The Quarantine Chronicles

Mark J. Barrenechea
OpenText CEO & CTO

Barrenechea, Mark J.

THE QUARANTINE CHRONICLESFirst Printing, June 2022
Printed in CanadaFirst Edition
ISBN
978-1-989511-01-5
Published byOpen Text Corporation
275 Frank Tompa Drive
Waterloo, Ontario, Canada
N2L 0A1(519) 888-7111
info@opentext.com
www.opentext.com

Certain statements in this book may contain words considered forward-looking
statements or information under applicable securities laws. These statements are basedon OpenText’s current expectations, estimates, forecasts and projections about theoperating environment, economies and markets in which the company operates. Thesestatements are subject to important assumptions, risks and uncertainties that are difficult
to predict, and the actual outcome may be materially different. OpenText’s assumptions,although considered reasonable by the company on the date of publishing, may prove
to be inaccurate and consequently its actual results could differ materially from theexpectations set out herein. For additional information with respect to risks and otherfactors which could occur, see OpenText’s Annual Report on Form 10-K, Quarterly
Reports on Form 10-Q and other securities filings with the SEC and other securities
regulators. Unless otherwise required by applicable securities laws, OpenText disclaims
any intention or obligations to update or revise any forward-looking statements, whether
as a result of new information, future events or otherwise.
Copyright © 2022 Open Text. All Rights Reserved. Trademarks owned by Open Text.

ACKNOWLEDGEMENTS

This book is dedicated to all OpenText employees—the most creative, curious,
skilled and passionate team that I’ve ever had the honor of working with.
You elevate our company and our customers, every day.

Thank you to all of our amazing contributors and reviewers:
DeeDee Andrews, Michael Brennan, Jenna Feldman, Susan Hailey,
Liz Kofsky, Mark L’Heureux, Julie Lee, Kimber Mahoney, Emma Maranger,
Julie Millard, Bethany Saint Clair, Terence Trinh and Trevor Unruh.
I would also like to give a heartfelt thanks to my PMO: Sunnie Rothenburger
for incredible dedication and invaluable support; Kevin Sy for artwork, layout
and design; Scott Schultz for his leadership and trusted partnership.
Special thanks go out to all the speakers and customers who shared with us
their incredible stories and insights. You inform and inspire us.
Special resources are accredited in the endnotes.

CONTENTS
Introduction: The Great Rethink.......................................................................1
Lesson 1: We Have Three Choices...................................................................7
Lesson 2: “You Know What to Do”—Communicating in a Changed Reality......13
Lesson 3: Call in the Experts...........................................................................21
Lesson 4: Measure Metrics That Matter.........................................................29
Lesson 5: Space for Breath—Health & Well-Being......................................39
Lesson 6: Practice Happiness..........................................................................47
Lesson 7: Be Influenced by Great Thinkers..................................................55
Lesson 8: Cultivate a Growth Mindset...........................................................65
Lesson 9: Find a New Battle Rhythm.............................................................73
Lesson 10: Lead Through Disruption............................................................85
Lesson 11: Join the Fight with Our Customers............................................93
Lesson 12: Follow Our North Star—The OpenText Way..........................103
Lesson 13: The Rulebook Has Changed.....................................................111
Lesson 14: Modern Work—The Future Is Flex-First.................................119
Lesson 15: It’s Time to Act—Black Lives Matter.......................................129
Lesson 16: Build a Bigger Rainbow.............................................................137
Lesson 17: Seek Truth & Reconciliation.....................................................149
Lesson 18: The Future of Growth Is Inclusive & Sustainable.................155
Lesson 19: Community—Do the Right Thing.............................................163
Lesson 20: The Human Graces of OpenText.............................................173
Conclusion: Unstoppable................................................................................179
Endnotes...........................................................................................................183

Introduction
The Great Rethink

Forget the “new normal.” We’ve entered the era of thenever normal.
More than two years ago, the world underwent a Great Rethink.
We approached every aspect of our lives with a new urgency anda new perspective. We had to learn new ways to live, love andwork in the time of corona.
The world will never return to “the old ways.” I call it BC/
AC—before Covid / After Covid. While the pandemic may havebegun to recede in some regions, the Great Rethink will be with
us for the rest of our lives. The world is forever changed—not justfrom COVID-19, but from global conflict, social injustice, climatechange, distributed work and new technologies. The impact ofdigitalization has been massive. The world got comfortable with
e-commerce, remote work, telemedicine and online socializing
overnight. This might not have happened until 2030 or later,absent a pandemic. COVID was the great accelerator.
We experienced a decade in two years.
We are all trying to figure out what the long-term outlook will be,with shifts across every aspect of society.

The Great Rethink
Economic
RethinkSocietal
Rethink

Technology
Rethink• Inflation & wage growth• The Great Resignation• Global inequalities• Black Lives Matter

Individual
Rethink• All transactions are digital • Flexibility & work-life balance• Technology-led• Mental health & well-beingtransformations

Environmental
Rethink

Geopolitical
Rethink• Climate change & disasters• 2030 Sustainability goals• Nationalism & conflict• Need for coordination& leadership

Industry
Rethink• New approaches to innovation• Corporate citizenship

Figure 1: The Great Rethink in 2022 and Beyond2 Economics: Organizations everywhere are grappling with theGreat Resignation. Workers are quitting at historically highrates. Companies are rushing to adapt to retain top talent.
At the same time, inflation is at a 40-year high1 and wage
growth shows no sign of slowing down.
 Societal: The Black Lives Matter movement drove ourawareness of social justice to the forefront. Businesses arereconsidering how they can—and must—advance equity,
diversity and inclusion.
 Technology: All transactions are going digital—direct-to-

consumer sales, connected and sustainable supply chains—
alongside an urgent need for heightened cybersecurity. The
battle cry of organizations has become be digital.
 Individual: Priorities have changed. More than ever, workers

assess potential employers for ethics and purpose. Employeesdemand a clear balance between career and personal
pursuits. And there is a new, deep focus on well-being.
 Environmental: The greatest challenge we face is not COVID,

but climate. One degree, two degrees, three degrees Celsius—
small shifts will forever change the earth. We must act now
to prevent it.
 Geopolitical: Nations are beginning to understand thatmanaging COVID in the long term must mean coordinating
our efforts. It means universal access to vaccinations andtherapeutics. If one country is at risk, we are all at risk.
We are also facing new frontiers of economic sanctions as
nations respond to the war in Ukraine. The refugee crisis isdire, and Europe faces a very real threat of recession. The
final fallout of the war remains to be seen.
3 Industry: We are all global citizens. It is time for a newcommitment to corporate citizenship. We must reimagine
how we innovate, how we do business and how we respond to
global crises.
The future is still unfolding. But one of the massive differences
between today and two years ago is that we are not only
rethinking what is, but enacting changes to shape what willbe. We are no longer just responding to emergencies; we are
actively remaking our lives. And this remake will be ongoing.
The disruptions the pandemic brought are becoming strategies
to live more mindfully, work more creatively, collaborate moreproductively and build a better world.
At OpenText, we have undergone our own Great Rethink. We are
reimagining how we work. How we build our culture. How weinnovate. How we support our communities. How we take care of
our planet. And who we want to be.
This book shares 20 key lessons that we have learned acrossthe past two years. It explores how we are using our new
understanding to deploy bold actions, rediscover our purpose,and help our customers enhance and expand their businesses.
As a world leader in information management and a global
corporation with over 14,000 employees in over 30 countries,
OpenText has a unique perspective on responding to crises withagility. And leveraging disruption to create a future centeredon growth.
Companies can never fully anticipate everything that is coming.
But when they have strong strategies in place, they can be flexible
and resilient when crises hit, and ultimately transform disruption
into opportunity. Today, organizations that are brave enough to4

put aside old ways of thinking and doing, to adapt and reshape
their businesses—these organizations will be leaders.
OpenText’s strategies, stories and learnings from across the past
two years demonstrate how far our company and the rest of theworld have come. How organizations can prepare now for what’s
coming in the years ahead. And how limitless the horizon forgrowth can be.

5Lesson 1
We Have Three Choices

When a crisis hits, who do you become?
Over the past two years, we have heard extensive and thoughtful
guidance from public health experts and the world’s top doctors
about our health and well-being. But as CEO, one of the mostuseful insights for me came from a doctor of a different order:“When something bad happens, you have three choices.
You can let it define you, let it destroy you, or you can let it
strengthen you.”2— Dr. Seuss
My parents used Dr. Seuss to help raise me, and as an adult,
much of Dr. Seuss’s writing and humor has been just as inspiring
as it was when I was a child. Some of Dr. Seuss’s stories andillustrations have been criticized recently—and rightly so—for
their bias. Seuss scholars and readers now recognize that his
work “contains both much to admire and much to oppose.”3
But Seuss’s observation about how we respond to challenges
resonated with me when the pandemic hit.
At OpenText, we did not let the pandemic define or destroy us, but
strengthen us.
It did not destroy us. We did not fold or lose hope. We saw othercompanies struggle to become digital in a world where businesshad radically changed, and we pitched in to help. We empowered
our customers to leverage their information—from anywhere, at
any time—so their employees could stay productive, and theirbusinesses could transform and grow.

