Managing Documentum Content for the Long Term

With the sale of the Documentum business to OpenText, enterprises with built-out Documentum infrastructures are looking at their options. Some will recommit to Documentum, and some will set a path to move to alternative content management technologies. All of them, however, will have to decide how to manage the large volume of content they have accumulated in their Documentum repositories.

In other posts, I have talked about decommissioning and archiving strategies that can be used to guide the move off of Documentum. But the reality is that in almost any scenario enterprises with a long Documentum legacy will have content stored in Documentum repositories for a long time into the future.

So the question is, how can that content be managed better? How can costs be reduced? And how can you get the most out of it?

Reduce Volume to Reduce Costs

Like any content repository, it is almost certain that 40% or more of the content stored in your Documentum environment is duplicate, redundant, obsolete or trivial. So one way to save money is to eliminate that “ROT” in an organized way.

Analytics tools let you peer into content repositories and analyze the content, identifying not just redundant and trivial content but private and confidential information as well. These tools connect a periscope to your Documentum environment, through which you can easily identify content of different types and stored items with different characteristics, based on the content of each item, not just the metadata.

Once identified, cleansing and mitigation steps will reduce the volume of the content and the security of any private information (PII and PCI) hidden inside the items. This work will potentially reduce storage costs, increase compliance with your security policies, and reduce the cost and complexity of any future migration efforts

Add Retention Management to Reduce Risk

Retention management policies define which types of content you need to retain and for what period. Regulatory requirements and internal information governance policies dictate retention policies.

Adding retention management to Documentum content is simple with tools that allow you to connect to document repositories and map each item to a retention policy. Once mapped, each item can be scheduled for destruction when it reaches its defined expiration date.

The result is less content is vulnerable to both data theft attempts and legal discovery proceedings. “Defensible Destruction” means that you destroy items as part of a defined process, executed consistently. Retention management is the cornerstone of defensible destruction.

A secondary capability is litigation hold. Some tools (full disclosure, Everteam offers one), include the capability to place sets of items on litigation hold, ensuring their preversation as soon as you identify them as part of a document request associated with a legal proceeding or internal investigation.

Employ Analytics to Extract Additional Value

Modern content analytics tools have the power and intelligence to identify patterns embedded in the content of all items stored in your Documentum environment. A simple example: If you have ten thousand contracts stored in Documentum, wouldn’t it be useful to see which ones, and how many, include the phrase “most favored nation” somewhere within the document?

The natural language processing (NLP) capabilities of content analytics tools can also identify patterns in your documents that you are not explicitly searching for. For an insurance company, that might mean certain phrases in claims documents that tie back to factors that could be screened for at the time of underwriting.

The point is that there are insights buried in your Documentum content, and content analytics tools can surface those insights so that you can act on them. Some of these tools are preconfigured to work with Documentum content.

The Long View

Documentum has been around for more than 20 years, and some companies have been using it nearly that long. That means there are vast quantities of documents stored in Documentum and that content needs to be managed and optimized for the long term.

Take a look at the available tools to analyze your Documentum content, to add retention management and litigation hold capabilities, and to provide deep content analytics. These tools will help you reduce the volume and costs of that content, reduce the risks associated with retaining it, and increase the value you can extract from it.

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Six Questions to Ask Before Your Next Content Management Project

For the last twenty years, decisions about document and content management systems were basically about one thing: Which vendor’s product to use.  The major Enterprise Content Management (ECM) vendors — IBM, Documentum and OpenText — all had similar offerings. Each provided a monolithic platform with a broad range of functionality, with the understanding that they were providing a platform for the development of applications.

In the last year, a lot has changed. OpenText purchased Documentum, new vendors emerged with new approaches, and Gartner declared the era of ECM over, in favor of a new genre of software they call “Content Services.”

Anyone considering a content management initiative today has to make more a fundamental IT strategy decision. That analysis includes whether to extend the use of a platform already in place or, alternatively, to procure a “best of breed” application that provides the business functionality required without the required investment in underlying technologies. And that first decision leads to other choices, such as how to go about mitigating your risk if you stay with a legacy platform environment, whether to migrate your existing applications and whether to start planning for the decommissioning of the existing platform environment.

