Content collaboration in a cloud and mobile world - Hyland Software

30 Pages·2014·1.33 MB·English

AIIM Market Intelligence
Delivering the priorities and opinions of AIIM’s 80,000 community
Industry
Watch

Content Collaboration and Processing
in a Cloud and Mobile World
Underwritten in part by:
aiim.org l 301.587.8202
About the Research
As the non-profit association dedicated to nurturing, growing and supporting the information management
community, AIIM is proud to provide this research at no charge. In this way, the entire community can
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Our ability to deliver such high-quality research is partially made possible by our underwriting companies, h
without whom we would have to return to a paid subscription model. For that, we hope you will join us in
thanking our underwriters, who are:
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Hyland Software - Global Head- an
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28500 Clemens Road lon
Westlake, Ohio 44145 ut
Tel: [phone] dC
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Email: [email protected] nlla
Web: www.hyland.com db
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Process Used and Survey Demographics rld P
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While we appreciate the support of these sponsors, we also greatly value our objectivity and independence c
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as a non-profit industry association. The results of the survey and the market commentary made in this s
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report are independent of any bias from the vendor community. in
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The survey was taken using a web-based tool by 464 individual members of the AIIM community between
Jan 24, and Feb 11, 2014. Invitations to take the survey were sent via e-mail to a selection of the 80,000
AIIM community members.
Survey demographics can be found in Appendix 2. Graphs throughout the report exclude responses from
organizations with less than 10 employees, taking the number of respondents to 421.
©2014 AIIM - The Global Community of Information Professionals 1
About AIIM
AIIM has been an advocate and supporter of information professionals for 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
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research, education and certification programs to information professionals. AIIM represents the entire d
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information management community: practitioners, technology suppliers, integrators and consultants.
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About the Author
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Doug Miles is head of the AIIM Market Intelligence Division. He has over 30 years’ experience of working
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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, Records Management, SharePoint, Mobile, Cloud, Social
Business and Big Data. Doug has also worked closely with other enterprise-level IT systems such as ERP,
BI and CRM. Doug has an MSc in Communications Engineering and is a member of the IET in the UK.
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©2014 AIIM - The Global Community of Information Professionals 2
Table of Contents
About the Research: Conclusion and Recommendations:
About the Research . . . . . . . . . . . . . . . . . . . . . . 1 Conclusion and Recommendations........ 21 I
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Process Used, Survey Demographics ......... 1 Recommendations . . . . . . . . . . . . . . . . . . . . . . . 21 d
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About AIIM .............................. 2 s
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About the Author.......................... 2 Appendix 1: System Features ary

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System Features........................ 23
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Introduction:
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Introduction............................. 4 Appendix 2: Survey Demographics
Key Findings............................. 4
Survey Demographics . . . . . . . . . . . . . . . . . . . 25
Survey Background ...................... 25
Drivers and Concerns:
Organizational Size ...................... 25
Drivers and Concerns .................... 6 Geography ............................. 25
Strategic Drivers.......................... 6 Industry Sector.......................... 26
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File Share and Sync Services ............... 8 Job Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 o
Concerns .............................. 10 a Cnte
Appendix 3: Selective Comments lon
Collaboration Systems: Selective Comments .................... 27 udt C
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Collaboration Systems................... 11 anlla
Non-Adopters........................... 12 Underwritten in part by: db
Deployment Models ...................... 14 Mo
Hyland OnBase ......................... 28 ora
Features for Selection: biletion

About AIIM: Wa
Features for Selection ................... 16 n
Collaboration Features.................... 16 About AIIM............................. 29 orldd P
Document Management Features ........... 16 r
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Content on Mobile Features................ 17 c
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Mobile Access to ECM: in
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Mobile Access to ECM................... 17
Policies................................ 17
Remote Access to ECM . . . . . . . . . . . . . . . . . . . 17
Mobile Security.......................... 18
Content Functionality on Mobile............. 18
Process Functions on Mobile............... 19
Opinions:
Opinions .............................. 20
Spend:
Spend................................. 20
©2014 AIIM - The Global Community of Information Professionals 3
Introduction
Collaboration is a universal door opener. What CEO or project director would turn down a request to
improve and enhance the sharing of information, ideas and comments? Providing a place for project
teams or like-minded individuals to “hang out” and pool their resources has to be a sure-fired business
improvement. So when the first generation of on-premise team-site and document-sharing applications
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came along, replacing intranets and truly extending document collaboration across the business, users d
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jumped on their newfound power to quickly create homes for their project teams. For a while project sites
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proliferated amongst departmental groups with very little control or governance. Document libraries quickly atry
grew, with very little thought to classification and lifecycle management. Slowly control was re-established.