8Nor did COVID-19 define us. Organizations that lack a strong
center and a clear purpose will struggle to find their direction
during periods of rapid change. But OpenText stayed true to who
we are, to our values as a company—customer-centric, innovative,
diverse—while adapting at light speed to a new reality andembracing the opportunity to expand our vision.
Our response to disruption strengthened us.
Our fortitude and bias for action were crystal clear from theearliest days of the pandemic. Over the course of a single week
in March 2020, we sent more than 95% of our 14,000 employees
to work from home. CEOs everywhere were questioning whetherorganizations could cope and whether a virtual work model could
really be successful.
But OpenText did more than survive. We thrived. Over our
first 45 days working from home, we processed $2 trillion incommerce over our business network, shifted our European user
conference to a digital event (with stronger turnout than theprevious year), and launched our largest product release to date.
In May of 2020, we made the decision to close 50% of ouroffices and make those employees permanently remote. By
implementing a new hybrid work model that integrated remote
work, we lay the foundation for a more creative, equitable andresilient company that would be better positioned to attract talent,compete and enable our customers.
We also continued to innovate, develop products, support
customers and close business. Across fiscal year 2021, we
generated a record $3.4 billion USD in revenues. We onboarded
an incredible 3,800 new employees. We were named a Forbes
Top 150 Employer. We introduced our new platform, Cloud
9

Editions, with major releases every 90 days, an industry-leading
standard! And we donated over four million meals to help withfood insecurity in communities around the world.
I could not be prouder of our employees, who stood strong in theplaces that would break bones. I found myself often remembering
another quote, this one by Robert Browning:“For sudden the worst turns the best to the brave.”4— Robert Browning
Employees rallied around a shared purpose, determined to help
and support our customers, partners and each other.
And remote work did not slow us down. One of my favorite
images from those early days of the pandemic is from an
employee who designed their own standing desk for home, using
an ironing board!

Figure 2: A resourceful answer to the need for a standing desk10

Today, OpenText is stronger than ever. We are continuing togrow our business with 90,000 enterprise customers, 8.7 million
SMB customers and over 78 million end users protected. We
are committed to innovation and technologies in the cloud, withplans to invest $2.2B in R&D over the next five years—80% of itin the cloud.i We recently acquired Zix Corporation, a leader in
SaaS-based email encryption, threat protection and compliancecloud solutions that will deepen our service offerings for SMBs.
$12 Trillion

99.99%in Network
Commerce

Cloud Uptime

78+
Million

3 Exabytes
UnderManagement

End Users
Protected

Private-cloudcustomers, andwill continue tofully support you

customers, andwe are averaging
100 migrations
every 90 days

75,000+Public-cloud

11 million

Cloud Editions
Run Anywhere | Off-Cloud | Private Cloud | Public Cloud | API Cloud

Cloud

Off-cloudsubscribers, 285
million secured
end points

3,000+

API-cloud

1.2 Trillion
calls a year

Figure 3: The OpenText Cloud

We have received wide recognition from industry analyst firms.
We were recognized as a Leader in: The 2021 Gartner® Magic Quadrant™ for Content Services

Platforms, for the seventeenth consecutive year5 The Forrester Wave™: Content Platforms, Q2 20216
 IDC MarketScape for Multi-Enterprise Supply Chain

Commerce Network7
 2021 Customer Communications Management Aspire

Leaderboard, for the fourth consecutive year8iT his is a forward-looking estimate and subject to change, as with all roadmap items.
11

In light of the lessons we have learned throughout the pandemic,
we have also reimagined our culture. We have designed a newflex-first workforce strategy that provides even greater flexibility
and prioritizes individual well-being, while retaining those faceto-face gatherings that allow us to innovate and excel.
We have also made new commitments to take strong
environmental action, and increase our efforts on equity, diversity
and inclusion. The OpenText Zero-In Initiative describes ourcommitments to Zero Barriers, Zero Waste and Zero Emissions,and our belief that the future of growth must be both inclusive
and sustainable.
Our investment in culture is paying off, and OpenText hasreceived numerous accolades. We were recently named tomultiple prestigious lists, including Forbes World’s Best
Employers, Canada’s Most Admired Corporate Cultures andCanada’s Top Employers for Young People.

Figure 4: Awards & Recognitions for OpenText’s Culture

Across the last two years, OpenText has taken the challenges thatall businesses faced and transformed them into opportunities.
To find out exactly how we did it, read on.
12Lesson 2“You Know What to Do”—Communicating
in a Changed Reality

Early insight in a crisis depends upon ready access to
information. This is as true for the C-suite as it is for frontline
workers. Leaders need to read and study. Pay attention to theexperts. And listen to employees.
When you flatten the organizational structural so that the CEO
can hear directly from employees about their concerns andsuccesses, you gain vital insight. Like the military, businessleaders in a crisis need access to all relevant information.
Communication is critical—for productivity, for team morale andfor predicting what’s next.
This communication must work both ways. Leaders needto inspire teams with a clear purpose, offer them trust, andempower them with the right tools and information. My own
leadership philosophy has been greatly shaped by a quote, one
usually attributed to Antoine de Saint-Exupéry, author of The
Little Prince:

If you want to build a ship, do not drum up the
people to gather wood, divide the work, andgive orders. Instead, teach them to yearn for
the vast and endless sea.
― Antoine de Saint-Exupéry

Figure 5: My Leadership Philosophy

14

When employees understand an organization’s central principles
and have access to the insights they need, they can make datadriven decisions that deliver precise outcomes. Ultimately, theirautonomy has a profound impact on whether an organization
meets its goals—or even survives.
Information management is the core of OpenText. When
COVID-19 hit, we were already experts in giving workers
access to the information they need to be productive—anytime,
anywhere. Our cloud technologies helped our customers, and ourown teams, transition efficiently and securely to remote work.
But we quickly learned that our internal communications had
to change. It was not just about making sure employees had theinformation they required to work day-to-day. We needed new
ways to give and receive insights on the broader picture— ourcorporate strategy, the global situation, our regional responses—
and to understand what our teams needed most to feel supported
and engaged. We crafted a new communication strategy.
The results have been transformative. They have altered forever
the ways we listen and lead.

Act. Communicate. Connect.
I am a big believer in traveling to our offices and connectingwith employees directly. For me, it is a joy. But there had been
obvious limitations to that approach even before the pandemic
hit, with OpenText offices in 30 different countries. When thecoronavirus began spreading, we were forced to all but eliminate
face-to-face interactions.
Internally, our communication strategy turned on a dime.

15

We were in a dynamic and rapidly evolving situation. Connection
had to happen frequently and digitally—phone calls, video calls,
emails, surveys. I led a daily digital meeting with our Project
Shield Team of senior leaders, where we reviewed new issues andprovided immediate responses, guided by three principles: Protect the well-being of our employees and customers
 Anticipate global economic scenarios and take proactive

measures to minimize the long-term effects of COVID-19 on
our business Accelerate the adoption of new ways to work for ourcustomers and ourselves through our technology
As we worked through our responses to COVID-19 as a company,
I provided continuous updates, so that employees always had themost current information.
I began hosting bi-weekly, 30- to 60-minute virtual all-hands
meetings—for all 14,000 employees. We called these meetings“The Quarantine Chronicles,” and they helped us explain thedecisions we were making about the company and the virus. They
also allowed me to hear employees’ concerns and respond to theirquestions in real time.

THE
CHRONICLES

Season 4 | Episode 6

Figure 6: The Quarantine Chronicles—Our All-Staff Virtual Meetings
16

I began sending out almost weekly all-staff emails to provide
detailed updates on our corporate strategies, and share ourguidance on health and safety. And I started receiving regularfeedback from employees, directly via my email. These messages
both helpfully challenged my points of view and reminded me ofour reasons to celebrate as a company.
The result of our new digital communication strategy surprised
me. As the weeks passed, I felt more connected with employees
across the company than ever before. The rest of our leadership
reported the same thing. While we were physically distanced, wewere socially connected, operating as one team.

Tracking COVID-19 Together
Our new communication strategy helped us monitor and respondto COVID-19. As a company, we tracked the metrics that matter—
new cases, pace of contagion, mortality rates—to help make senseof the key calculations and variables, to watch developments inthe countries where our employees work and live, and to provide
additional support where it was needed. This led to a vaccination
drive in India for our employees and their families, and our
Employee Relief Fund for employees who contracted COVID-19.
The all-staff meetings became invaluable as an opportunity toempower our employees with guidance from leading healthexperts and fight disinformation, as the coronavirus continued
to challenge our ability to predict the future. We heard from Dr.
Ashish Jha, Dr. Céline Gounder and Dr. Leana Wen—three of theworld’s best minds in public health—who helped us frame our
global responses.

17

I frequently reminded employees, you know what to do. I urged
them to remember the “Swiss cheese” model of protection fromCOVID—a combination of personal and shared responsibilities tocreate a layered defense against the virus.