Sorting through the options and their implications is a daunting task. As a first step, here are six questions you should ask about your current use of content management technologies and upcoming needs; the answers will highlight some of the factors that should be at the heart of your decisions about your strategy for content management technologies.

Question 1: How many content-oriented applications do you have in place today?

If you have two or three enterprise applications running on a legacy ECM platform, you have more strategic flexibility than if you have twenty. So building an inventory is an obvious first step.  Build a quick list that shows how many content management applications you have in place today, what technologies they are the built on, and who constitutes the user base.

Organizations with just a few content management applications may be well-served by a decision to move forward with a cloud-based, best-of-breed approach to content management. That means going to market, choosing the best application that meets your requirements, and leaning on the vendor for managing it. The benefits in terms of strategic simplicity, lower internal investments, and continued flexibility will outweigh any purported benefits of having a set of highly integrated applications.

For organizations with a large portfolio of content management applications running across the enterprise, an approach more focused on IT infrastructure and strategy may make more sense, with an investment in internal capabilities and infrastructure that you can leverage across a larger set of applications.

Question 2: Do you have an internal capability for building content management applications?

If you have been building content management applications in-house and have that capability, continuing with a platform-based content management architecture may be the right strategic direction for your organization.  This may mean continuing with your next project on the same platform you have been using, or it could mean shifting your applications to a new content management environment and retraining your team to the new environment.

On the other hand, if you do not build applications in-house — and today most of us don’t — then shifting your plans to the purchase of best-of-breed, cloud-based applications probably makes more sense than expanding your dependency on third-party vendors tied to one of the “big three” legacy ECM environments.

Question 3:  Where are you in the transition to the cloud for enterprise applications?

For companies with a clear commitment to transition to the cloud, there is a reduced justification for investment in a single ECM platform. You can shop for a solution to your needs one application at a time, making decisions based on the applications match with your business requirements and the vendor’s success with other customers. You can take the platform technology decision out of the process since you won’t be managing the infrastructure or developing applications.

Organizations that are still hesitant in their move to the cloud need to be more careful about the systems that underlie their applications as they will continue to have responsibility for maintaining that infrastructure. You have a vested interest in maintaining fewer technologies in-house to reduce complexity and to align organizational capabilities with fewer architectural alternatives.

Question 4: Are You Trying to Solve a Content problem or a Process problem?

The ECM category has expanded over the years to include a diverse set of application types, some of which are mostly about storing and managing content and others which are focused on workflow processes involved in moving the content through a set of steps.  How would you describe your process?  Is it content management with some workflow or process management with some content?

The question is important to ask (and answer) because different content management solutions have different strengths.  In fact, some business needs are best answered with solutions traditionally categorized as business process management tools (BPM) even when those needs include some element of content management.  Traditional ECM platforms are generally best thought of as content management applications with some integrated workflow capabilities.

The point of this question is to understand your needs before you go shopping for a solution so that when you do go out to the market, you can include the types of products you need, even if they are not under the content management umbrella.

Question 5: What is the plan for your existing content management applications?

Your existing portfolio of content management applications is an important factor as you consider your next content management projects. If those applications are effective and efficient and ensconced in your business, it makes sense to maximize their lifespan and continue to invest in them. That may mean doubling down on the platform they sit on.

Alternatively, if your current applications are not central to the business and less than robust and effective, now is probably a good time to cut ties with the vendor that provided the platform underneath them, and plan to migrate, rebuild and retire.

The key success factor, in this case, is to consider each application separately, not the group together.  In other words, don’t worry about migrating to a new platform, focus instead on creating a plan for each application’s specific case.  For example, for one application there may be a clear, proven and attractive cloud-based alternative with an easy migration plan; that would be a case where migration makes sense.  Another application may be older and sparsely used, and the need it addresses solvable with another solution already in place in the organization — that is a candidate for straight-out retirement

Question 6: What do you have stored in your content repositories?

The content accumulated and stored in content management systems can act as an anchor, dragging down your plans and schedule to move forward with new solutions.  And that same content can present high risks because it often includes confidential and private information. The risks involved tend to freeze organizations in place and prevent the adoption of the best new technologies.

Fortunately, there are tools that are available to make this challenge easily solvable. In the “Information Governance” category, there are two key tools that play a role in addressing this problem. (Disclaimer: Everteam offers tools in this category).

