDFs. 26% have password-controlled e-signing and 12% are using digital signatures.

n 53% are looking for a simple but robust way to sign internal documents. 40% want a simpler way to sign contracts, etc., with customers. And 32% need to extend approvals to mobile devices.

Collaboration Products

n Simple office workflow is the key feature requested by 76% of those surveyed, along with defined personal and shared content management. 50% need cloud and mobile content sharing, but synchronized to back-office ECM/RM systems.

n 9% are likely to invest in a standard office support/digital collaboration system, rising to 15% of midsized organizations, and 18% are looking to consolidate multiple existing solutions to a standard platform. 17% consider they already have one (30% of largest orgs).

The Digital Office - improving the way we work

and partners. Next comes collating comments from multiple marked-up copies, and then the lack of a simple way to set up single-copy shared documents for ad hoc collaboration.

The Office

The paperless office has been both a dream and a myth for over 30 years. Nearly every document is now originated digitally, but most end up on paper at some stage in their lifecycle. At least the phenomenon of secretaries (remember those?) printing emails to put in the boss’s in-box has gone, but even the smallest office has at least one printer, albeit probably an MFP. Photocopying may be declining, but a quarter of our survey respondents admit that the MFP is used more for copying and printing than scanning. Just 16% of respondents run a clear-desk, mostly paper-free office. One of the reasons offices are still mired in paper is that we don’t provide staff with obvious alternatives. Contracts, orders and booking forms are still likely to be signed on paper (45%). “Important stuff” tends to be referenced and filed as paper (36%), and only 4% of organizations head off paper at the door by using a digital mailroom to scan inbound mail. We will return to the usability of ECM systems in general, and SharePoint in particular, but most office users will not take the time or effort to use them, preferring the often chaotic file share, or the seemingly more accessible paper copy.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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Figure 1: Which of the following best describes your office or typical offices in your organization? (Check all that apply)? (N=171) 10%

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50%

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Piled high with paper and paper processes Contracts, orders, booking forms, etc., are signed on paper Most of our important stuff is referenced and filed as paper We regularly scan documents, but mostly for archive Our MFPs are used more for copying than scanning We run a clear-desk, mostly paper-free office 0%

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We have a digital mailroom, so mail is delivered Piled high with paper and paper processes pre-scanned We have SharePoint/ECM but useare thesigned file-share Contracts, orders, booking forms, etc., for day-to-day on paperstuff Most of our important stuff is referenced and filed as paper We regularly scan documents, Personal Paper Use but mostly for archive

We often hear that “people like paper”, and in the middle office, we have less ability to force a change of behavior MFPs more for copying than than we Our might haveare in used a more regimented environment. Things are changing, but completely paper-free workers are scanning 0% be10% 30% description. 40% 50% 60% still considered to be evangelists – or perhaps pioneers would a more20% encouraging When we asked 70% each respondent what they personally resort to paper for, 60% habitually take paper documents to a meeting – We run clear-desk, mostly paper-free office To take tohas a meeŠng doubtless to afind that the meeting organizer also printed copies in case they didn’t. 52% formailroom, offline reading andismarking changes. The former is excusable, though less so in the age Weprefer have apaper digital so mail To read offline or outdelivered of the up office of tablets and ultra-books, but as we will see, communicating suggested changes to documents in a collaborative pre-scanned manner is difficult To enough digitally. Handwritten scrawls and annotations on paper are labor intensive and errorreview and mark upfile-share with changes We have SharePoint/ECM but for use51%, the prone. Signatures crop up again and that age-old issue of legal admissibility, solved 20 years ago by for day-to-day stuff standards and laws, is still an issue for To 27%. add a signature

The Digital Office - improving the way we work

0%

Observation in any office will also confirm that workers without dual-screens tend to print out paper copies in order to To keep or audit copy application. reference them while entering dataatolegal another on-screen

As aFigure reference during on-screen entry purposes do you personally resort to 2: For which of thedata following printing paper copies? (N=170) As a receipt or confirmaŠon of order 0% 10% 20% 30% 40% 50% 60% As a hard copy of important emails

70%

To take to a meeŠng To read offline or out of the office To review and mark up with changes To add a signature

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Shared folders To (cloud forcopy meeŠng keepora otherwise) legal or audit support documents As a reference during on-screen data entry Shared/collaboraŠve/open documents to collect input during the meeŠng As a receipt or confirmaŠon of order Automated (single-bu’on) circulaŠon of agendas minutes As a hard copy of importantand emails Evernote, OneNote, etc. for personal note-taking (cloud but non-shared) Webcams/video links to remote a’endees © AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

0% Virtual presence systems

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Meetings

To read offline or out of the office

As a reference during on-screen data entry

Unfortunately, only 20% make use of email or calendaring options for single-button document circulation to the meeting attendees, and conferencing platforms such as GoToMeeting or Webex do not have integration with the As a receipt or confirmaŠon of order shared document folder (nor do they prompt the organizer for an agenda beforehand and minutes afterwards).

As a hard copy of important emails

34% of our survey take paper-free personal notes in Evernote, OneNote, Google Docs, etc., and although these are most likely to be stored in the cloud, there is often little IT supervision for the security of what could potentially be very sensitive content.

Figure 3: Do you and your colleagues regularly use any of the following for meetings?) (N=172) 0%

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Shared folders (cloud or otherwise) for meeŠng support documents Shared/collaboraŠve/open documents to collect input during the meeŠng Automated (single-bu’on) circulaŠon of agendas and minutes Evernote, OneNote, etc. for personal note-taking (cloud but non-shared) Webcams/video links to remote a’endees Virtual presence systems

The Digital Office - improving the way we work

review and mark up calls with are changes Meetings areTo changing. Conference ubiquitous, and it’s good to see that 42% of our respondents use video links for remote attendees (and 19% have access to virtual presence systems). However, there is still a To add a signature meetings protocol (or there should be) that involves distributing briefing documents and agendas beforehand, taking minutes and notes during the meeting, and circulating these afterwards. 59% of our respondents generally To keep a legal or audit copy use shared folders (cloud or otherwise) to share meeting support documents, and a surprising 35% use open documents to collect input during meetings.