Multiple Layers Improve SuccessThis Defensive approach recognizes that no single intervention at preventing the spread of
the coronavirus is perfect. Each intervention (layer) has holes.
Personal Responsibilities

Shared Responsibilities

Physicaldistance, stay Hand hygiene,If crowded,
home if sick cough etiquette limit your time

Masks

Avoid touching
your face

Ventilation,
outdoors, airfiltration

Fast andsensitive
testing andtracingQuarantine andisolation

Government
messaging andfinancial support

Vaccines

Figure 7: The Swiss Cheese Model of Pandemic Defense

Culture & Community
Our internal communications also enabled us to respond rapidly
to other global events. After the killing of George Floyd, I
expressed my deep sadness and anger, and we confronted his
death as a symptom of a much larger injustice. I encouraged
employees to speak up and speak out, and we offered resources
for further reading and action. Later, Black employees shared
their stories with me in a series of town halls that moved andchanged me, and spurred an expanded commitment at OpenText
to Equity, Diversity & Inclusion (ED&I).

18

Our all-hands meetings helped us enact this new commitment
to ED&I in ways that face-to-face meetings had not. Our digitalformat allowed us to bring in impactful speakers that could
now reach everyone in the company at once, with insights on
Juneteenth, Black History Month, LGBTQ+ allyship, and Truth& Reconciliation. On International Women’s Day, we invited apanel of women leaders from within OpenText to share theirstories. At another meeting, we heard from a panel of our younger
generation of workers.
Our deeper communications with employees also let us offer
support and resources during regional crises—such as thediscovery of residential school graves in western Canada, thewildfires in California and Colorado, and the floods in Europe.
Through our communications, OpenText employees came
together to support our colleagues with donations, resources andwords of compassion. All together. Tous ensemble.

Scaling New Summits
While for many of OpenText’s offices, the response to COVID-19
is now shifting out of crisis mode—from pandemic to endemic—
the coronavirus has had a permanent impact on how wecommunicate and connect.
We recently renamed the all-hands meetings “The Summit
Series” to help define our aspirations and future directions,and they continue to be a vital means of touching base with
employees and engaging them in our top priorities. I also still
send out frequent all-staff emails and hear back from employees
who share their own thoughts and questions. Employees
have had a range of pandemic experiences—some have been
overloaded with family responsibilities, others felt they spent too
19much time alone. They now have different social and emotional
needs at work. As we shape our return-to-office plans andrelated strategies, we must know what these needs are and how
to address them. And we cannot know this if we do not provide
places where we can listen and learn.
The global crisis has been a crucial reminder for me that massive,
unexpected change can be an opportunity for intentional, positive
growth. And that leadership means demonstrating a commitment
to the well-being of our teams and a better world for all. Thiscannot happen unless we connect with employees, not only to
guide them through company strategy and define our purpose,but to be guided in turn by their insights, and to respond with
empathy and action.

20

Lesson 3
Call in the Experts

At OpenText, we’re innovators. We’re programmers. We run
platforms, from mobile communications to nuclear power plants.
So we have to sweat the details. We assemble and develop experts
at every layer of our organization to be the best at what we do.
But this expertise is not static. When we don’t know something,
we seek out external experts, and we learn.
This strategy of continuous learning and calling in the experts
has been with me my entire life. But at no time was this more
powerful than several years ago, when I was diagnosed withleukemia. I worked to learn every single day to understand myown health. I vowed to be the best student possible and rallied
a team of experts to support me. I never lost focus. I stayed withthe science. And seven years later, here I am.
In a crisis, go find the experts. Do not be afraid to call them in.
Learn, learn, learn.
This tenet has been key to our leadership strategies at OpenText
during the pandemic. As disinformation, misinformation andhalf-truths proliferated online and around the world, accessto expertise enabled us to winnow the grain from the chaff. It
allowed us to make the decisions that would keep employees safe.
And ensured OpenText had the insight it needed to thrive.

In the Zone
“Who do I want to be during the pandemic?” was a popularquestion circulating through social media in spring of 2020. I
asked OpenTexters to consider where they fit across three zones:
 The unknown zone: Is my state of mind dominated byanger and fear? Do I have difficulty discerning between
information, misinformation and disinformation?
22

If some employees found themselves in this zone, it was anunderstandable reaction to an incredibly difficult crisis, but
one we needed to help them move past.
 The learning zone: Am I creating a space for learning,reading and studying? Am I sharing information
thoughtfully? Is my focus on well-being and support forothers, and accepting those things that are out of my control?
 The growth zone: Am I practicing patience, mindfulness andcreativity? Am I helping others in our communities? Am I
practicing happiness and transmitting hope? Can I live andwork and grow during this crisis?
The answer: Yes, we can!
We knew that reaching the growth zone would be challenging
if we could not find a way to the learning zone. We needed
perspective and solid guidance, grounded in science.
So we called in the experts.
Our all-staff meetings became indispensable during the pandemic
for sharing information with employees and hearing theirquestions and concerns. Our guest speakers at these meetings
included three of the world’s best minds in public health. Theirinsights helped us understand the risks and future movements ofthe virus, and shape our own responses.

How to Save a Life
Dr. Céline Gounder, physician and Assistant Professor of Medicine
and Infectious Diseases at New York University’s Grossman
School of Medicine, spoke to us in spring of 2021. Dr. Gounder
described exactly how the coronavirus attacks the human23immune system, how it responds, and how vaccines amplify this
response. She reminded us, “We vaccinate to save your life.”

Figure 8: Dr. Céline Gounder Speaking to OpenTexters

We listened to Dr. Gounder’s insight and acted on it. In the samemonth that Dr. Gounder visited us, I stressed that the journey
to a “new normal” was through vaccines, and we reached out toemployees in regions hit the hardest by COVID-19 to find out
how we could help. As a result, we organized a vaccination drivefor our employees in India, which was seeing dramatic spikes in
infections. Across six days, we were able to help roughly 3,000
people get vaccinated.

How the Pandemic Ends
In September of 2021, Dr. Ashish Jha, a physician and Dean of
the Brown University School of Public Health, spoke during an
episode of our “Quarantine Chronicles.” Dr. Jha told us (with a
nod to T.S. Eliot) that “Pandemics end with a whimper, not witha bang.” He explained that the moment the pandemic ends will
be different for each of us, but that we would not begin to see
24this happen until late winter or spring of 2022. He also noted thatvaccinated people are far less likely to spread the virus, and that
boosters would be important, especially for those who are at highrisk for the disease.
With Dr. Jha’s visit, we advised employees that it was not yet time
to reduce protocols, as COVID-19 would be with us for a while
longer. We respected that some employees had medical or otherreasons not to get vaccinated, but underscored the importance ofgetting vaccinated for those who could. We remained in voluntary
remote work, but we announced that those who came into theoffice needed to be fully vaccinated—including employees, visitorsand contractors. We also launched our second annual food bankcampaign, providing nearly a million meals for people in ourcommunities around the world, many of them hit hard by the
economic fallout of COVID-19.

The Power of Three
By the time we reached the 2022 new year, Omicron was forcing
companies everywhere to reconsider what a return to office mightlook like, and when (or whether) it could happen.
Dr. Leana Wen, physician and Professor of Health Policy andManagement at the George Washington Milken Institute Schoolof Public Health, was our guest at an all-hands meeting inJanuary 2022. Dr. Wen helped us understand Omicron’s threatand shared her common-sense approach to preventing COVID.
She recommended using at least two out of three of our best linesof defense—vaccinations, masks and testing. She advised giving
people the tools and information they need to assess their own
risk, so that they may decide for themselves when and how they
return to pre-pandemic activities.
25

Figure 9: Interview with Dr. Leana Wen, George Washington University

She also described how the pandemic becomes endemic: “At thispoint in the pandemic, we really need to think about how we canlive with COVID. We have many tools to be able to do so.” Today,
we have reached a point where we recognize that we will not
eradicate the coronavirus, and we now need to reach a low steadystate with infections, where hospitals and healthcare systems are
no longer overwhelmed.
At OpenText, we had already extended our work from home
program until we could be sure that we had reached endemic
status, on a region-specific basis. I knew that the formula for
returning to pre-pandemic activities would be unique for each
employee, and employees were encouraged to come to theirleaders with questions, so they could be fully informed about
what was best for their own health. I shared that I was able toconduct 90% of my own pre-pandemic activities through “thepower of three.” We remained cautious and prioritized flexible
work arrangements, but we began to imagine a time when we
could innovate and collaborate in person once again.

26

Each of these experts, and others that we spoke to and consulted
throughout the pandemic, were essential in helping us shape
our responses—from voluntary remote work and mask-wearing
to vaccination policies, office protocols, vaccination drives,
grants for medical assistance and flexible leave. We were able
to take informed action to keep employees safe, productive
and supported.
And we continue to consult expert perspectives as we begin
our flexible return to the office and prepare for the disruptions
ahead—for they are sure to come.
For leaders, resilience and humility go together. If you are
grounded in your organization’s purpose, you will find energy
and strength during times of crisis. But humility helps you torecognize that you cannot know everything. So you reach out for
help. You learn. This not only gives you insight in unpredictableenvironments. It empowers you and your organization to
overcome the most formidable of obstacles, and come out theother side, stronger than ever.