The first category of tools is “file analytics” solutions that allow you to connect to content repositories, shared network drives, and other content stores and analyze what they contain.  These tools identify content by type and contents, surfacing items with personally identifying information and credit card numbers, for example.  They also identify duplicate and obsolete versions of documents and provide tools for cleaning the content and isolating and masking the confidential information.

The second category includes archiving tools that allow you to extract content from content management systems and store it separately, eliminating the need for the content management platform but ensuring continued access for business users to the historical content. The best archiving tools also add records management capabilities, so that archived content is managed according to defined retention management rules, enabling its destruction when its expiration date has occurred.

Setting the Path Forward

The six questions above do not constitute a “how to” guide for making decisions about your next content management project.  The answers should, however, help you think through some of the most important factors that you should be weighing in your decisions.

Ultimately, for companies with investments in legacy platforms such as FileNet, Documentum and OpenText, the fundamental options when it comes to your next project are to 1. Invest further in the platform with another application, 2. Select a solution that is independent of that platform but leaves the platform in place or 3. Start the process of moving off of the platform to the next generation of content management services-based architectures.

Getting the answer right is a critical step in 2017 as we move into the post-Documentum era. This era is characterized by a new generation of cloud-based, packaged content management solutions and new content-services-based architectures for building content management solutions. The right answer for your organization starts with asking the right questions.

Want to talk content management options with us? Let’s Chat

Reducing Information Risk through Effective Governance

This post was written by Joe Shepley, VP President and Practice Leader at Doculabs.

Information risk is one of the most significant risks facing organizations today. Whether because of sensitive data (such as PII, PHI, or PCI), which will generate negative PR and substantial fines if breached, or intellectual property (IP), which will lead to loss of revenue or market share if it falls into the wrong hands, or junk and stale data, which make it harder to know what to protect as well as to find information that’s needed, information has the possibility to damage the organization if not managed properly.

Having Information Management Challenges? Everyone is

The best defense, therefore, is to manage information properly, but this is easier said than done because most organizations not only keep everything forever (despite having policies to the contrary) but also have little to no idea what information is stored on what systems (and who owns it). In addition, there’s often no single entity responsible for managing information at an organization, so getting buy in, momentum, resources, and funding is a real challenge.

You Need the Right Team to Manage Information Risk

And all too often, managing information is seen as an IT or records management concern, whereas in reality, Information Security and Privacy should be deeply involved: after all, when a breach happens, the state of information behind the firewall will drive the size and impact or the breach. If there are terabytes of unneeded PHI on shared drives or decades of old billing information in a legacy billing system, it won’t be the records manager or IT owner of the systems who have to answer to the Board, it will be Information Security and Privacy.

Want to Learn How to Manage Your Information Risk?

There is a lot to understand about proper information governance. If you live in the Houston area, we welcome you to join myself, Gungor Aydogmus from InfoDNA Solutions and Everteam for breakfast and a discussion on the tools and techniques of information governance that can help you reduce information risk. Mark your calendar for June 29th at 7:30am CDT and register to save your seat. We’d love to see you there.

5 Business Processes Where Automation Empowers Customer Experience

Customer experience is a top priority in your organization and you’ve been investigating how technology can help. You’re not prepared to take down all your existing systems to create something new, and you don’t want to implement a heavy complex iBPMS solution, nor do you want to buy a bunch of RPA solutions. You’ve heard that business process automation can help. And you’re right, it can.

Let’s look at five types of business processes where business process automation drives better customer experience:

Routing Processes

So, your customers and suppliers are communicating with you, but to facilitate and complete these communications, they must access numerous systems that each have unique roles and data. Heck, just to simply become a customer for most companies requires access to 10 or more systems! And if you’re team is going to help, they too have to delve into these various systems–which equates to time, money, and ultimately lost business.

The answer is to leverage routing processes and decision rules that will provide a single point of interaction for the customer – a web application, mobile app or customer portal – and route the request to and between the appropriate systems using defined business rules.

Facade Processes

Facade processes provide a layer of abstraction over the top of a number of systems to present a unified experience to the customer. The best example here is a customer portal. The portal is the customer’s go-to connection to everything they want to do with your company.