None of these

Collaboration and Workflow Support

SharePoint was originally introduced as a collaboration platform, and Team Sites has been the mainstay of many collaborative projects since. As an ECM or even a records management system, SharePoint functions reasonably well, but for quickly collecting and sharing documents, it can feel cumbersome. 79% of our respondents have access to a SharePoint system or similar (Figure 4),0% but as we20% saw earlier (Figure 56%70% of offices 10% 30% 40% 50%1),60% 80% prefer 90% to use the file-share for day-to-day documents.

Project sites (e.g., (62%), SharePoint) Messaging or text chat is also popular with Lync (now Skype for Business) often used for internal conversations, and Skype for those outside. These Unified messaging (e.g., Lync, Skype) products can be used for document exchange, and for conference calls, and can be set to store a record of conversations, albeit un-catalogued in any way. Dedicated collaboraŠon pla›orm

There may be some debate in terminology between a “dedicated collaboration platform” and a “workplace Workplace (e.g., Yammer) social” solution, with Jive and social Yammer being perhaps the best-known examples of each. As we will see later, the functions expected in a collaboration platform will tend towards document and content sharing, alerting, and MeeŠngs management workflow, as opposed to posting-threads and commenting, but there is increasing overlap.

Cloud file shares (e.g., Box, Dropbox, Office 365)

There are even more products that started life providing cloud file-share-and-sync but would now claim to be collaborationExtended platforms,or including cloud versions of office editing suites such as Office 365 and Google Docs, and ECM-integrated Outlook ex-consumer products such as Dropbox. A distinctive aspect here is that 52% of our respondents use them, but Concurrent document collaboraŠon 24% admit that they are not sanctioned or supported by IT. These also overlap into concurrent document editing which is generally supported to a greater orNintex) lesser degree by these cloud applications. Concurrent editing can be Simple office workflow (e.g., good for brainstorming, and avoids the issue of leaving checked-out locks, but there is often a danger of creating Dedicated annotaŠon/commenŠng unwieldy documents full of formatting issues.

SancŠoned and supported by IT © AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

Not supported by IT

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Figure 4: Which of the following collaboration support products do you and your colleagues use? (N=173)

Project sites (e.g., SharePoint) Unified messaging (e.g., Lync, Skype) Dedicated collaboraŠon pla›orm Workplace social (e.g., Yammer) MeeŠngs management Cloud file shares (e.g., Box, Dropbox, Office 365) Extended or ECM-integrated Outlook Concurrent document collaboraŠon Simple office workflow (e.g., Nintex) Dedicated annotaŠon/commenŠng SancŠoned and supported by IT

Not supported by IT

Maturity of Collaboration Support Any CEO would agree that effective internal collaboration is a vital element of staying competitive and maximizing employee contribution. Collaboration with external project partners and suppliers is of increasing importance in this outsourced and globalized world. However, when it comes to taking the lead on collaboration support tools, is that an HR initiative, or for line of business to choose, or should IT be driving changed habits and new ideas? In most organizations, there is no answer to this. Given that many of these tools can be acquired in limited form for free, and upgraded quite readily with a company credit card, it should be no surprise that 42% of responding organizations have a very fragmented mixture of tools and services, and 17% have no official provision at all. 16% have a structured mix of best-of-breed products, although as we saw earlier, there is likely to be considerable overlap of functionality. Only 24% have a single platform, and within those, only 6% are covered for both internal and external collaboration.

The Digital Office - improving the way we work

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Figure 5: How would you describe the overall provision of these collaboration enablers? (N=171) We have a single plaorm that supports both internal and external collaboraon, 6% We have a single plaorm that covers most of our internal collaboraon needs, 18%

We have a structured mix of best-of-breed products, 16%

We don’t have much in the way of IT support for collaboraon, official or unofficial, 13% People use a number of cloud and mobile services, but most are not IT supported, 4%

We have a very fragmented mixture of these systems, 42%

Looked at across different sizes of organization, larger organizations (>5,000 employees) are more likely to have a structured mix of best-of-breed (22%), although 46% still have a very fragmented mix. The smallest organizations (10 to 500 employees) are a little more likely to have a single platform (9%).

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com Yes, we have good

dedicated support

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collaboraon, 6%

unofficial, 13%

We have a single People use a plaorm that number of cloud covers most of our and mobile internal services, but most collaboraon Workflow Support are not IT needs, 18% supported, 4%purchase Early versions of SharePoint had a fairly simple workflow system that was widely used for vacation booking,

of these products, 16% Even with “office workflow” systems, 29% have them, but 12% feel they are not simplemixture to set up, systems, and 42%only 7% support external and mobile access to workflows. There are products that allow simple workflows to be created in the cloud, or to be used as add-ons to SharePoint. The most common application of a workflow is likely to be an approval loop for a document or form, so a mechanism to link-in some degree of document control (which could be the ECM system itself) is important. The ability to scan supporting paper documents or forms would also be useful.