27

Lesson 4
Measure Metrics That Matter

COVID-19 is here forever. Our job now is to understand how tolive with it.
At OpenText, we have always said that we’re going to follow thedata, keep learning, keep advancing and keep winning for ourcustomers. But at some point, the pandemic will become endemic.
In May of 2020, as we approached 100 days of sheltering inplace, we took an inventory of what we knew and what we needed
to know, so we could live and love in the time of corona. We
focused on the math and science, and the metrics that matter.
We are now well into the third calendar year of the pandemic,
and we continue to keep to the data and science. There areaspects of our lives that have changed forever. But we keep
asking questions, so we can understand where the virus isheaded, and make smart decisions about when and how wereturn to our offices. How we return to gatherings in person. And
how to rediscover some of the best parts of our pre-pandemic lives.
Today, what are the metrics that matter for COVID-19? And how
can they help us prepare for what lies ahead?

Math, Science and the Metrics That Matter
Number of
new cases

How many people
are infected?

How many people Which demographics
of people are dying?
have died?

R-Naught

Understanding
the Pandemic

Infection rate:contaminatedsurfaces

Infection rate:
aerosol spread

What is the true
death rate?

Structural andsystemic racism
and poverty

Figure 10: COVID-19: The Metrics That Matter30

How many people
have been
vaccinated?

Metric 1: New cases a day has always been an important metric.
When a country has fewer new COVID-19 cases emerging today
than it did on a previous day, that is a sign that it may be shiftingfrom pandemic to endemic.
However, we need to move beyond this metric as a primaryone. Given the reduced symptoms of the Omicron variant,hospitalizations and mortality are better indicators of how
successfully we are managing COVID-19.
Metric 2: How many people are infected? In May 2020, we wereapproaching six million reported cases. As of spring 2022, there
have been over 516 million cases globally.9 Testing has greatly
improved, but we still have a way to go. Until we have widescale reliable testing, the analysis from the current math andstatistics will be massively incomplete—and this analysis is what is
informing policy decisions.
Metric 3: How many people have died? When we looked at thismetric in May of 2020, the total was around 350,000. As of spring
2022, total global deaths from COVID have passed 6.2 million.10
In many countries, COVID continues to have a devastating
impact, while in others, the Omicron variant poses a decreased
risk of mortality and hospitalization.11
Metric 4: Which demographics of people are dying? The data
was clear early on that those over 65 years of age are especiallyvulnerable. According to the CDC, people 65-74 years old have
65 times the risk of dying from COVID-19, compared to people
aged 18-29. That risk increases to 140 times higher for people
75-84, and 340 times for people 85 years or older.1231But we have also seen many deaths in younger people, evenamong those without underlying medical conditions. This hashelped drive the push for widespread vaccination.
Metric 5: What is the pace of contagion, or the R-Naught? This
figure estimates how many people one contagious person will
infect on average. In 2020, we knew it was high and aggressive,
but we did not know how high.
Today, for the Delta variant, the estimated R-Naught is six,
compared to two or three for the Alpha strain.13 The R-Naught
for Omicron is uncertain, but believed to be much morecontagious, as evidenced by its rising case numbers in early 2022.
BA.2, a subvariant of Omicron, may have a growth rate that is
80% faster than the original Omicron variant.14
Metric 6: Infection rate from contaminated surfaces was thought
to be very high early on. It is now thought to be very low.15
Although Omicron may survive on surfaces longer than previous
variants, this is still not a major transmission route for the virus.16
I heard one medical expert explain it this way: “Do all the righthygienic things and take all the right precautions, including
washing your hands. These things help. But the best thing you
can do is to not lick the bottom of your shoes!”
Metric 7: Infection rates are ultra-high from aerosol spread, thatis, respiratory droplets through breathing, coughing or sneezing.
In 2020, I predicted that we would all be wearing a mask for the
next 2 years. And I was (unfortunately) right. While some regions
are removing mask guidelines, in other places and for vulnerable
populations, they remain an important tool for preventing
infection. Medical grade masks appear to be the most effective at
stopping Omicron.17
32

Metric 8: What is the true death rate, or mortality rate? It isdivision with a numerator and a denominator—the number ofdeaths divided by the number of confirmed cases. Take 400,000
reported deaths over six million cases, you get a mortality rate(MR) of 6%. Six out of 100 people who contract the disease
will die. The mortality rate of influenza is about 1%,18 althoughfigures vary by location and methodology.19
What is the MR of COVID-19? We still do not know for
certain, because you need years of data and trending to fully
understand it. Currently, the MR ranges drastically by country,
from near 0% in New Zealand to over 18% in Yemen.20
Disparities in healthcare, testing and reporting can greatly impact
these numbers.
At present, the MR for COVID-19 is thought to be substantiallyhigher (possibly 10 times or more) than most strains of the flu,21
but we do not have clear data on the Omicron variant specifically.
Some experts believe it may have an MR much lower thaninfluenza,22 while others think it may be 40% more lethal than
the flu.23
We need accurate numbers on both the numerator and thedenominator through testing and better classifications.
Metric 9: Structural and systemic racism and poverty. Racialized
and low-income communities have been the hardest hit in thispandemic. This is the result of a combination of lack of access tohealthcare, density of population, systemic racism and structuralbias. In some city clusters, COVID-19 deaths early in the
pandemic were as high as 70% for Black communities.24
Today in the US, COVID-19 has killed:33

 1 in 303 Black Americans
 1 in 298 Pacific Islander Americans
 1 in 230 Indigenous Americans, although reports suggest

these deaths are under-counted and could in fact be
34% higher.
The rate for white Americans is 1 in 319. This means thatIndigenous Americans are dying from COVID-19 at a rate that isabout 40% higher than that for white Americans.25
While the pandemic has been devastating for higher-income
countries such as the US, the world’s poorest countries havesuffered much higher death rates. For every death in a highincome country, an estimated four other people have died in a low
or lower-middle income country.26
Metric 10: How many people have been vaccinated? As of spring
2022, over 10 billion vaccine doses had been administered. But
again we see massive disparities by country. In high-income
countries, over 73% of the population has been fully vaccinated,compared to 11.3% in low-income countries.27
100

90

Percentage

80
70
60
50
40
30

73%

20
10

0

High-income Countries

11%

Low-income Countries

VaccinatedFigure 11: Percentage of the Population that Is Fully Vaccinated34

At the current rate, it could take over a decade before low-income
countries achieve vaccination levels similar to high-income
countries.28 We will never manage COVID-19 on a global scale
until everyone has full access to vaccines.
Math, science and the metrics that matter.

The Narrative
The first human cases of COVID-19 were reported in December
2019, with global awareness of the disease by February 2020.
With a tsunami of information, assumptions, hypothesis
and analysis that is only a couple of years old, we are still
living in the “fog of war.” We need to make decisions withincomplete information.
Early speculation tended towards two narratives about the natureof the virus:
 Narrative 1: High Mortality Rate, medium R-Naught Narrative 2: Low Mortality Rate, ultra-high R-Naught

Narrative 1 was appropriate early on. With Omicron and BA.2,
we have seen a narrative similar to Narrative 2 become widelyadopted, and this has a deep impact on the organizational andpersonal choices we make in relation to preventing the spreadof COVID-19.

Where Do We Go from Here?
Some of us are beginning to experience the “great unfreezing,”
as it becomes safe to return to our workplaces, restaurants, shops,
places of worship and playing fields. Others must continue toact with high degrees of caution. Each of us needs to assess our
individual risk.
35

Here are some thoughts on how to live and love in the pandemic,
and strive towards a post-pandemic future.
1.

If you can, get vaccinated. Do it for yourself, those around
you and our overwhelmed healthcare workers.

2.

Make informed choices about masks. While someregions are dropping mask requirements, masks may
remain an important precaution, depending on specificenvironments (e.g. indoor crowded spaces), as well as
COVID-19 transmission rates in your area and your personal
health risk.

3.

Test. And test. And test. And test more. Vaccinations, masks
and testing form a three-pronged approach to preventing
infection. Use at least two out of three.
At-home and in-clinic PCR tests can help reducetransmission. Serology tests for antibodies in researchsettings can give us more information about infections among
different populations. Wastewater and other early detection
systems can also help us identify new variants and potential
spikes in infection before they happen.

4.

Hygiene. Continue to wash your hands and surfaces—but
don’t obsess. Basic hygiene is good practice for helping toprevent the spread of COVID-19, as well as numerous otherillnesses caused by viruses and bacteria.

5.

Physical distancing continues to be an important protection
at times, especially with those who may not be vaccinated.

36

6.

Time to reconfigure. We are social by nature. I want to bearound my colleagues, customers and partners at the officeat least part of the week. We can reconfigure our physicalspaces with great safety and enjoyment. Our parents
and grandparents lived in foxholes during wars. We canflourish with redesigned offices that accommodate physicaldistancing if needed, deliver improved air circulation, andfacilitate both in-person and digital collaboration.

7.

We need a new playbook for those 65 and older. Sending
sick elderly back into healthy elderly communities was thewrong answer. Access and education about vaccinations iskey, as is access to therapeutics when those who are mostvulnerable become ill.