The customer has one log in to the portal and can get direct access to all the systems and data they need to work with you. The portal provides a consistent user experience and a familiar look and feel across systems that are under the portal, even though these systems don’t look the same, share the same security, or even have similar data structures. Oh, and by the way, your employees would appreciate something like this too!

Simplification Processes

Simplification processes are exactly that – processes that hide the complexity necessary to provide a service to customers. These processes integrate multiple systems in a middle layer that abstracts data and decisions from these systems, processes it, and provides results to customers in a simplified interface.

Coordination Processes

A coordination process helps ensure a business transaction that involves multiple systems is initiated and completed in either a sequential or parallel pattern. Essentially, you define the process, indicate what systems are contacted in what order, what information is passed into each system and what information is received (and decisions are made) from each system when an activity is performed. These are often processes that take place over an extended period of time and involve regular updates to customers.

Augmentation Processes

Often, customer facing process requires an employee to watch or react to data or queues from one or more business system when certain conditions are met. They will then, based on that output or condition, perform a process in one system, and then based on the output of that system, may need to perform another process in one or more additional systems.

Augmentation processes enable an overarching process to initiate a process in the first system and then using that output, trigger additional actions in other systems. In this case, the augmentation process automates the additional work required across other systems when necessary.

What Processes Support Your BPA Needs?

You may recognize one or more of these processes as critical to employ for your organization. The good news is Everteam can support all of these types of business process automation.

Interested in learning more? Feel free to reach out and chat.

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Do You Really Need BPM or RPA?  The Case for Agile Business Process Automation

Business transformation is a long road. Trying to compete in a shifting market requires changing the way you do business. It requires changing how you interact with and support customers, partners and employees. And, it requires changing how you leverage technology.

Yet, if you are working to transform your business, the idea of using yet another heavy enterprise system like BPM or iBPMS feels too complex and slow.

While technology is an enabler of business transformation, large, monolithic enterprise systems (Pega, Appian, OpenText, IBM) aren’t the answer. They take too much time to figure out how to work, specialized developers (and millions in services) to implement, and by the time you get something in place, the market has changed and, in all likelihood, so has the process you’re trying to automate.

But, increasing your technical debt by adding multiple “point” solutions that do desktop automation (Robotic Process Automation) doesn’t feel like the right thing either.

And if you already have either (or both!) of these systems in place, then you certainly don’t want to go through the pain of trying to make these systems do what they can’t –  quick, agile business process automation.

So, where should you start?

What you need is something that can utilize the data and processes in your existing systems, orchestrate and automate these systems’ interactions and processes, and expose the results to your web portals and mobile applications to enhance your customer’s (both internal and external) experience.  And you need to be able to do it quickly and economically.

You need business process automation.

And that’s the reason behind everteam.process.

Stay tuned for my next blog where I’ll talk about some common processes where automation empowers customer experience.

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The Evolution of Enterprise Content Management

Forrester released two of its latest reports: Forrester Wave: Enterprise Content Management: Business Content Services, Q2, 2017 and The Forrester Wave™: Enterprise Content Management — Transactional Content Services, Q2 2017. Along with assessing 13-15 ECM vendors, of which Everteam was listed as a “Strong Performer” in both reports, Forrester also talks about the current state of the ECM market and the transition that is taking place.

It’s a transition we understand very well at Everteam. It’s not enough to have an enterprise content management platform with a number of products that integrate and provide a range of capabilities. Today, we need to recognize that there is a real problem with information governance. Organizations are struggling to get control of their data and content. And that information is increasing substantially every year. But you can’t simply drop in a complex ECM platform and resolve all your problems in one fell swoop. If only it were that easy.

When we talk to organizations, we find that more often they are looking for a solution to a specific problem. Maybe it’s to retire an application, manage records of an acquired company, or archive information no longer necessary to the day to day business. Whatever the challenge, a full ECM suite is not always needed. What is needed these days is a business-specific content workflow solution that is independent of the ECM, but can tap into the central content repositories as well as the myriad other repositories and applications across the enterprise.

Content Services Across the Board

Forrester talks about two types of core content services that organizations need. Business content services support employees as they create and manage content as part of their day to day activities. Forrester notes “flexible user interfaces, document management, team collaboration and secure file-sharing” as key capabilities.