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Governance policies were drawn up, taxonomies and templates nailed-down, and compliance workflows c
enforced - albeit that this additional control somewhat reduced the ease and simplicity that these systems h
once provided.
However, these now well-established systems have struggled with two growing collaboration needs. The
first is to quickly and easily link external users residing outside of the firewall into the content-sharing
environment. The second is to give users access to collaborative content from their mobile devices and to
enable remote participation in review workflows.
So a new generation of cloud-based content sharing tools came along, demonstrating how much simpler it inC
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could be to share files with any partner or outside team, either by storing them in a common-access area in an
the cloud, or by synchronizing content between two computers or devices via the cloud. Most of these “file Cte
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share and sync” applications adopted a “mobile first” approach, thereby solving both of the collaboration ut
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needs mentioned above. Along the way, some added social elements such as comment streams and shared o
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wikis. Given their “easy start” approach, these services have been readily adopted as a way for project nlla
teams to share and communicate - frequently operating under the radar of the IT department. d Mbo
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Many on-premise collaboration and ECM system suppliers have responded by establishing cloud-only oa
versions of their product, or extending their on-premise system into a hybrid cloud model. Others allow biletion
these new cloud collaboration services to synchronize back to established on-premise ECM systems. W a
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Btheec baeusste w oaf yth feosrwe adridff,e arelonnt gm woidthe lssi,g tnhiefircea nist ccoonnsciedrenrsa balbeo cuot nsfeucsuiorinty a anndd i ncdoenctrisoilo. nF owri tohuinr sthuerv uesye, rw bea sseet aosu tt o orldd P
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to measure the drivers for collaboration, the strategy choices being made, and the feature sets required. We c
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also look at the user requirements for mobile content access and mobile interaction with content processes
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and workflows. s
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Key Findings
Drivers and Concerns
n Internal collaboration is “crucial” for 63% of businesses. External collaboration is crucial for 32%.
Plus 30% who consider both to be “Very important”.
n The biggest drivers for collaboration are general productivity, knowledge pooling, and pulling
together a dispersed workforce. It is also important to speed up review processes, customer
responses, and project completions.
n 50% consider their organization has shortfalls in technical support for internal collaboration,
rising to 71% for external. In particular, 39% feel quite strongly that external collaboration is badly
supported.
n The most important features to support collaboration are sharing of documents, workflows
for comments and approvals, and project sites. Content access from mobile devices is also a key
enabler.
n Consumer file-share and sync services are banned in 56% of organizations, although only 27%
actually restrict access. 20% know their policy is being circumvented, and 30% have no policy. 23%
provide an approved business grade alternative.
©2014 AIIM - The Global Community of Information Professionals 4
n The biggest driver for adopting a formal collaboration system is controlling the way documents
are shared, with a view to improving compliance. Extending access to mobiles and remotes is also
high on the list, as is sharing big files and avoiding multiple attachments.
n Ownership is the biggest concern regarding a formal collaboration system, along with managing
which content can be accessed by whom. There is also concern over duplicating repositories.
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Adoption Strategies Wu
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n 47% are looking for a hybrid collaboration support solution and 9% for a fully cloud option. 25% atry
are happy with an on-premise solution.