8.

We must address structural and systemic racism andpoverty. We must provide healthcare and education for
all, and eradicate inequalities. We need to strive to makeourselves more unselfish every day. We must prioritize
equity, diversity, inclusion and wellness.

9.

Intervention. Governments have a role to play whena system is failing. They can pool key resources andcoordinate to ensure global manufacture and distributionof vaccines. As long as some countries have high levels of
unvaccinated populations, we are all at risk of exposure to
new variants.

10. Spiking infections and new variants. They are going tohappen. Be physically and emotionally prepared. We are
already seeing increasing infections for variant BA.2 inNorth America, although it appears to have mild symptoms
and is not resistant to vaccines.29 When new outbreaks
37		 happen, we should gently turn the dial back in thoseaffected areas. We need to understand the specific spikes
and carefully review data.
11. Love and grieving. Kahlil Gibran’s On Love has stayed withme through time. With love, I also need time to grieve.
To grieve for the dead, to grieve for the poor, to grieve forthose affected, to process what is happening and what has
already occurred, and to turn my energy and resources
towards action.
“To wake at dawn with a winged heart and give thanks foranother day of loving;
To rest at the noon hour and meditate love’s ecstasy;
To return home at eventide with gratitude;
And then to sleep with a prayer for the beloved in your heart
and a song of praise upon your lips.”30— Kahlil Gibran
There is no clear global “end date” for the pandemic. And there
is always more to learn. At OpenText, we will strive on with our
mission and work. We will press forward on living and loving,
giving and grieving. We will continue to track the metrics thatmatter, ask questions to find the answers we need, and makeinformed and thoughtful decisions together as we move towards a
post-pandemic world.

38

Lesson 5
Space for Breath—Health & Well-BeingWhen I was growing up, I was one of four adopted kids in ourfamily. Our means were modest, but my parents taught me tocare for others in our community, commit to a life of service andhave pride in what you do, regardless of what your role is. Theirteaching has informed and guided me throughout my life.
You cannot just possess high IQ. You need to have high EQ, too.
You need to lead and labor not just with your head, but with yourheart and hands. Flexibility. Empathy. Respect. These are guiding
principles that I have worked to apply in every role I have ever
had, and especially as CEO of OpenText.
As leaders, practicing these principles means doing everything we
can to ensure employee health and well-being. This is especiallytrue during times of change. Throughout the pandemic,
OpenText’s leadership team has labored constantly to understandwhat our teams were struggling with, and how we could help.
What we discovered were new ways to guide our teams. We
chose to lead with empathy. Compassion became a verb. It was
something we enacted daily, with strategies that strengthened
our organization at its foundation, and set us up for long-term
employee engagement, retention and growth.
Here a few of those strategies.

Employee Relief Fund
Very early in the pandemic, we established the OpenText
Employee Relief Fund (OERF). A $2M fund that we have sinceincreased to $3M, the OERF provides grants to employees andtheir family members who have contracted COVID-19. The
fund helps with expenses not covered by government benefits or
through our own benefits programs.

40

Our aim was to ensure OpenText employees received the vital
care they needed throughout the pandemic. We also wanted torecognize that, despite the challenging circumstances, we are inthis together.

Combatting “Zoom Fatigue”
When more than 95% of our employees shifted to remote workovernight, we knew this massive change would require newstrategies to ensure optimal communication while preventing
employee burnout
At an all-staff meeting in April 2021, we were joined by Stanford
University professor Jeremy Bailenson, one of the world’s leading
experts on the psychology of VR/AR, who had just publisheda paper on “Zoom Fatigue.”31 Despite the fantastic benefits ofvideoconferencing, Dr. Bailenson explained, there are potential
psychological costs that we are just beginning to understand. In
video calls, speakers are much closer to each other’s gaze, it isdifficult to move naturally while we speak, and our cognitive load
is much higher, as we have to think about and watch our own
reactions, which in other situations would be automatic.
Professor Bailenson provided some practical tips to use in our
day-to-day lives to help reduce the stress of frequent video calls.
Turn off your self-view. Shrink the video call window. And “justsay no”—not everything needs to be a video call. The phonestill works!

Global Experts on Well-Being
One of the most exciting things for me is when, as a company, we getto hear from some of the world’s most-respected experts on topics
that are meaningful for us. Throughout the past two years, we played
host to incredible people who provided their insights on well-being.
41

At OpenText World 2021, I spoke with Founder & CEO of
Thrive, Arianna Huffington. Arianna shared how leaders canensure businesses succeed by prioritizing employee well-being as
we enter the uncertainties of a post-pandemic era. I was struck by
the truth of Arianna’s assertion that, “It’s not where you work. It’s
how you work.”

Figure 12: My Conversation with Arianna Huffington at OpenText World 2021

We also heard from #1 New York Times best-selling author andformer monk, Jay Shetty. Jay shared four habits to help us let goof old ways, using the acronym TIME:
 Thankfulness: Express your gratitude, and make it specificand personalized Inspiration: Wake up to your favorite song, quote or book—not your phone!
 Meditation: Schedule time throughout the day to giveyourself a break Exercise: Move every day and make it something you love42

As we move through 2022 and beyond, we are all seeking new
ways to find balance, wellness and happiness, and these speakers
each had their own inspiring perspective on the journey.

Employee Self-Care Day
In July 2020, we held Self-Care Day, a company-wide vacation
day to encourage employees to take time to recharge. To reflect
and reconnect. And to take care of themselves. While theurgencies of the pandemic made taking a traditional vacation
more challenging, it did not lessen the need to step away fromthe (home) office for a while. If anything, taking some time off
became even more important. At times, we need to put on mental
brakes to avoid mental breaks.
Self-Care Day was so well-received, that we held another allcompany vacation day, Rest and Rejuvenation Day, this pastspring. Focus and innovation require a healthy, well-rested mind
and body. Each of us needs to prioritize well-being.

WELL-BEING

Happiness is not something
ready made. It comes from yourown actions

at OpenText—Dalai Lama

Focus, Disciplineand Innovation

Eat Right

Exercise

Mindfulness

Time forSelf/Family

Figure 13: Well-Being at OpenText

43

Nutrition & Fitness Guidance
When faced with a crisis, it is easy to neglect physical health,focusing on the stresses of the moment and the uncertainties
ahead. This has been exacerbated during the pandemic, withgyms and other health resources sometimes closed or unavailable.
But it is during these times of stress that we need to nurture
health most of all.
To help with this effort, we hired two fitness and nutrition
specialists to offer us advice and support during the pandemic:
Joe Holder, founder of The Ocho System, a Nike Master Trainer
and a GQ fitness and wellness columnist; and Leslie Beck, anutrition consultant and registered dietitian who has worked with
the Canadian International Marathon and the Toronto Raptors.
Joe and Leslie provided weekly newsletters for employees, with
exercise tips and recipes, monthly webinars, exercise “snacks,”
Q&As and other resources to help guide and motivate staff. I was
pleased to see the incredibly positive reaction to Joe and Leslie
on our internal social media as employees took up their healthand wellness challenges.

The Breathing Tree
In 2021, we set out to create a commemorative art installation
at our headquarters in Waterloo, Ontario. We wanted thisinstallation to represent the resilience of our employees—atestament to how we stayed connected during the mostchallenging time in our history—and for this artwork to be a
dedication to those who suffered, and those we lost.

44

We decided on a submission by the incredibly talented, Canadianmulti-media artist Donna Szoke. Donna’s art installation, The
Breathing Tree, evokes the powerful presence of nature as ameans of helping us process our grief. The Breathing Treeappears as a tree reflected, as if in a quiet moment near water.

Photo by: Toni Halfkensheid

Figure 14: The Breathing Tree at OpenText’s Corporate Office inWaterloo, Ontario

Yet if we tip our perspective slightly, it also resembles a pair oflungs. This reminds us that spending time focusing our attention
on our breath can help us move through grief. The lights cycle
through a four-step process of “box breathing,” a self-calming
technique that is a cue for viewers to breathe, relax and groundourselves in the moment.

45

Breakthroughs, Not Breakdowns
Organizations must make employee wellness a priority. During
the pandemic, many people have fallen into an unhealthy
practice of “always on.” Whether workers eventually return to an
office full-time or part-time, or stay virtual, we cannot allow thispractice to continue. The brain is an exhaustible resource.
Leaders need to express clear expectations and deliver every
support they can for individual well-being and balance. In fact,
employers may want to expand their thinking about ED&I—
Equity, Diversity & Inclusion—to WED&I, to emphasize andnurture employee well-being.
An organization’s success and productivity will falter if employees
do not have time to rest and recharge. We seek breakthroughs—
not breakdowns. The time employees invest in self-care resets
focus and clears space for creativity. This is the foundation of
their ability to collaborate, innovate and connect.