Figure 6: Do you have simple-to-use workflow support for basic or ad hoc office processes? (N=169)

Our workflow system works well in the office, but not for mobile or external, 10%

Yes, we have good dedicated support for simple, ad hoc and mobile workflows, 7%

No, we have mostly paperbased processes, 20%

We have an office workflow system but it is not that simple to set up, 12% Our core workflow/BPM system is flexible and we use it for both, 4% No, but we have workflow/BPM systems for core business processes, 21%

The Digital Office - improving the way we work

approvals, etc. Each new version has added capability, but also complexity, and there is little chance now that the average office worker or manager could set up even a simple data collection form or approvals workflow. Many organizations, especially larger ones, have BPM systems and workflows that are used for core business processes, but We have a as we can see in Figure 6, of the 25% of respondents who have such systems (43% of We the have largest), only 4% feel it is a very structured mix of simple enough for office best-of-breed use. fragmented

No, we use digital content, but with manual workflow, 27%

Document Collaboration and Mark-Up

We mentioned earlier the issue of hard-to-interpret, hand-annotated mark-ups, but 29% of our respondents still use this way to communicate changes, distributing multiple of the original. or scanned 0%copies10% 20% These 30% are often 40% faxed 50% 60% back to the originator, further degrading the readability. Creating a revised version of the document will then involve trawling through sheets use of potentially conflictingmarked changes, We mostly paper documents, upand by manually incorporating them into the master copy. The Track Changes functionality in Word and other editorshand is much more reliable for readability of the annotations and comments, but still replicates the mechanism of distributing multiple copies, and then collecting together and collating the markedcirculate copies by email and collect up We versions. Thismulple is the most popular mechanism amongst our respondents.

the mark-ups

Much better is to use a single shared copy of the original, and have multiple mark-ups applied to that. 46% do use this approach,We including use acopy cloud copy offor the document rather than an on-premise copy. The Track Changes store a 13% singlewho shared on-prem approach generally results in a mix of suggested edits and comments. This can also be extended to concurrent editing mulple mark-ups where each commenter actually edits the text – or more often, adds more text to move the document forward. In many applications, this awould provide the degree of attribution as to who made which changes, and even with Track We use cloudnot copy for mulple mark-ups Changes, the sequence and history of revisions can be important from a legal point of view.

We use a cloud copy for concurrent eding We have formal review processes that need clear comment aribuon We oen need to clear the/ change legal © AIIM 2015 www.aiim.org © Xeroxhistory 2015 for www.xerox.com reasons

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business workflow/BPM processes, 21% system is flexible and we use it for both, 4%

No, we use digital content, but with manual workflow, No, but we have 27% workflow/BPM Figure 7: Which of the following apply to your document sharing and mark-up processes? (N=157) systems for core business processes, 21% 0% 10% 20% 30% 40% 50% 60%

We circulate mulple copies by email and collect the mark-ups We store a single shared copy on-prem for 0% mulple mark-ups We mostly use paper documents, marked up by hand We use a cloud copy for mulple mark-ups

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We circulate mulple copies by email and collect theeding mark-ups We use a cloud copy for concurrent We store a single shared copy on-prem for We have formal review processes mulple that need clear mark-ups comment aribuon We use a cloud for history mulpleformark-ups We oen need to clear thecopy change legal reasons We use a cloud copy for concurrent eding

Sharing and Mark-Up Tools We have formal review processes that need clear

Despite the fact that mark-up and commenting been a requirement from the first days of word-processing, it is comment have aribuon somewhat surprising that the tools are so widely considered inadequate. Around half of users of Track Changes in We there oen are need to clear the –change history for 0% legal Word feel shortcomings particularly in the ability to10% compare, attribute, accept60% changes. 20% 30%and selectively 40% 50% Comment and mark-up in PDF documents is even reasons more poorly served in Adobe Acrobat, with 15% out of the 33% who use We it considering it to be “poor”. use Track Changes on Word documents and

works well applications available, and these are in use by 6% of our There are more specialized mark-up andit commenting respondents.

We use Track Changes, but it is far from ideal Figure 8: What are your biggest issues with document sharing and mark-up? (N=157) We cannot rely on Track Changes for aributable 0% 10% 20% 30% 40% 50% 60% comments We use Track Changes on Word documents and We oen need to mark up PDF documents it works well

The Digital Office - improving the way we work

We mostly use paper documents, marked up by hand

Standard Adobe Acrobat mark-up and annotaon We use Track Changes, but it is far from ideal is poor We cannot rely oneding Track Changes for aributable We use concurrent to disl inputs across a group comments We have a dedicated We oen need tomark-up/ mark up collaborave PDF documents eding applicaon Standard Adobe Acrobat mark-up and annotaon is poor We use concurrent eding to disl inputs across a group We have a dedicated mark-up/ collaborave eding applicaon

Sharing and Mark-Up Issues Access to a simple way to share documents outside of the organization with customers and partners is the biggest need reported by our respondents, and this is behind the usage of file-share and sync products such as Dropbox and Hightail, albeit that they originated as consumer tools, and are frequently not sanctioned by IT. A similar need exists for a simple and ad hoc way to set up a single-copy shared document for commenting – and this is an example of where SharePoint and many other ECM systems are clumsy.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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In the absence of a single shared copy, once comments have been added to multiple documents, unpacking and overlaying them is difficult, and re-typing or cut-and-pasting comments and text edits is considered to be tedious and error prone.

Figure 9: What are your biggest issues with document sharing and mark-up? (N=157) 0%

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30%

40%

We don’t have a simple and secure way to share documents with customers or partners Re-typing or cut-and-pasng comments and text edits is tedious and error prone Seng up ad hoc single-copy shared documents for comment is clumsy 0% It’s hard to unpack/overlay/a­ribute comments at the end of the review cycle We don’t have a simple and secure way to share documents or partners We need a with muchcustomers simpler way to annotate documents on mobile devices Re-typing or cut-and-pasng comments and text Not havingedits a common annotaon mechanism is tedious and error prone across mulple document types Seng up ad hoc single-copy shared documents Users are wary of open-document for comment collaborave is clumsy eding in case they mess up It’s hard to unpack/overlay/a­ribute comments at PDF commenngthe generally needs to becycle precise end of the review and a­ributable We need a much simpler way to annotate documents on mobile devices

10%

20%

30%

40%

Not having a common annotaon mechanism

Documentacross Sharing andtypes Filing mulple document

Local PCare drives and file-shares are still in wide everyday use (71%) for work-in-progress documents and Users wary of network open-document collaborave shared workgroup content. Theinlatter understandable, but the fact that 58% store shareable content on their eding case isthey mess up individual PCs and laptops is a concern for all the usual0% reasons of security, backup, restricted access others. 20% 40% and 60% 80% from100%

The Digital Office - improving the way we work

Looking back at earlier comments about using paper for travelling and for mark-up, these two combine in the need for a simpler way to annotate documents on a mobile device, and this would also play towards some form of standard mark-up application across multiple document types..