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n Of those considering full or hybrid cloud, only 9% would say they have completed a company-
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wide deployment. 33% are implementing or integrating across departments. 24% have plans in the

next 12 months.
n The most likely reason for non-adoption is that no one is taking the initiative. 22% don’t want their
content shared around. 16% are confused by the options and pace of change.
n 25% have or will converge to a single system across the enterprise. 53% have different systems in
use, often with overlapping capabilities.
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n 49% have chosen to use the standard collaboration functions of their existing ECM/DM system aon
or will upgrade to a cloud version of it (13%). 17% are looking to a new cloud-based system linked to Cte
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their existing ECM/DM, or a new cloud and on-prem hybrid. Only 10% are using, or plan to use, a stand- ut
alone cloud system. dC
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Features for Selection db
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n Security is even more important than functionality when it comes to selecting a collaboration ora
system. Next comes price, then compatibility with existing ECM/DM systems. biletion
n Beyond file sharing and project sites, security management is important, especially for managed W a
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access by external users. Mobile access is the highest “want but don’t have” feature. Yammer style od
message feeds are very low on the list. rld P
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n Document versioning and check-out/check-in are important and mostly available, but tasking, oc
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workflow and approvals seems to be a struggle for some. Retention/expiration is also much sought s
after, and synchronization to ECM is only available for a third currently. s
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n When it comes to mobile features, everyone is looking for containerization and security,
preferably synched from the ECM system. Review and annotation is slightly more desired than editing
functionality.
Mobile Access to ECM Content and Process
n 49% allow mixed personal and company use for mobiles, but only 20% of these are true BYOD.
22% restrict or ban company content on mobile. 20% have no official policy.
n 54% consider they have client access to their main ECM/DM system via VPN for remote/mobile
employees and 3rd parties. 34% have browser access, but only 16% have it optimized for mobile. Only
18% have a true mobile app.
n Less than 25% have any document create, edit or workflow capability on mobile, although 85%
would like to have it. 48% have view-only access on mobile.
n Reports, dashboards, and electronic forms are the most popular process functions to access
from mobile, although only 30% have this ability now. Electronic approvals and workflow sign-offs
would be the next most popular, with only 20% having this now. There is strong interest in signatures of
all types.
Opinions and Spend
n 89% of the respondents agree with the statement that a formal collaboration system is a vital
piece of infrastructure these days, but 54% are finding the rapid convergence of collaboration and
social tools to be very confusing.
©2014 AIIM - The Global Community of Information Professionals 5
n There is also strong agreement (72%) that connecting these systems of engagement to systems
of record is a huge challenge. It is not universally agreed that cloud and mobile are an essential part of
collaboration.
n Spend on mobile content applications, process interaction through electronic forms, and mobile
capture applications is set for considerable growth. Collaboration extensions or modules for existing
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ECM, and hybrid cloud extensions, are more likely to see increasing spend than on-premise collaboration n
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systems, but the only non-growth area is on-premise social business platforms. Wu
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Drivers and Concerns c
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As we mentioned in the introduction, internal collaboration plays an important part in day-to-day activities
in most organizations. For 63% of those we surveyed, internal collaboration is considered “crucial” with a
further 30% indicating that it is “very important”. External collaboration, on the other hand, depends a little
more on the type of business, and the extent to which there are working relationships with partners, external
professionals, and so on. Even so, 33% still consider it to be crucial and 27% very important, taking the total
to 60% across all types of business.
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Figure 1: Given the nature of work in your organization, how important is it to facilitate effective aon
collaboration within the business/beyond the business? (N=420) Cte
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0% 20% 40% 60% 80% ut
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Crucial to what we do db
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Very important forw weh daot biletion

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Within the business? n
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Important for what we do Beyond the business? rld P
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One element of running c
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the business s
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Not so important
We asked respondents about specific collabora0ti%on requirem2e0n%ts in their o4rg0%anization or6 d0e%partment.