46

Lesson 6
Practice HappinessAs we were entering lockdowns in March of 2020, I reread The
Art of Happiness by his holiness the Dalai Lama. The bookcentered me, without denying or being untrue to the realities
around us. In fact, it made the realities of what we were allundergoing clearer.
As the world battled a profound health crisis, another crisis
was beginning to emerge. Lockdowns, physical distancing andtravel bans separated people from family, friends and support
systems. While these separations helped save lives, they meantthat traditional means of coping and companionship fell away.
Our ways of engaging with each other in the work we do became
more challenging. Worldwide, anxiety and depression rates wereon the rise.32
At OpenText, we strived to make sure that employees had
strategies that would help them nurture mental health. We
worked to cultivate our understanding of happiness, purpose andfulfillment, to support each other through the crisis. We found
new practices and new potential paths to joy, even in the mostdifficult of times.

A Call to Compassion
Happiness is compassion and compassion is happiness. For me,
this is one of the profound lessons of The Art of Happiness.
In any crisis, we need to act with compassion for our employees,
our business partners, our customers and all those who are
marginalized. We were all going to be impacted by the pandemic
in some way. We needed to lead by deepening our humanconnection in a time of physical distancing. Follow the science,
data, and math—but practice empathy.

48

So we communicated constantly with employees. We advised
them not to mentally shelter in place, but to use our digital
tools to connect with and listen to others. We encouraged themto raise their hands if they needed anything—and ask a friend,a colleague, a manager, HR, their Executive Leadership Team
member or me. There was no request too small. We provided
additional healthcare funding and flexible leave policies tohelp those who were struggling. We increased benefits aroundmental health supports. And we provided additional all-company
vacation days to ensure employees could rest and recharge.
I was also greatly humbled by the ways that employees took
opportunities to practice compassion towards others. Our 100
Acts of Kindness campaign focused on charities that supported
COVID-19 emergency response efforts, food banks, and services
for children and families. Together, we raised over half a million
dollars for local charities around the world.

82

Sites

180

Charities

Over$500K USD
donatedFigure 15: OpenText’s 100 Acts of Kindness49

Employees also responded with generous donations of their timeand resources to numerous other crises as they arose—wildfires
in California, flooding in Germany, the Black Lives Mattermovement and the refugee crisis in Ukraine.
Through our Navigator Fund, employees helped raise nearly $1.5
million USD for food banks in our communities, enough for over
6.25 million meals.
By acting with compassion, OpenTexters took concrete steps tohelp overcome challenges in the regions where we work and live,
doing what they could to bring happiness to others.

Happiness in PracticeIn the fall of 2021, one of our guests at our all-hands meeting was
Neil Pasricha, New York Times best-selling author and Directorof The Institute for Global Happiness.
Neil stressed that happiness is not the result of success, but thedriver of it. We need to train our brains to be happier. When
we cultivate our own happiness—something we must actively
practice—we are more likely to do great and purposeful work.

Figure 16: Happiness Expert Neil Pasricha Speaking to OpenTexters

50

We were so grateful for all of the strategies Neil shared, including
his “Two-Minute Morning Practice.” This is how Neil starts hisday, every day—by recording on an index card something he will
let go of, something he will focus on, and something he is gratefulfor. Neil emphasized that each of these must be specific in order
to be impactful.

Figure 17: Neil Pasricha’s Two-Minute Morning Practice

Neil told us, “You wake up, you own the morning, you own theday. You spend a couple of minutes doing this and guest what? It
makes everything cascade positively from there.”
Neil and I also chatted about the “the three buckets” of life.
We all have the same number of hours in a week—168—and wesplit those across sleep, work and the rest of life. Work is almosta third of your time in a week, so it is important to love what
you do. Neil shared his “Four S” strategy for a satisfying andmeaningful career: Social: The strength of our relationships, including thosewith our co-workers, is a huge contributor to happiness.
 Structure: Clear divisions between work and leisure, and areason to get out of bed in the morning. This is also known
as ikigai—your purpose, or why you do what you do.
51

Satisfaction but
feeling of no positive
impact on the world

Our
PASSION
What we are
GOOD ATOurMISSIONIKIGAIOur
PROFESSION
Comfortable
but feeling of
emptiness

Delight andfullness but
without pay

What weLOVE

What the
world
NEEDS

Our
VOCATION

What wecan bePAID FOR

Excitement
but feeling of
uncertainty

Figure 18: Ikigai: A Japanese Concept Meaning “A Reason for Being”33
 Stimulation: We are all curious creatures, and a good day is a

day where you learn something new.
 Story: We all need to feel a part of something bigger thanourselves, working together towards a common purpose.
I wholly agree with Neil’s advice to “Never retire!” because
retirement does not give us the Four S’s. You can see that I
was so taken with Neil’s creative use of index cards during his
presentation, that I couldn’t help getting in on the act!

Figure 19: My Response to Neil Pasricha52

We talked as well about the importance of looking after one’s
own well-being. Neil related it to the airline guidance to put on
your own oxygen mask before assisting someone else. Or, as heput it, “If you do not fill your jug, you cannot pour from it.” For
those feeling particularly stretched during the pandemic andlooking after loved ones, the injunction “do it for you first” wasvital advice in ensuring we all have the capacity to help others.
These two tenets—practice compassion for others and take steps
to foster happiness for yourself—go hand in hand. Throughout
even the most difficult times of the pandemic, we tried to keep
this balance in mind for our teams.
To care for ourselves. To give of oneself. To think of others.
To bring happiness to others. To have gratitude and a sense of
possibility. These are the gifts we give, and which cultivate ourown joys.

53

Lesson 7
Be Influenced by Great Thinkers

You cannot see the whole of England when you are standing in
Trafalgar Square.
If a company’s view is limited to its own realm, it will miss crucial
opportunities to expand the range of its impact. At OpenText,
we make long-term decisions. We bring the future forward. And
because we know that growth must be inclusive and sustainable,
we act with the world in mind.
In a time of disruption, you must seek out inspiration from thebest minds. Manage the crisis, but plan for the success of yourbusiness beyond your immediate demands. And learn from thoseoutside of your industry, so you can envision the impact of yourorganization in a community that is truly global.
Across the past two years, OpenText brought in some of themost influential minds of our time to speak to our employees,
customers and partners at our user conferences and other events.
These speakers spanned vast areas of technical expertise. Apple
co-founder Steve Wozniak. Astrophysicist Dr. Neil de Grasse
Tyson. Neuroscientist and technologist Dr. Poppy Crum.
We also invited those who could help us understand the impact
of global forces on businesses, and share strategies for leading
through disruption. We heard from a former US Vice President.
Optimist, speaker and best-selling author Simon Sinek. The first
African American Army Surgeon General, Lieutenant General(ret) Nadja West. CEO coach, serial entrepreneur and adventurer
Kevin Gaskell.
These speakers influenced, expanded and challenged our pointsof view. They encouraged us to be more. Here are just a few of
the ideas they revealed about how to lead, how to learn, and what
to expect next from the forces shaping our world.
56

1. The Single Most Important Trait for Leaders
Lieutenant General Nadja West spoke to us at our Enfuse
conference in 2020. She shared key points from her learnings
across 20 years of experience in executive leadership, crisis
management and disaster response—including leading morethan 130,000 Army healthcare professionals and crafting the
Department of Defense medical response to the Ebola crisis.
According to Lieutenant General West, empathy is the single
most important trait for leaders to have. “Making an effort tounderstand those you lead is vital to the success of a team,” sheadvised us. “It helps you genuinely treat people with dignity
and respect. It gives people a sense of belonging and a feelingthat they are truly valued.” This is not just about understanding
skillsets and job roles. Leaders need to understand who theylead by race, gender, age, nationality and other aspects. “It’simportant to understand the unique perspectives, challenges, andmotivations and experiences to better lead teams to accomplisha mission.”
At OpenText, we intuitively knew at the start of the pandemic
that we needed to lead with empathy, first and foremost. But
Lieutenant General West reinforced this principle for us andrenewed our commitment to both communicate clearly and “bein receipt mode.” This enabled us to listen to employees andunderstand the impacts of global events on our diverse teams, so
we could discover what we could to do help.

2. Why You Should Pursue Your Passion &Redefine Failure
I was so excited to have Steve Wozniak join us for OpenText
Kickoff, our internal gathering to start off fiscal year 2022.
57

Throughout our conversation, it became clear that Steve’s
lifelong curiosity helped form the foundation of Apple’s successand has fueled every project he has worked on since.

Figure 20: Discussing Innovation & Curiosity with Steve Wozniak

When I asked Steve how companies should respond to failures,
he noted that he has heard many successful people talk about
their own setbacks. He has wondered why he does not feel he’s
faced similar failures.
The difference is one of perspective. When he was younger, hetold us, “I built little electronic projects that would dazzle myfriends. Just interesting things. Not worth companies. Not worthhuge amounts of money.” He explained that for every project
he did, “I worked so hard to figure out better ways to do it thanother people would think of doing.” He added, “You could callthem failures because they didn’t start companies—but […] those
failures were all of my learning.” He encourages companies togive employees opportunities to follow their own projects andpassions. Such support not only drives creativity, but results in
employees who are more productive and better at what they do.