PDF commenng generally needs to be precise

andusing a­ributable The cloud is making inroads, with 15% a generic cloud file share for content sharing, and 20% use cloud SharePoint or OfficeOn 365. More popular are on-premise personal PCs, shared by email SharePoint (44%) and other corporate ECM (20%). Larger organizations are more likely to utilize on-premise or cloud SharePoint (59% and 33% resp.). Cloud file shares are more popular with smaller organizations (23%).

On the network file-share, G: or X: drive Figure 10: How do you file and store work-in-progress documents and other shared workgroup (Check all that apply) (N=158) In acontent? cloud file-share 10-500 emps 0% 20% 40% 60% 80% 100% 500-5,000 emps In on-premise SharePoint 5,000+ emps On personal PCs, sharedInby email SharePoint Online/Office365/OneDrivePro On In thea network file-share, G: or X:ECM/RM drive comprehensive/corporate system In a cloud file-share 10-500 emps In a simpler/departmental DM system 500-5,000 emps

In on-premise SharePoint All of these In SharePoint Online/Office365/OneDrivePro

5,000+ emps

In a comprehensive/corporate ECM/RM system In a simpler/departmental DM system All of these 0%

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

Users simply aren’t prepared to tag and file content

20%

40%

60%

80%

10

Online/Office365/OneDrivePro In a comprehensive/corporate ECM/RM system In a simpler/departmental DM system

Document Filing Issues

All of these

Another common theme is the difficulty of searching and accessing documents from mobile devices, and sharing them outside the firewall.

Figure 11: What are your biggest issues with filing and document sharing? (N=153) 0%

20%

40%

60%

80%

Users simply aren’t prepared to tag and file content reliably The file share is chaoc, but users are wed to it Giving users an easy choice of where and how to store their stuff Paper files that aren’t easy to access outside of the immediate office Much simpler document search and access from mobile devices Our ECM/SharePoint system is too cumbersome for day-to-day documents It should be much easier to securely share documents outside of the firewall We need a simple way to split personal and shared documents All of the above

The Digital Office - improving the way we work

It is no surprise that users hate filing, and are not very good at it. It is also no surprise that they prefer the lax regime of the file share to the more defined filing requirements of an ECM system. But a significant 44% of our respondents feel that we don’t give users an easy choice of where and how to file their stuff. In particular, 31% feel that ECM or SharePoint systems are too cumbersome - and this is from the AIIM community who are likely to be more forgiving than general business people.

Tiered Document Management A number of organizations are now taking the view that content management needs to be provided on a spectrum, with high security long-term needs at one end, through project teams and ad hoc file sharing, to personal filing at the other. They then set a policy as to which support systems should be used at each level, so it might be a file0%immediate 10% 20% needs,30% 50% share-and-sync product or a workplace social platform for or short term SharePoint40% or similar for longer term projects and intranet publishing, and a heavyweight records management system for long term archive and retention management.

No – the file-share is king

We can see in Figure 12 that smaller organizations are more fixed on the file share, but also that 41% of the largest organizations use multiple content management systems, but have no agreed policy on which to use for what. We useand these systems,organizations but there do have a tiered content management policy in place, with Encouragingly, 22% of large mid-sized is noone. policy on how many others in the process of agreeing

We are in the process of agreeing a policy Yes, we have a ered policy in place

10-500 emps 500-5,000 emps

Don’t know

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

5,000+ emps

11

All of the above

Figure 12: Have you adopted a policy of tiered content management systems, e.g., personal content; internal/external collaboration; project team shares and sites; and formal records management? (N=156) 10%

20%

30%

40%

50%

No – the file-share is king We use these systems, but there is no policy on how We are in the process of agreeing a policy Yes, we have a ered policy in place

10-500 emps 500-5,000 emps

Don’t know

5,000+ emps

Hybrid Content Systems One of the big issues with a tiered system is how to migrate content from one to another – in particular, moving content that is resident in the cloud into an on-premise ECM or RM system for longer-term records retention. The same applies in reverse, where on-premise content needs to be “published” into a cloud collaboration system for wider access. The most obvious mechanism here is that the on-premise ECM system extends seamlessly to a cloud system, and 55% would like this to be the case, including 21% who would want them to be the same system. Many of these are likely to be SharePoint users who would have hoped for a transparent hybrid scheme between on-premise SharePoint and Office 365. Unfortunately, Microsoft has been slow to provide this, although improvements are promised in the next release. Other respondents are more aware that an office/cloud collaboration system needs to be much more user-friendly than an on-premise ECM, and so various synchronization or selective migration arrangements might be more appropriate. 8% quite rightly suggest that an automated hybrid transfer based on content type would likely solve the issue, without undue reliance on the human factor.