Contracts, bids and proposals are frequently mentioned, along with projects in general, and reviews and sign-
offs. Sales and marketing coordination, R&D, and case management are also mentioned. It is worth noting,
Improve general produc(cid:31)vity
as an example, that facilitating an improved process for bid preparation and contract negotiation is almost
certain toP omolainkge tah es tkrnoonwgl ecdognet rbibauseti othna tto e wxiisntsn iinng a bid, and also to ensuring there are no future surprises on
its profitability. When it comes to joitnhte b bidussi ninevssolving prime contractors and sub-contractors, we can see how
imporPtaunlltin igt wtoogueltdh ebre a t oge eoxgtreanpdh iccaollllya bdiosrtaritbiounte odutside of the firewall, but in a controlled and secure way.
workforce
Strategic Drivers
Faster review processes, agreement and
Looking to the drivers that make collabosriganti oonff important, pooling the knowledge base that exists in the
business is considered second only to a general improvement in productivity. This idea of raising the general
Faster and be(cid:29)er response to customers
level of wisdom is why we have always had meetings and discussions. In the modern workplace this may well
involve a geoFgarsateprh picraoljleyc td (cid:31)ismtreibliunteesd a wndo roknfo-(cid:31)rcmee, hence the third highest driver in Figure 2, as well as matrix
project management, which crops ucopm fuprlteh(cid:31)eorn dsown. Making the most of the electronic sharing process will
speed up revieMwa npargoicneg spsreosje actnsd b ys imgna-torifxf sa,c prorossduce faster and better responses to customers, and result in
faster project timelinedse paanrdtm oenn-ttsim oer scuobmsidpilaertiieosn. Here again we see a potentially crucial impact of collaboration
on profitability, improving time-to-market, completing work ahead of time-penalties, and creating a reputation
Improved brainstorming and ideas
for timeliness. genera(cid:31)on
Fla(cid:29)ening the hierarchy and improving
management communica(cid:31)on
©2014 AIIM -A Tllhoew Ginlogb aml oCroem pmeuonpityle o tf oIn cfoornmtaritibount Per otofessionals 6
business decisions
0% 10% 20% 30% 40%
Internal Collabora(cid:31)on
Very well supported
External collabora(cid:31)on
Moderately well supported
There are some gaps
Not so well supported
Not at all well supported
0% 20% 40% 60% 80%
Sharing of documents and content
Workflows for comments and approvals
Project sites with shared calendars, bulle(cid:31)ns, etc.
Content access from mobile devices
Knowledge pooling and expert-finders
Document annota(cid:31)on and commen(cid:31)ng
Concurrent document edi(cid:31)ng, wikis
Dedicated video conferencing tools
Profiling of team members
Micro-blogging, pos(cid:31)ng and commen(cid:31)ng
0% 20% 40% 60% 80%
Crucial to what we do
Very important for what
we do
Within the business?
Important for what we do 0% 20% 40% 60% 80%
Beyond the business?
One element of running
Crucial to what we do
the business
Very important for what
Not so impowrtea dnot
Within the business?
Figure 2: What wIomuplodr tyaonut fsoar yw haaret wthee d othree biggest strategic drivers in your organization for
Beyond the business?