58

3. The Insight that No One Wants to Hear
My conversation with Dr. Neil deGrasse Tyson at OpenText World
2021 spanned an incredible array of topics—vaccines, climatechange, parenting, distributed work, science and… Netflix!
One of our key takeaways was Dr. Tyson’s view on creativity. “I’mgoing to say something that we don’t want to be true,” he told us.
“If you want to be more creative, you have to be less productive.
You can go through a day and feel like you got a lot done—I
checked my email, I did my laundry, I went shopping, I pickedup the kids—but at no time did you have a thought that you never
dreamt of before.” He added:“Creativity and productivity are at odds with each other in theircompetition for the few hours we have in our day.”Dr. Tyson and I talked about what I describe as the horror of
the vacuum—our resistance to just sitting with our thoughts. But
our ability to do this, Dr. Tyson stressed, is vital to our ability toinnovate. This is a principle that we understand at OpenText—
the brain needs time to rest and recharge if we want creativity
to thrive.

Figure 21: My Conversation with Dr. Neil deGrasse Tyson at
OpenText World 2021

59Dr. Tyson also pointed out how access to data and information
feeds creativity. He loses sleep at night wondering, “Is therea question I don’t know yet to ask, because it must await a
discovery we have yet to make?” A discovery allows you to see
beyond the previous limited horizons that constricted yourcreativity. The right data can put us in a position to recognize a
new phenomenon. Access to that frontier of data, he said, opens
up the space that generates new ideas.

4. Great Leaders Are Students
Simon Sinek is well known for his research into companies
who build phenomenal cultures, and his insights into whatmakes a great leader. When he sat down for a conversation with
our Executive Vice President, Global Sales, Ted Harrison, at
OpenText World Asia Pacific 2021, Simon told us, “Every great
leader is not an expert in leadership. They’re actually studentsof leadership.” Leadership is not about having all the answers,
but about working to be a great leader by listening to what others
know and reflecting on your own successes and setbacks.
The idea resonated for us at OpenText. We believe our expertiseis never complete, and that we must be constantly curious. Thisis how we innovate, elevate our customers and find our senseof purpose.
Simon also related that leadership is often misunderstood. It’s notabout position. Anyone, in any role, can be a leader, when they
“have made a choice to look after the person to the left of themand the person to the right of them.” He added, “Leadership isthe responsibility to see to those around us. It’s not about being
in charge, but taking care of those in our charge.”60

5. How to Revitalize a Struggling Business
Former Managing Director at Porsche and former Group CEOof BMW, Kevin Gaskell has both rejuvenated world-class brands
and built new companies from the ground up. As a leader,
Kevin stresses the importance of engaging people in your sharedvision, while improving your strategies at a practical level: “We
use technology to create efficient processes. We engage people
to inspire extraordinary experiences. Put the two together, andimagine what your business could be.”Kevin also shared the three key pieces to building or rebuilding
a business: commit, connect and create. You need to have a clear
vision and commit to making something that is extraordinary—
together. You need everyone on the team to understand what
your aims are as a company and how you are going to get there.
And you need to work together to create “the magic”—the culturethat can transform the business. In the overlap between thesethree is the inspiration that drives you.
Kevin acknowledged that things will sometimes go wrong, butthat it does not matter. “If everything is under control, you’re notgoing fast enough. We never lose. We either win or we learn.”

6. Unearthing the Real Story on Climate Change
While the world has been battling the COVID-19 crisis, an evenlarger crisis looms. In the long-term, climate change could haveeven more potentially catastrophic impacts for humanity thanthe pandemic.
When a former US Vice President joined us at OpenText World
2020, he discussed three key issues—the COVID-19 pandemic,
systemic and institutional racism, and the climate crisis. He
revealed the ways these issues are interlinked. For
61example, the burning of fossil fuels and exposure to air pollution
disproportionately affects lower-income communities andincreases the severity of COVID-19.34 And extreme weather
events amplified by the climate crisis are causing evacuations andforcing people to gather in smaller spaces, where social distancing
is more difficult, forcing healthcare systems to deal with multiple
crises at once.
If the issues are interconnected, he believes the solutions must
be as well. The pandemic presents us with a once-in-a-generation
opportunity to rethink, reset and redesign a sustainable recovery.
Data, AI and machine learning are vital in driving this change.
When we can achieve localized, real-time data on the major
sources of emissions around the world, there will be “no place
to hide.” We will have a radical transparency that will empowerorganizations who truly want to address climate change with theleverage to make this happen.
We were inspired by the former Vice President’s notion that
we are on the cusp of the “sustainability revolution,” and that
information and data will drive it forward. My father used to say,“Sunshine is the best disinfectant.” When we have access to thetruth, we can make incredible things happen.

7. AI’s Next Frontier: You
Dr. Poppy Crum engaged our employees, customers and partners
at OpenText World 2020 with a thought-provoking keynote on
empathetic technologies. She explained that we all experience
the world and interact with technologies differently, yet we
produce technology for a single demographic. We need to rethink
how we make future technologies to support everyone with amore personalized experience.
62

Tomorrow’s technology also offers us an opportunity to better
understand our own mental and physical health, and tailor ourenvironments accordingly. Contributions in AI and machinelearning are now able to detect whether you are feeling aparticular emotion, as well as countless signs of health and wellbeing. Every second of the day, we are sending digital signatures—the way our pupils dilate and constrict, changes in our voice or
breath, even our thermal temperatures are all being incorporated
into today’s developing technologies. Dr. Crum predicts that overthe next three to five years, we will wear devices in our ears thatwill link our bodies, emotions and the external world, helping us
better understand when we are stressed, what calms us and otherkey insights.

Figure 22: Dr. Poppy Crum Speaking at OpenText World 2020

Empathetic technology will transform our relationships with eachother and the spaces where we work and live. Dr. Crum believes
we will see the “era of the empath,” where technology will
empower us to know more about each other and ourselves, andconnect in ways we never thought we could.

63

Information Opens New Vistas
At any given time, we may be operating within what is called “thefog of war.” We will struggle to make decisions when we have
only limited information.
One of the topics that Dr. Tyson and I discussed was thisdifficulty in predicting the future. He said, “At the rate that
discovery is unfolding, I think it is folly to believe that you canforesee 30 years in the future. Pick any 30-year stretch, and life
30 years later would be unrecognizable to anyone from 30 years
before.” As an example, he described how much changed justbetween 1900 and 1930—the invention of the airplane and flights
across the Atlantic, automobiles displacing horses, a pandemic,
the first world war, electrification of cities.
Since the beginning of the industrial revolution, change is aconstant—and it is incredibly fast.
While we may not be able to predict what the world will look
like decades from now, engaging with visionaries and top experts
expands our sightlines. It helps us to understand what others
are experiencing. To know what others are discovering. To
peer outside of our own geography, our own industry, our own
individual point of view. When we do this, we have a clearer
sense of our own place in the world.
With new understanding, we raise our potential for making a profound
impact on a much broader scale—now and in the years to come.

64Lesson 8
Cultivate a Growth Mindset

When a company stops innovating, it dies. When a company
stops growing, it dies. When a company stops acquiring newcustomers and new markets, it dies. These are co-morbidities of afailed business.
Innovation must be the core of any business. But this requires
the right mindset. An openness to diverse points of view. A
willingness to take risks. A perspective that encompasses all
ecosystems. Across the past two years, OpenText developed a newbattle rhythm and made incredible achievements in innovation.
But we could only get there because we changed our frameof mind.
Our superior performance was driven by two key tenets in our
thinking and practice—a Growth Mindset and Intellectual Bravery.

Growth Mindset
Through my 30 years of business experience, I have learned that
there are two “brains”—Ops Brain and Growth Brain.
Each is vital, but they foster different behaviors and chasedifferent outcomes.
Ops Brain is metrics-oriented and outcome-oriented, with adeterministic view. With Ops Brain, you take a problem andanalyze it in a spreadsheet. You identify KPIs. You apply Lean
Six Sigma. Ops Brain is foundational. It can help us establish bestpractices, track outcomes and make predictions.