The Digital Office - improving the way we work

0%

Figure 13: How would you expect content used in an office/cloud collaboration system to connect with content in your main ECM/SharePoint system? (N=156) Selecvely exported at the end of a project or meeng, 3%

Automated based on content type, 8%

We would want them to be the same system, 21%

As part of a local workflow, 6% Through allocated synchronized folders, 5% As a single stored copy, checked out to the collaboraon suite and back, 24%

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

We would want them to appear to be the same system, 34%

12

Automated based on We would want Selecvely content type, 8% them to be the exported at the same system, end of a project 21% or meeng, We looked at simple office workflows earlier,3% and we know that many of these are likely to be simple document

Approvals, Signatures and Forms

synchronized

Beyond basic paper forms, PDF forms5% are the digital mainstay. 58% of our respondents regularly use them, with folders, electronic completion and return by email. Adobe have also offered active PDF forms for many years where the entered data is collected into an XML for subsequent collation. Although meeting an important need in most As afile single organizations of immediate validation of entry stored copy,and avoidance of tedious data re-keying, the implementation We would wantof this checked and out has to tended to change with each new version ofthem facility has always been overly complex, Acrobat. to appear

the collaboraon

to be theare same The more modern equivalent is mobile e-forms distributed to tablets and phones, and although 10% using this, suite and back, system, 34% even it is not yet at the level where an office manager or administrator could create a mobile application to replace 24% the simplest of tick forms with a tablet-based e-form. The fall back for all of these options is the paper form, with or without an OCR capture process to extract the data. 28% have an OCR capability, but it could probably be described as fine for use in mainstream business processes, but not simple enough for ad hoc office use. With no OCR, we are back to inefficient hand re-keying of data from the paper form to whichever system – or often systems – that need it.

Figure 14: Which of the following do you regularly use? (N=116) 0%

10% 20% 30% 40% 50% 60% 70%

PDF forms for electronic compleon and return Acve PDF forms with data collecon Mobile forms distributed to tablets and phones OCR capture of forms content (non-core processes)

The Digital Office - improving the way we work

approvals, albeit that the document As part ofinaquestion local might represent a proposal or bid for many tens of thousands of dollars. The next category ofworkflow, workflow is6% likely to involve a form where additional information needs to be collected against specific questions. These may be internal, or external, but we are trying to differentiate here between ad Through hoc or low-level administrative requirements, and high volume core business processes for claims, applications or allocated registrations.

Image based e-signatures edited into PDFs Password-secured e-signing Stroked signing by stylus or mouse Digital signatures with public-key security and encrypon

Signatures So many digital transformation projects fall over at the point where a signature, or worse, multiple signatures need 0% 10% 20% 30% 40% 50% 60% to be added to a document. A so-called “wet signature” is often deemed to be the only legal option, despite the fact that the representation of a signature as a bit-mapped image is enshrined in most legal jurisdictions. However, it has We need a simple, aributable way to sign to be said, that there are a number of ways to add an electronic signature to an electronic document, some of which internal documents are more defensible than others.

We signature need a simpler agreedocument contracts,is a regular option for 27% of our respondents. Digital Including a simple imageway into to a PDF orders, bookings, etc., with customers signatures (used by 12%) better support theour need for enforceability and non-refutability, yet are often considered to be expensive and overly complex. They also do not play so well between trading partners or customers in that they need to extend the document approval have to be set We up beforehand. process to mobile devices

In between these extremes are a number of other electronic signing options, as highlighted in Figure 14, including A signing needs to cover encapsulaon, stroked signing on asoluon tablet, and most recently, biometric signing using a smartphone.

dual signatures, page inialling, etc.

Electronic compleon of PDF forms messes up the form layout © AIIM 2015 www.aiim.org / © too Xerox 2015 expensive www.xerox.com Digital signatures are clumsy/ even

for our more formal requirements

13

Stroked signing by stylus or mouse Image based e-signatures edited into Digital signatures with public-key security PDFs and encrypon Password-secured e-signing Stroked signing stylus or your mousebiggest issues around signatures, approvals and forms? (N=137) Figure 15: by What are

We need a simpler way to agree contracts, orders, bookings, etc., with our customers 0% 10% We need to extend the document approval process mobile devices We need a simple, aributable way totosign internal documents A signing soluon needs to cover encapsulaon, signatures, page inialling, etc. We need a simpler dual way to agree contracts, orders, bookings, etc., with our customers Electronic compleon of PDF forms messes up the form layout We need to extend the document approval process to mobile devices Digital signatures are too clumsy/ expensive even our more formal requirements A signing soluon needs tofor cover encapsulaon, dual signatures, page inialling, etc. Adobe interacve forms are complex and version Electronic compleon of PDF forms messes up dependent the form layout

10%

20%

20%

30%

30%

40%

40%

50%

50%

60%

60%

Digital signatures are too clumsy/ expensive even for our more formal requirements Signature Issues Office users areare looking for aand simple, but attributable way to sign internal documents (53%). This should not be Adobe interacve forms complex version 0% can do 10%this. They 20% also 30% 40%to agree 50% difficult to set up within the business and there are various products that need a way dependent contracts, orders, bookings, etc., with customers (40%). This is harder to solve as nothing has emerged that is We need simple, businesses. aributable Both way to signand internal standardized across and abetween Word Acrobat have a basic digital signature facility, but it is not obvious how to use it. The third basic requirement is documents the need to sign-off approvals on a mobile device.

Figure 16:We What are your biggest issues aroundorders, signatures, approvals and forms? (N=137) need a simpler way to agree contracts, bookings, etc., with our customers 0% 10% 20% 30% 40% 50% 60% We need to extend the document approval process to mobile devices We need a simple, aributable way to sign internal documents A signing soluon needs to cover encapsulaon, dual signatures, inialling, etc. We need a simpler way to agree contracts, page orders, bookings, etc., with our customers Electronic compleon of PDF forms messes up the We need to extend the document approval process form layout to mobile devices Digital signatures are too clumsy/ expensive even our encapsulaon, more formal requirements A signing soluon needs tofor cover dual signatures, page inialling, etc. Adobe interacve forms are complex and version Electronic compleon of PDF forms messes up the dependent form layout

60%

The Digital Office - improving the way we work

0% Digital signatures with public-key security and encrypon We need a simple, aributable way to sign internal documents

Digital signatures are too clumsy/ expensive even for our more formal requirements Adobe interacve forms are complex and version dependent Beyond these simple requirements, there are a number of more complex issues around encapsulation, dual signatures, and the page initialling that some countries use. We do not have the space here to cover this in more depth.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

14

Collaboration Platforms

When we asked our respondents what they see as the most important ingredients of such a platform, the biggest common ground is simple office workflows and approvals – a function that is by no means common across any of the existing contenders. This comes higher than the more expected content aspects that include a simple personal and shared content management mechanism, synchronized with the corporate ECM/RM systems, and the ability to access content from the cloud and on mobile. Next comes the need for a simple password protected signing system that can be inclusive across the business, but has a sufficient degree of security based on logins and passwords. This would go along with better management of PDF forms, to make it so much easier to set up a simple forms-based data collection and approval for basic HR/ Finance needs or short projects. More specific workflow functionality would include automated management of meetings groups and distributions, links through email for external partners, one-touch scan-to-workflow on MFPs, and one-touch content sharing with external partners.