improved collaboration in general? (N=417)
One element of running
the business 0% 20% 40% 60%
Improve general produc(cid:31)vity I
Not so important n
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Pooling the knowledge base that exists in Wu
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the business
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Pulling together a geographically distributed
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workforce
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Faster review processes, agreement and 0% 20% 40% 60% h
sign off
Improve general produc(cid:31)vity
Faster and be(cid:29)er response to customers
Pooling the knowledge base that exists in
Faster project (cid:31)melines and on-(cid:31)me
the business
comple(cid:31)ons
Pulling together a geographically distributed
Managing projects by matrix across
departments or suwbsoidrkiaforirecse inC
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Faster review processes, agreement and an
Improved brainstorming andsi gidne oaffs Cte
genera(cid:31)on lon
FaFlsat(cid:29)ere annindg b teh(cid:29)e ehri erreasrpcohnys aen tdo icmupstroomvinegrs udt C
management communica(cid:31)on o
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AlloFawsitnegr mproorjee cpte (cid:31)ompleel itnoe sc ocaonnmtdr ipoblnue-t(cid:31)(cid:31)eo mtnoes ndllab
business decisions Mo
Managing projects by matrix across ora
departments or subsidiaries biletion
Improved brainstorming and ideas
Given the stated importance of effectgiveen ecroal(cid:31)laobnoration to the business, we then asked our respondents if Wan
they are happy with the degree of technical support it receives. This is where the gap between internal and od
external colFlalab(cid:29)oernaitniogmn t hasneua hpgipeeomraretr cnohtp yce oannmsdm uimupn.p iHrcoaav(cid:31)lifon cng0o%nsider ther1e0 a%re gaps in2 0s%upport for i3n0t%ernal collab40o%ration, rld Pr
although only 21% would consider it to be badly supported. For external collaboration, the shortfalls rise o
Allowing more people to contribute to c
to 71% with nearly 40% considering support to be poor. This poor level of support rInetmeraninals C torullaeb eovrae(cid:31)no inn e
Verbyu wsienlel ssus pdpeocirstieodns s
organizations where external collaboration is crucial. s
External collabora(cid:31)on in
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Figure 3: How well supported do you feel employees in your organization are when it comes to
Moderately well supported
technical support for internal/external collaboration? (N=417)
There are some gaps 0% 10% 20% 30% 40%
Internal Collabora(cid:31)on
NoVt esroy w weelll ls suuppppoorrtteedd
External collabora(cid:31)on
MNodoet raatt eallly wweellll ssuuppppoorrtteedd
There are some gaps
Not so well supported
0% 20% 40% 60% 80%
Sharing ofN dootc autm aelln wtse alln sdu pcpoonrtteendt
Workflows for comments and approvals
Project sites with shared calendars, bulle(cid:31)ns, etc.
71% feel therCeo anrteen gta apcsce isns sfruopmp omrto fboilre e dxetveircneasl collaboration in their business, with nearly 40% considering
support to be poor.
Knowledge pooling and expert-finders 0% 20% 40% 60% 80%
Document annota(cid:31)on and commen(cid:31)ng
Sharing of documents and content
Concurrent document edi(cid:31)ng, wikis
©2014 AIIM W- Tohrek Gflolowbasl fCoorm cmomunmitye onft Isn faonrmd aatpiopnr Porvoafelsssionals 7
Dedicated video conferencing tools
Project sites with shared calendars, bulle(cid:31)ns, etc.
Profiling of team members
Content access from mobile devices
Micro-blogging, pos(cid:31)ng and commen(cid:31)ng
Knowledge pooling and expert-finders
Document annota(cid:31)on and commen(cid:31)ng
Concurrent document edi(cid:31)ng, wikis
Dedicated video conferencing tools
Profiling of team members
Micro-blogging, pos(cid:31)ng and commen(cid:31)ng
0% 20% 40% 60% 80%
Crucial to what we do
Very important for what
we do
Within the business?
Important for what we do
Beyond the business?
One element of running
the business
Not so important
0% 20% 40% 60%
Improve general produc(cid:31)vity
Pooling the knowledge base that exists in
the business
Pulling together a geographically distributed
workforce
Faster review processes, agreement and
sign off
Faster and be(cid:29)er response to customers
Faster project (cid:31)melines and on-(cid:31)me
comple(cid:31)ons
Managing projects by matrix across
departments or subsidiaries
Improved brainstorming and ideas
genera(cid:31)on
Fla(cid:29)ening the hierarchy and improving
management communica(cid:31)on
Allowing more people to contribute to
business decisions
0% 10% 20% 30% 40%
Internal Collabora(cid:31)on
Very well supported
External collabora(cid:31)on
Moderately well supported
There are some gaps
Not so well supported
When pressed to say which types of technical support are the most important, sharing of content and
documents is understandably vital, but workflows for comments and approvals is also a strong need. After
Not at all well supported
project sites, with the usual communal calendars and so on, comes content access from mobile devices.