Transactional content services involve customer-focused processes, often in high volumes and usually originating with external parties like customers or partners. Business process management, multi-channel capture, and e-forms are noted by Forrester as key transactional content services capabilities.

When I first started working with Everteam, the one thing that impressed me the most was the breadth and depth of the technology that Everteam has. I liken it to box of Legos that you can mix and match to support whatever business requirements you have. Not every ECM vendor supports both business and transactional content services, but Everteam does. And our approach to delivering on those services has enabled us to support a wide range of customers at the department level and up.

Process Automation and Analytics: Key Everteam Capabilities

There were many commonalities across Everteam’s evaluations in both reports including “A strong commitment to research and development is evident, with customers solving complex content management challenges in markets such as government, defense, media, insurance, and energy.” Also noted was Everteam’s investment in improving the usability of its products and solutions particularly around metadata and document and records management.

But there are two key capabilities that are especially key to our offerings: the deep integration of analytics into business content services and the integration of process services capabilities into the core ECM and analytics portfolio.

Organizations need to be careful about analytics. Running reports on content is one thing, and it’s important to do, but actually analyzing what the data says and acting on it is another. It’s also critical to understand not just the metadata of a document or record, but the actual contents of that document. Everteam specializes in bringing together structured and unstructured content, but associating the two is the hardest part, and it’s a key part of our analytics capabilities.

Our process automation capabilities originated with the acquisition of BPM vendor Intalio. For the last year, we have worked hard to integrate process services into the core Eversuite ECM platform as well as improve the capabilities of BPM overall. Things like the Analyst Workbench, Secure Services, and Ad hoc Processing ensure that business users have the tools they need to get the job done.

There’s More to Everteam

It’s always rewarding to be recognized by independent research firms like Forrester and Gartner, but we know that you can’t get all the information you need from these reports to make a decision to work with us. I invite you to reach out and let us know the challenges you face and how you are dealing with them. We have a great team who would love to help you.

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Information Governance across Boundaries

Whether you are dealing with information governance and records management practices across departments in a single company or  across subsidiaries in different countries, establishing common information governance and records management practices and tools is challenging.

One of our customers, a large finance and leasing company, faced this exact problem. With offices spread across the globe, they wanted to establish common information governance  and records management practices across multiple subsidiaries spanning seven countries.

They learned that there were two critical parts to this challenge. First, they had to define practices that, one the one hand, were consistent across the enterprise but, on the other, allowed for local differences that addressed different regulatory requirements in different locations. Second, they needed an enterprise records management solution that could support the processes, including the differences.

Their experience was that allowing different offices to define their records management processes independently made it difficult to improve those processes effectively and impossible to gain an enterprise perspective on the business. A decentralized approach to managing records meant inconsistencies and compliance risk, and an inability to search across all systems from a single point of search.

Ultimately, they learned that even when in operating different regions with different compliance rules they can still leverage a centralized enterprise solution. The system they implemented allows for consistent information governance policies across geographies even while addressing local regulatory requirements, and connects records-producing systems into a single system that allows management and searching of records, wherever they are located.

Improved Visibility and Increased Efficiency

Let’s talk about what a centralized records management solution can do for you. It provides a single place to manage your records, regardless of what system they originated in or what country they belong to. It gives you one place to make changes to retention rules and other compliance rules or policies and have those rules automatically applied across all necessary records.

Let’s take it further. Add a federated search combined with near real-time indexing capability on top of that archiving system, which connects systems used in the different offices, and you can quickly search and retrieve information and have results returned that point to information located in several different locations.

Of course, this search capability must be security aware, so only those with proper access can find the documents they need.

In the end, this is all about improving the visibility of information, and the consistent governance of information, across all of an organization’s locations.  It’s also about increasing the efficiency of operations, because trying to manage retention policies and other compliance rules on company and country basis in a manual way, is nearly impossible to do.

Is this Company’s Story Your Story?

Is part of the challenge of information governance and records management at your company related to the fact that you span multiple departments, entities or even countries?

Creating a universal information governance model that spans the organization is a challenge, but a challenge that can be overcome with the right records management solution.  Learn more about how one financial services company met the challenge; check out more of their story here.