Figure 17: What functionalities would you expect in a comprehensive collaboration platform? (N=150) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Simple office workflow with alerts and approvals Personal and shared content management Content synchronizaon to ECM/RM systems Content access and sharing via cloud/mobile

The Digital Office - improving the way we work

We discussed earlier that the IT industry has yet to fully align a given set of functions that provide file-sharing, commenting, discussion threads, meetings support, scanning, office workflow, and signature approvals into a fullyfledged product that might be called a dedicated collaboration platform, or even, a digital office. Symptomatic of this is that products are arriving in this area from a number of different backgrounds – sync-and-share, concurrent editing, team sites, social workplace, unified communications, and content management. The vendors are all frantically adding functionality to move their products into the centre ground as a true “platform”.

Simple password protected electronic signatures Meengs groups and automated distribuons Management of PDF forms Workflow links through email for external One touch scan to workflow on MFPs One-touch secure content sharing with partners Unified annotaons for PDF and other formats Essenal

Useful

Not so important

Collaboration Platform Plans Having set the scene for what seems to be an eminently useful and much needed product, we asked our 20% to the responses 30% in Figure 40% respondents if their organization is likely to make an0% investment in 10% this area. According 18, 17% overall feel they already have one, rising to 30% of the largest organizations. Amongst the mid-sized, 15% Unlikely we seemarea, to be wed to to 9% overall. For the rest, most (46%) feel they have a mix of are looking to invest in this– product compared paper and no one cares solutions that satisfy this need already, with half looking to consolidate, and the other half likely to leave things as they are. 22% accept that they might need to look at this in the future.

We need at thisenthusiasm in the future Overall, this seems liketoa look lacklustre for collaboration tools that would improve the functioning and productivity of the digital office, but may be due to a combination of factors. As we know, getting those in the “middle office” to change their ways of working is harder than in more proscriptive areas. The product offerings themselves We have various soluons now, and are in a state flux, with mix of new and existing players, and there is a fierce acquisition environment. areofunlikely toaconverge onentrants a new one We need to consolidate our exisng

soluons /to standard © AIIM 2015 www.aiim.org © aXerox 2015plaorm www.xerox.com

10-500 emps 500-5,000 emps

15

Onegroups touch and scanautomated to workflowdistribuons on MFPs Meengs One-touch secure content sharing with Management of partners PDF forms UnifiedWorkflow annotaons forthrough PDF andemail otherfor formats links external

As yet there is no emerging product, from a big brand player, that sets the expectation, validates the product Essenal Useful Not so important positioning and defines One touch scanthe toscope. workflow on MFPs

Essenal

Unlikely – we seem to be wed to paper and no one cares We need to look at this in the future

0%

Useful

10%

Not so important

20%

30%

40%

We have various soluons and to Unlikely – we seem tonow, be wed paper and oneone cares are unlikely to converge on no a new We need to consolidate our exisng Wesoluons need to to look at this inplaorm the future a standard

10-500 emps 500-5,000 emps

WeWe need a standard soluon for this have various soluons now, and and are to invest in one are unlikely to likely converge on a new one

5,000+ emps

We need to consolidate our exisng have one soluonsWe to aalready standard plaorm

10-500 emps 500-5,000 emps

We need a standard soluon for this and are likely to invest in one

5,000+ emps

Sourcing a Collaboration Platform

A further factor can be seen in Figure 19. Who in the business decides or initiates such a project? Would it be from We already have one the top, from central IT, from departments and lines of business, or as an additional service from existing outsource partners? On balance, our respondents feel it is more likely to be from IT (38%), rather than as a board-level Local decision by initiative (23%), and with all of the other projects on their agenda, and the difficulty of choosing between solutions, department head, and probably overturning those already favoured Other/Don’t know, by each department or manager, is an easy one to defer.

6% 15% Figure 19: How would your organization most likely acquire an office support/digital Divisional, subsidiary or site collaboration platform? (N=150) decision, 10% Via managed services outsource Local decision by partners, 4% department head, Local iniave Other/Don’t know, 6% adopted by 15% Divisional, others, 5% subsidiary or site decision, 10% Via managed services outsource partners, 4% Local iniave Iniave from adopted by CEO/Board, 23% others, 5%

The Digital Office - improving the way we work

Figure 18: How likely do you think your organization would be to invest in a comprehensive One-touch secure content sharing with partners office support/digital collaboration platform? (N=147) Unified annotaons for PDF and other formats 0% 10% 20% 30% 40%

Decision by central IT, 38% Iniave from CEO/Board, 23% 0%

20%

40%

Decision60% by central IT, 38%

80%

Shredding/paper disposal Box storage of paper records Desktop IT support Shredding/paper disposal Managed print services (MPS)

0%

20%

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

Box storage of paper records Offsite archive scanning post-process

40%

60%

80%

10-500 emps 500-5,000 emps

16

6%

15% Via managed services outsource partners, 4%

Divisional, subsidiary or site decision, 10% Local iniave adopted by others, 5%

Managed Content Services

CEO/Board, 23%in take up of an extended model to include in-office scanners and the provision of There has been a recent increase downstream content management, known as managed content services (MCS). Already in use by 15% of mid-size and large organizations, this could become the home of digital office services. It Decision would also in with inbound mail by tie central services and archive scanning. IT, 38%