Interestingly, social tools such as blogs and comment streams are given a low priority.
Figure 4: Which three of the following would you say are the most important for improving
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collaboration? (N=272) d
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0% 20% 40% 60% 80% t
ary

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Sharing of documents and content
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Workflows for comments and approvals h

Project sites with shared calendars, bulle(cid:31)ns, etc.
Content access from mobile devices
Knowledge pooling and expert-finders
Document annota(cid:31)on and commen(cid:31)ng
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Concurrent document edi(cid:31)ng, wikis o
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Dedicated video conferencing tools Cte
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Profiling of team members udt C
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Micro-blogging, pos(cid:31)ng and commen(cid:31)ng nlla
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Sharing of documents and content is by far the biggest element in improving collaboration, and as we rld P
have seen, this is very likely to involve external collaborators outside of the firewall. As we discussed in the ro
introduction, many project groups or business teams will feel that setting up a document sharing mechanism c
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that is quick and simple will be more useful to them than working through more formal content control s
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systems. Traditional on-premise systems will have been deliberately set up to be secured against access to in
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those outside of the business. Inevitably, many users will turn to consumer cloud file-sharing services such
as Dropbox, Skydrive, i-Cloud, Google Drive and YouSendIt.
File Share and Sync Services
Quite rightly, most IT departments seek to protect their systems and content from being shared in this
uncontrolled way. 56% have a policy that bans use of these services, along with a number of other copying
mechanisms that can result in unsecured content leaking from the business. Of note is the fact that copying
via USB sticks is banned by 37% whereas file sync between computers is only forbidden by 22%. Although
given later as a reason for a formal system, only 11% actively discourage emailing attachments to multiple
people – the default collaboration mechanism in most organizations.
A third of responding organizations either have no policies to protect data in motion, or their policies do not
bar these mechanisms.
©2014 AIIM - The Global Community of Information Professionals 8
Figure 5: Which of the following ways of accessing and sharing company content are against official
policy in your organization? (N=379, excl. 36 Don’t Knows)
0% 20% 40% 60%
Consumer cloud services, eg: Dropbox,
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Skydrive, i-Cloud, Google Drive, YouSendIt n
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Copying content to USB-s(cid:31)cks s
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File sync to laptops/remote
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desktops/tablets c
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Content capture services, eg: Evernote,

OneNote
Mobile device access to content by emailing
to self
0% 20% 40% 60%
Mobile device access to content via app or
or VPN
Consumer cloud services, eg: Dropbox,
Skydrive, i-Cloud, Google Drive, YouSendIt inC
Emailing a(cid:30)achments to mul(cid:31)ple people o
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Copying content to USB-s(cid:31)cks Cte
None of these lon
File sync to laptops/remote udt C
desktops/tablets ao
We don’t have any official policies nlla
Content capture services, eg: Evernote, db
OneNote Mo
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applicatioMnso bairlee dneovti caec taucaclelyss r teos ctroicntteedn,t wviiad aepspp roerad circumvention is likely. However, given that we know Wa
there is consideWraeb rlees dtreicmt aacncde sfos rt oth tehsee m colosotu rld iVk ePalNnyd SaaS-based services, simply banning them, without ond
providing an alternative business gradaep psliycsat(cid:31)eomn,s is short-sighted. rld P
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Emailing a(cid:30)achments to mul(cid:31)ple people o
Users will frequeWntley ecnirfcourcme vae pnot lipcoy loicfi ecosm if pitli ahneclpes them get the job done more quickly and effectively, and ce
even where an existing on-premise content management application exists, if it does not provide external s
None of these s
access – and mWobei lhea avec cpeoslisc i–es u bsuetr tsh weyil la sree ebke inaglternative applications. Only 23% of those surveyed provide in
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an approved cloud-based sharing orc icrocullmabvoernatteiodn system.