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Small Banks Face Unique Information Governance Challenges

If there is any industry that understands the need for information governance and records management, it is financial services. The regulatory environment for banks, in particular, is complex and demanding. After a series of recent meetings with a regional bank in the US, I now understand that smaller banks, especially those acquiring other banks, is especially challenging.

Large banking organizations have big teams and sophisticated systems to ensure they are in compliance with record-keeping requirements. Smaller banks have to meet the same requirements, but with far fewer resources. Add on the complexity of acquiring banks with different systems and different practices, and the challenge – and associated risk – is enough to cause shortness of breath.

What makes smaller banks more vulnerable?

Typically, their transactional systems for managing accounts and lending activities are commercial, off-the-shelf systems, each with its own database or repository. That repository may or may not have effective retention management capabilities. So the bank may have three systems, from three vendors, each with its own data or content store. Imagine trying to put consistent retention policies in place and executing the resulting records disposition activities across multiple systems with different records management capabilities!

Similarly, a legal records request or litigation hold process must be executed across multiple systems, with different functionality for search, hold and retrieve capabilities.

Now add on a few acquisitions, and the picture gets even more complex. An acquired institution will have its own set of systems and records management processes. And they almost certainly will have physical records as well, stored both off-site and on-site.

As systems are integrated, and accounts are moved, active accounts and processes can be migrated into the bank’s production systems, but what about the inactive records stored in those systems? Where do those records and documents go?

What if that acquired institution is in another state? With different regulatory requirements when it comes to records retention rules?

What sounds like a major operational undertaking is, in fact, an even bigger compliance challenge. Ultimately, the bank needs to retain and manage its records and the records of any acquired institutions according to regulatory requirements. If records can’t be produced when required based on a legal action, there are potentially very serious repercussions.

And if all records are retained indefinitely, the “surface area” for legal discovery procedures creates the risk that documents that should have been destroyed end up in the hands of opposing counsel instead. Or, equally disturbing – a data thief.

There is no one, simple solution for a regional bank of an acquisitive nature. But there is a place to start.

Defining your bank’s Information Governance Strategy

Information Governance starts with decisions and policies, and that is job one. A file plan that acts as an inventory of records types and documents their location and the policies that govern them is essential. And soon after that, establishing an architecture for information governance can ensure that each successive phase of implementing records management processes and systems reinforces and advances the long-term vision.

Here is an example. The bank I was working with has enterprise solutions in place from a commercial vendor, and that vendor has a content repository for documents and images. But that repository does not capture all documents, nor does it have the records management capabilities needed to manage retention effectively.

The bank’s vision (architecture) for records management is to combine both manage-in-place models for some systems and ingestion into a central store for others. They also want a “single pane of glass’ that allows search, retrieval and litigation hold on records and documents no matter where they are located.

With a clear vision and architecture in place, they can implement a first phase project working with a specific class of records, and go ahead and implement an ingestion model for those records. The result is short-term progress and risk reduction that fits with their longer-term records management (information governance) architecture.

Size doesn’t matter where records management is concerned

What I learned from this customer is that a smaller bank can have bigger challenges when it comes to information governance than a “too big to fail” financial institution. But I also learned that the principles are the same – define a long-term information governance architecture while implementing departmental solutions that fit into the architecture in successive phases. Each phase results in better governance, lower risk and often, lower costs.

If you want to talk about information governance, whether in banking, life sciences, energy or any other industry, drop me a line. I would love to learn more about your situation and share whatever insights and experiences I have that might be helpful.

Ken Lownie
VP Customer Success

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Overcoming the BPM Stereotype – The Shift to Process Automation

Traditional business process management was about defining business processes to the nth degree and then implementing standardized workflows that fit 99% of situations. It was all about efficiency and cost-savings. Today’s approach to business process automation is much more flexible and agile, and brings many additional benefits to the business, including making employees more efficient and effective in their daily work. It also provides a number of benefits to IT.

“Front-office effectiveness and innovation are enhanced when CIOs and digital workplace leaders enable workers to situationally adapt their tasks, interactions, information needs and decisions in the “business moment” to deliver an optimal outcome.” (from Gartner The Future of BPM: From Prescribed Actions to Improvisational Interactions)

Efficiency/Consistency/Time to Market

Time to market is critical. The competition in many markets is fierce, and the most successful companies are those that recognize and make changes, and get them out to the market as quickly as possible.