Figure 20: Which of the following office services do you mostly outsource? (N=148) 0%

20%

40%

60%

Shredding/paper disposal Box storage of paper records Desktop IT support Managed print services (MPS) Offsite archive scanning post-process In-office scanners and managed content services (MCS) Mailroom Communicaons and conferencing services

10-500 emps 500-5,000 emps 5,000+ emps

80%

The Digital Office - improving the way we work

In our discussions of the digital office, it is relevant to look at the more general office infrastructure that already exists, and the degree to which different services are outsourced to external partners, particularly in larger organizations. Handling of paper and box storage of paper records is likely to be outsourced in around half of organizations and 28% of large and mid-sized use managed print services (MPS) to handle their printers and copiers. Iniave from

Scanning of inbound mail Document processes beyond scanning None of these

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

17

Conclusion and Recommendations

A number of product types play to these issues: ECM and team collaboration systems, cloud file-shares, workplace social platforms, conferencing and unified communications, scan-to-workflow, forms management, e-signatures, and document collaboration products. Vendors from each of these areas are moving quickly to capture the centre ground, but this in itself is confusing users, who are accumulating a set of overlapping capabilities, with little in the way of internal policies as to which to use for what purposes. In our survey, “simple office workflows with alerts and approvals” was the most commonly requested capability, featuring above personal and shared content management, content synchronization with ECM, and content access via cloud and mobile. Add one-touch scanning, signature management, meeting automation and workflow of forms through and outside of the business, and you have a product capability that would go a long way to creating a much more productive digital office.

Recommendations n Take a look at offices within your organization (and those outside), and observe how technology is

used, and where it seems to be genuinely improving efficiency. Pay particular attention to the minor office workflows that might not warrant the term “business process”, but are nonetheless part of every office workers day.

n If your offices are overflowing with paper, check that MFPs are being fully exploited for their scanning capability, and that users understand how to route scanned images to appropriate locations or workflows.

n Set paper-free processes and electronic-only filing as your objective. If the signature issue is standing in the way, check out the full range of available e-signature solutions, and challenge objections from legal advisors.

The Digital Office - improving the way we work

Despite the computing advances for office workers over the past thirty years, our survey has still surfaced many issues and shortcomings that impact productivity and hamper collaboration. We no longer have to travel to meetings, but that doesn’t make them any more effective. There is still too much paper clogging things up. Electronic documents are filed, stored and shared in a host of different ways, many of which are inaccessible, unsearchable, and unmanaged. Accessing documents on mobile, and sharing documents outside of the business is still problematic – and is being solved by users outside the control of IT. In the document creation phase, commenting and marking up changes is not as simple or robust as it should be, and we still don’t have a simple and widely accepted standard for signing documents and contracts.

n Audit the content management and collaboration support products in both official and unofficial

use. Find out which functionalities are being used by which departments or projects. Pay particular attention to mobile access for content and approvals, with extension to third parties.

n Check your policies and guidelines on use of content systems, and also the levels of training you give to new and existing office staff. Consider adopting a tiered content management policy. Enforce an “able to telework” policy on both administrators and managers as part of business continuity planning.

n If the needs of your “middle office” are not being met by your existing content management platforms and BPM systems, or if you have a disparate mix of workplace social, cloud sharing and document collaboration systems, look to an integrated collaboration platform that is specifically orientated to provide a full range of office productivity solutions.

n If you already use service partners for existing office services, explore the option of managed content services (MCS) to include the elements of the digital office described in this report.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

18

Appendix 1: Survey Demographics

The survey was taken by 204 individual members of the AIIM community between 10 July and 13 Aug 2015, using a web-based tool. Invitations to take the survey were sent via email to a selection of the 150,000 AIIM community members

Organizational Size Organizations of less than 10 employees and suppliers of ECM products and services are excluded from all of the results in this report, leaving 173 respondents. On this basis, larger organizations (over 5,000 employees) represent 32%, with mid-sized organizations (500 to 5,000 employees) at 30%. Small-to-mid sized organizations (10 to 500 employees) represent 38%.

11-100 emps, 16%

Over 10,000 emps, 23%

11-100 emps, 16%

Over 10,000 emps, 23%

101-500 emps, 22%

5,001-10,000 emps, 9%

101-500 emps, 22% 501-1,000 emps, 10%

5,001-10,000 emps, 9%1,001-5,000 emps, 20%

501-1,000 emps, 10%

1,001-5,000 emps, 20%

Geography

Middle East,

The Digital Office - improving the way we work

Survey Background

Asia, Far East,

Africa, S.Africa, US and Canada make up 69% of respondents, with 17% from Europe and 2% 14% elsewhere. 2%

Central/ S.America, 4%

Middle East, Australia, NZ, Africa, S.Africa, 7% 2% Central/ EasternS.America, Europe, 4% Russia, 1% Australia, NZ, 7% Western Eastern Europe,Europe, 8% Russia, 1%

Asia, Far East, 2%

US, 49%

UK, Ireland, 9% Western Europe, 8%

US, 49%

UK, Ireland, 9% Canada, 20%

Canada, 20% Media, Entertainment, Publishing, 1%

Non-Profit, Charity, 1%

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com Manufacturing,

Media, Aerospace, Food, Entertainment,

Non-Profit, Charity,

Other, 8%

Government & Public Agencies - Naonal/ Internaonal, 10%

19

UK, Ireland, 9%

Canada, 20%

Industry Sector

Canada, 20%

Media, Entertainment, Publishing, Media, 1% Entertainment, Manufacturing, Publishing, Aerospace, Food, 1% Process, 2% Manufacturing, Life Science, Aerospace, Food, Pharmaceucal, 2% Process, 2% Life Science, Retail, Transport, Pharmaceucal, 2% Real Estate, 2% Retail, Transport, Engineering & Real Estate, 2% Construcon, 3% Engineering & Telecoms, Water, Construcon, 3% Ulies, 4% Telecoms, Water, Ulies, 4% Prof. Legal and Services, 5% Legal and Prof. Services, 5% IT & High Tech , 5%