We don’t have any official policies
Figure 6W: eW dhoant’t iasc tyuoaullry ohaffivec ipaol lipcoielsi ctoy soany tehmeyp loyees using “consumer” cloud-based file-shares and
collaborations shyosultdenm’ts? (Select all that apply) (N=406)
They are encouraged to do so if it benefits the
0% 10% 20% 30% 40%
project or task
We restrict access to the most likely
We expect them to use “business-grade”
applica(cid:31)ons
cloud-based share/collabora(cid:31)on systems
We provWidee eannf oaprcper oav peodl i“cbyu osfi nceosms-pglriaadnece”
cloud-based share/collabora(cid:31)on system
We have policies but they are being
circumvented
We don’t actually have policies to say they 0% 20% 40% 60%
shouldn’t
Exposure of confiden(cid:31)al/private data
They are encouraged to do so if it benefits the
Legal requirements for data privapcryo ajencdt l oocra t(cid:31)aoskn
OWwen eexrpsheicpt othf ceomn tteon ut saen d“b fuutsuinree sms-iggrraad(cid:31)eo”n
Not uclnoduedr- breacsoerdd ss hmaaren/acgoelmlaebnotr are(cid:31)toenn (cid:31)soynst reumless
We provide anB aapckp-ruopv eadnd “ blounsgin-teesrsm-g arcacdees”s
cloud-based share/collabora(cid:31)on system
Down(cid:31)me or service outages
More difficult to integrate with enterprise systems
Contractual terms and SLAs
©2014 AIIM - The Global Community of Information Professio0na%ls 20% 40% 60% 9
Direc(cid:31)on and roadmap for future developments
Exposure of confiden(cid:31)al/private data
Longevity of vendor or supplier
Legal requirements for data privacy and loca(cid:31)on
Device compa(cid:31)bility esp. BYOD
Ownership of content and future migra(cid:31)on
Levels of help and professional services
Not under records management reten(cid:31)on rules
More difficult to integrate with portals and search
Back-up and long-term access
We don’t use a cloud-based system
Down(cid:31)me or service outages
More difficult to integrate with enterprise systems
Contractual terms and SLAs 0% 20% 40% 60%
Direc(cid:31)on and roadmap for future developments
Control the way we share documents
Longevity of vendor or supplier
ImDpervoivcee ccoommppali(cid:31)abnicliety, reesdpu. cBeY OriDsk
PrLoevviedles oaf hhoemlpe a nfodr peraocfhes psiroonjeacl ts eqruviicceklsy
More difficult to integrate with portals anadn ds eeaarscihly
Extend content access to mobile devices and
We don’t use a cloud-based system
remote employees
Share big files outside of email
Provide a commen(cid:31)ng and approvals
0% 20% 40% 60%
workflow
ACvoonidt rmolu tlh(cid:31)ep lwe acyc ’wd ee mshaairl ea (cid:30)daocchummeennttss
Bring together “case-workers” around a
Improve compliance, reduce risk
shared case-file
APllroowv ipdaer aa lhleolm (neo fto sre eqaucehn p(cid:31)raol)j edcotc quumiceknlyt
comanmde ena(cid:31)snilyg
Extend content access to mobile devices and
Extend content access to third par(cid:31)es
remote employees
As an alterna(cid:31)ve to consumer-grade
Share big files outside of email
file-share and sync systems
Provide a commen(cid:31)ng and approvals
workflow
Avoid mul(cid:31)ple cc’d email a(cid:30)achments
Bring together “case-workers” around a
shared case-file
Allow parallel (not sequen(cid:31)al) document
commen(cid:31)ng
Extend content access to third par(cid:31)es
As an alterna(cid:31)ve to consumer-grade
file-share and sync systems