At the same time, it’s important to maintain consistency in how work is done. Consistency ensures that every customer is treated equally, not in the sense that the process is identical, but in the sense that they are listened to and supported to the best of the company’s ability. Consistency through process automation also ensures each process is conducted in a controlled manner, following corporate norms and best practices.

Business processes also need to continue to be efficient. By automating repeatable, routine tasks where appropriate and ensuring employees have the tools and information they need at their fingertips to get their work done, process automation provides the best of both worlds.

Connectivity with Both Internal/External Systems

No single system supports all the needs of a business or a single business process. Unfortunately, in many instances, employees spend significant time going from system to system to get the information they need to do their jobs. In some cases, they also need to access external systems or resources. Employees are forced to rely on outdated, time consuming methods of collaboration that delay their work and the outcome.

Process automation can provide the connectivity needed to bring together all the external and internal systems required to perform a particular business process. This connectivity gives employees one place to access the information and tools needed, while still performing proper security and auditing.

Find out why Everteam ranks as one of the top 20 BPMs in 2017.


Visibility, transparency, and traceability go hand in hand with successful process automation. The right automation platform provides the tools necessary to get full visibility into all the activities in a business process.

Analytics improve process visibility through consistent monitoring and reporting of all process activities not just when the process is complete, but throughout the period the process is performed.

Most business processes involve more than one person working on a vary of activities. This makes it critical to ensure all activities are traceable back to the person or system that did the work, as well as what exactly was done.

The key is to ensure that the right people can see the right information when they need it and the system tracks when and how activities are conducted.


You can’t set and forget a business process. Changing markets, increasing customer demands, changes to compliance rules and regulations (internally and externally) and many other factors force enterprises to continually monitor and improve how processes work.

This approach of continuous improvement can happen when business process automation is implemented strategically and with the right tools. The right process automation platform helps enterprises introduce agile and adaptive approaches to deal with changing and complex business and market conditions and at the same time ensure the following of compliance rules, both internal and external.

Lower Costs / Higher Profit Growth

Process automation is certainly about lowering costs. Automating activities within a process where it is feasible ensures that routine work is done efficiently and reliably, reducing risks and removing the possibility of human error.

It also empowers business and IT to focus their attention on more important aspects of the process, such as integrating new innovative technologies and systems, adapting and enhancing critical activities and improving collaboration between employees and partners.

Ultimately, it’s about ensuring customers are getting the ongoing support they need when they need it. Customer loyalty and retention are critical to higher profit growth.

Dan Griffith
Sales Director, US and Canada
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Competing in the Age of the Customer: Agility and Speed to Market Needed

Business success today is directly related to an enterprise’s agility.

The Age of the Customer

How quickly and easily can you adapt to changes? The speed at which new technologies are coming to market and the speed at which customers and employees are adopting them and demanding the products and services they use to support them is increasing every day. In addition, new regulations regularly surface that must be addressed.

To compete in this “age of the customer” requires agility, the ability to react quickly to customer needs, new internal and external drivers, new opportunities and challenges and more. It requires the flexibility to change according to the situation and the customer.

Process automation can help IT provide the agility and flexibility necessary yet in a controlled fashion, ensuring compliance is upheld and best practices are followed. It does this by automating the tasks that don’t require direct employee involvement and providing capabilities to adjust process activities to meet each situation.

Creating Agility

Process automation brings agility through different fronts. First of all, low code development which means less complexity. Business processes are complex enough so simplifying how you build them it is an important gain.

Then, process automation doesn’t create new things, they leverage what you have and allow you to augment them. Enterprises already have most of the transactional systems they need; process automation is about making them work together within a common objective in the most efficient way possible.

Last but not least, a process platform will deliver a large number of your usual requirements out of the box which mean less things for the customers to be concerned about: security, audit trails, logging, reporting and system management are areas that only need minimal attention in terms of the effort allocated when using the right process platform.

Everteam understands the need for agility. It’s one of the reasons we’ve been listed as one of the top 20 promising BPMs of 2017 by CIOReview. Get the details of that CIOReview here.

Dan Griffith
Sales Director, US and Canada
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