Non-Profit, Charity, 1% Non-Profit, Charity, 1%

Other, 8% Other, 8%

Government & Public Agencies - Naonal/ Internaonal, 10% Government & Public Agencies - Naonal/ Internaonal, 10% Government & Public Services - Local/ State, 10% Government & Public Services - Local/ State, 10%

Finance, Banking, Insurance, 16% Finance, Banking, Insurance, 16%

IT & High Tech , 5% Educaon, 5% 5% Educaon,Consultants, 5% Consultants, 5% Document Services Provider, 6% Document Services Provider, 6%

Energy, Oil & Gas, Mining, 8% Energy, Oil & Gas, Mining, 8%

Healthcare, 8% Healthcare, 8%

The Digital Office - improving the way we work

National and local government, and public services, represent 120%, finance, banking and insurance 16%, energy 8% and healthcare 8%. The remaining sectors are evenly split.

Job Roles 31% of respondents are from IT, 34% are from records or information management, and 35% general business.

President, CEO, Managing Director, CEO, 1% President, Managing Business Director, 1% Consultant, 9% Business Consultant, 9% Line-of-business execuve, department Line-of-business head or process execuve, owner, 9% department head or process Officeowner, manager, 9% facilies manager, print Office manager, services facilies manager,print 5% manager, Head of services records/ manager, 5% informaon Head of management, records/ 16% informaon management, 16%

Other, 10% Other, 10%

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

IT staff, 11% IT staff, 11% Head of IT, 4% Head of IT, 4% IT Consultant or Project 16% ITManager, Consultant or Project Manager, 16% Records or document management Records or staff, 18% document management staff, 18%

20

Appendix 2: General Comments

n I think outsourcing will be an option in years to come as the level of skill and cost seem to outweigh keeping staff in house.

n Getting all users to a competent level with existing office automation tools would be a good start. Many still can’t work with marked up documents never mind a full workflow.

n We have some useful systems but people do not seem to know how to use them or use them

consistently. When I’ve sought training, I found that there were too many choices or what you could do so it offered little clarity.

n I strongly believe that education and training are key to any organization adopting any

collaboration technology. Without a proper explanation and clear direction on when to use what and where the idea of enterprise collaboration will not be adopted by all, only a few.

n We are just starting to explore options, but expecting to run into blockages by staff who do not want to change any of their current paper processes.

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

The Digital Office - improving the way we work

Do you have any general comments to make about your office collaboration platforms? (Selective)

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About Xerox Xerox is dedicated to helping change the way the world works. By applying our expertise in image capture, business processes transformation, analytics, automation, and user-centric insights, we help re-engineer the flow of work to provide greater productivity, efficiency, and personalization. Our more than 130,000 employees, across 180 countries create meaningful innovations and provide business process services, software and solutions, and technology that make a real difference for our clients – and their customers. Xerox® Digital Alternatives With Xerox Digital Alternatives, business professionals can complete routine business tasks quickly and efficiently without the use of paper, including:

n n n n n

Reading, annotating, storing, and sharing documents of any type. Completing and signing electronic or paper-based forms. Collaborating with each other through a unified sharing capability. Synchronizing work automatically across corporate and personal devices. Remaining productive away from the office, even when working unconnected.

IT and Management also benefit from Xerox Digital Alternatives by:

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Maintaining files securely behind the corporate firewall or on a Xerox-hosted private cloud. Centrally managing user accounts and access for maximum control. Leveraging their company’s corporate directory services, mail system, and storage infrastructure. Supporting Bring Your Own Device (BYOD) and mobile productivity without compromising corporate assets. Gaining insight into how work gets done with a range of reporting capabilities and analytics.

Read

Forms

Annotate

Xerox® Digital Alternatives Sync

Sign

Share

Read and Review Save any file type for later reading. On or off the corporate network.

Share Share documents with selected team members or an entire meeting attendees’ list instantly.

Annotate and Comment Highlight, circle, sketch, type and sign. All changes are automatically saved and synchronized across all of your devices.

Sync Across Devices Store and access documents from any of your connected devices.

Complete and Sign Forms Complete forms quickly and easily with intelligent form field recognition and electronic signature support.

The Digital Office - improving the way we work

This research was underwritten by Xerox and the Xerox Global Workflow Automation Business.

Work Online or Offline All features except Sync available to users at all times. No dependency on Internet access.

To learn more about Xerox Digital Alternatives and/or Xerox Workflow Automation Industry, Cross-industry, and Personal & Office Productivity Software, Solutions, and Services, Click here (http://automatecontent.xerox.com/).

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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The Digital Office - improving the way we work

AIIM (www.aiim.org) is the global community of information professionals. We provide the education, research and certification that information professionals need to manage and share information assets in an era of mobile, social, cloud and big data Founded in 1943, AIIM builds on a strong heritage of research and member service. Today, AIIM is a global, non-profit organization that provides independent research, education and certification programs to information professionals. AIIM represents the entire information management community, with programs and content for practitioners, technology suppliers, integrators and consultants. © 2015 AIIM AIIM Europe 1100 Wayne Avenue, Suite 1100 The IT Centre, Lowesmoor Wharf Silver Spring, MD 20910 Worcester, WR1 2RR, UK 301.587.8202 +44 (0)1905 727600 www.aiim.org www.aiim.eu

© AIIM 2015 www.aiim.org / © Xerox 2015 www.xerox.com

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