66

Ops Brain

Growth Brain

Metrics

Different, Not Better

Spreadsheets

Programs / Events

KPIs

Experimentation

Cost Models

Learn from Criticism

Lean Six Sigma

Real-time Calibration

Repeatable Forums

Social / Networking

Status Updates

Relationships

Process

Embraces Failure

Deterministic View

Greater Sense of Free Will

Figure 23: Ops Brain vs. Growth Brain

At OpenText, we have mastered Ops Brain. Unequivocally. You
see it in our results, our margins and our efficiency. When wekick off a new initiative, hold a major industry event or release
new software, the OpenText Ops Brain takes over to measureprogress and ensure results. We are the best at it. It is a fantastic
part of our DNA.
But we knew in 2020 that we wanted to put more emphasis
on Growth Brain. Growth Brain is about experimentation andlearning. It is about assessing what is working and what is not,and figuring out how to do it better. It means building strong
relationships and leveraging social networks to find new avenues
for growth. It means embracing failure, and standing back up torecalibrate and try again. And deploying our free will to pursue
new ideas and locate disruptive opportunities.
For OpenText, this pivot to a more developed Growth Mindset
meant a ruthless focus on features and cloudification, so we coulddeliver new capabilities to our customers. It also meant leveraging
new acquisitions, such as Carbonite, to help us serve businessesof any size. And it meant driving information management as aservice, supporting the API economy and helping our customers
thrive during remote work.
67

This shift in mindset was evident almost at once in some of ourresults, such as the launch of our new cloud-native software,
Cloud Editions, the reshaping of our user conference into a wildly
successful digital event, and record revenues for fiscal year 2021.
It is apparent today in our plans to invest $2.2 billion USD in
R&D over the next five years, and our commitment to becoming
the best cloud company on earth.ii
Our financial highlights show the same story of growth, with a
148% increase in total revenues between FY2013 and FY2021,
and a 682% increase in cloud revenue across the same period.
Our Growth Mindset has impacted our company culture, too,even during the uncertainties of the pandemic. We understandthat our teams, rather than being fixed in their current skills,
have untapped talents and passions. They have the capability
to learn, adapt and reach new heights of performance. We arehelping them shape their goals and advance with training, newcareer opportunities and support from leaders. This is essential,
because employees who have a Growth Mindset worry less aboutlooking smart and put more energy into learning, exploring andcreating new knowledge.35 We knew a shift to a stronger Growth
Mindset was happening for employees, as we watched resultsfrom our internal pulse surveys climb higher across categories—
including engagement, sense of personal impact, and growthand development.
When entire companies embrace a Growth Mindset, they create
an environment that fosters collaboration and innovation.
Employees become committed and empowered to drive successacross the business.
ii

T his is a forward-looking estimate and subject to change, as with all roadmap items.
68Intellectual Bravery
Translating ideas into great products and services is insanely
hard, just on its own—but to achieve this continuously at scale
across an organization requires courage and commitment.
What causes a company to cease coming up with new ideas? Anerosion of Intellectual Bravery.
Intellectual Bravery is a willingness to disagree, dissent orchallenge the status quo.36 Without Intellectual Bravery,
organizations lose insight and vision. Bold ideas are buried inbureaucracy. Stagnation sets in.
When we live and work by the tenets of Intellectual Bravery, we
ensure that we continue to grow and innovate.

Befearless

Weigh inlast

Be a committed
and serial
innovator

A Culture ofIntellectual
Bravery

When youreject feedback,explain why

Take yourfinger off thefear button

Thinkbeyondyour role

Respondconstructively

Figure 24: Intellectual Bravery at OpenText

69

This is how we foster Intellectual Bravery.
1.

Be a committed and serial innovator: Shake yourself freeof the “because it has always been done that way” mindset.
Discover what needs to happen for a foundling idea tobecome a powerful reality.

2.

Take your finger off the fear button: Fear causes people toself-censor and retreat into silence. Create an environment
where your colleagues are comfortable taking risks. Be
receptive to the bold ideas of others. Say “no” to the word
no, and trade it for Yes, if....

3.

Think beyond your role: When people venture out of theirtactical and functional silos, they find more opportunities
for divergent thinking, and identify connections that theymight otherwise miss.

4.

Respond constructively: We need to listen with empathy
and curiosity to disruptive ideas and bad news. Our goalis shared understanding. Dissent is part of the problemsolving process.

5.

When you reject feedback, share your reasons: When you
explain why a suggestion was not adopted, you demonstrate
respect for the person who gave it. This makes it more
likely that the individual will continue to provide valuable
feedback.

6.

Weigh in last: This is especially important for managers.
Listen carefully, acknowledge contributions and thenregister your point of view. Take into account what others
have already said.

70

7.

Be fearless: When we model vulnerability, others are more
likely do the same, and will feel freer to take risks. Shareyour mistakes. Ask exploratory questions. Admit what you
do not know, and seek answers.

Intellectual Bravery was a core part of OpenText’s successacross 2020 and 2021, as we had to adapt quickly to thehurdles the pandemic placed in our path—changing how we
worked, how we collaborated and communicated, how wedeveloped our strong and diverse culture. All while ensuring weelevated and empowered our customers through information
management technologies.
We had to be open to new ideas and new strategies, and
OpenTexters rose to the challenge. When we asked employees
in our 2022 pulse survey if they felt encouraged to express their
viewpoints, even when these views differed from those aroundthem, the vast majority answered yes. In fact, there was doubledigit growth in this response, compared to previous years. This
shift in approach is how we were able to launch five new clouds.
This is how we are able to continue to release updates every 90
days. This is how we continue to grow our technical expertise andembrace diversity, every day.
Eleanor Roosevelt said, “You gain strength, courage andconfidence by every experience in which you really stop to lookfear in the face. You are able to say to yourself, ‘I have lived
through this horror. I can take the next thing that comes along.’
You must do the thing you think you cannot do.”3771

I could not be prouder of the employees at OpenText, and theresilience, dedication and strength they have demonstrated. We
will only gain more courage and confidence through our sharedexperiences—and by looking our challenges and opportunities
directly in the face.
As leaders, it is our role to craft vision and strategy for ourorganizations, and to connect that strategy to great execution. Byliving at the intersection of great people, great ideas and get-stuffdone, we can create incredible value for our customers, and fostera culture of unstoppable growth.

72Lesson 9
Find a New Battle RhythmToday, five major forces are changing forever the way the world
does business.

All work is
distributed

All transactions
are going digital

Seven-star
experience

Trust andsecurity

The future of
growth needs tobe sustainable
and inclusive

Figure 25: Five Forces Changing Everything

1.

Work is increasingly distributed. This is a shift that is here
to stay. The future of work will be a combination of where
you work and how you work.

2.

All transactions are going digital. Industry 4.0 is in
hyperdrive! The supply chain of tomorrow is a digital-firstsupply network.

3.

Customers want a seven-star experience. At the end of every
supply chain is a consumer, and they want to be wowed.

4.

Everything must be built on a platform of trust and security.
Cyberattacks have spiked dramatically. Systems must be
always on—and always protected.

5.

The future of growth must be sustainable and inclusive.
Organizations need to champion Equity, Diversity andInclusion, improve their environmental footprint andstrengthen their use of technology for good.

To support our customers through these headwinds, OpenText
needed a new battle strategy—streamlined products, faster
updates, a renewed commitment to technologies in the cloud anda new approach to sustainability.

74

Over the last two years, we learned to return to ourentrepreneurial roots of innovation and crafted new solutions tomeet the rapidly shifting needs of our customers.

OpenText Cloud Editions
During the pandemic, we launched Cloud Editions, our cloudnative software designed to run anywhere. It was the mostcomprehensive cloud release in our history!
Since then, we have released updates for Cloud Editions every
90 days—an industry-leading standard. This is our new battle
rhythm. Every 90 days we bring thousands of facets and features
to market. We do this automatically. Our customers do not need
to upgrade to attain new capabilities, because we do it for them.
OpenText Cloud Editions is made up of four specialized businessclouds—Content Cloud, Business Network Cloud, Experience
Cloud, and Security Cloud—plus our Developer Cloud. Each ofthese focuses on addressing a key need in the fluctuating global
business environment.

Master Modern Work
Employees’ expectations have dramatically changed. People wantmore control over their time and space, more autonomy andgreater capacity to make decisions. For employees to be truly
empowered, they must have simple, secure access to accurate
information… wherever they are, whenever they want it, from
whatever device they are using.
OpenText Content Cloud drives modern work and empowers
distributed workforces with the information they need. It supports
secure, effective collaboration and decision-making by enrichingbusiness processes with content, insights and automation. Using75

digital tools for content management, businesses can grow andthrive, and truly own their digital capabilities.

Digitize the Supply Chain
The issues threatening supply chains have never been more
complex. Ransomware attacks. Labor shortages. Natural disasters.
The war in Ukraine. And of course, COVID-19.
At the same time, well-run supply chains are positioning
companies for success. OpenText Business Network Cloud helps
organizations securely build, manage and connect digital businessecosystems. These new connected ecosystems provide end-to-end
visibility, collaboration and responsiveness across all partners.
And they help ensure that every link in the supply chain is agileand sustainable.

Power Modern Experiences
Customer expectations are radically different than they were twoyears ago. Today, it’s about me, and it’s about now.
OpenText Experience Cloud helps organizations engage customers
across every channel from a single platform, and deliver
tailored, seven-star experiences. Organizations can leverage AIpowered analytics to gain superior customer insights. They canprotect customer data and privacy with intelligent, automatedgovernance. And adapt to customer expectations as they changewith new ways to sell, engage and assist.

Be Cyber Resilient
Today’s cyberattacks are sophisticated. Dynamic. Insidious. And
difficult to predict.

76

But a solid understanding of known risks and a multilayered
cybersecurity strategy empowers organizations to build cyber
resilience. OpenText Security Cloud provides cybersecurity,
data protection, digital forensic and endpoint security solutions,protecting network environments in real time. Today, Security
must be Job #1.

Build the API Economy
Empowering developers with the tools they need to deliver
high-quality applications on tight timelines is a central
capability for every organization. It is the driving force behindbusiness transformation.
OpenText Developer Cloud provides Information Managementas-a-Service (IMaaS). Built on APIs in the cloud, it makes it
faster and easier for developers to create, extend and customize
applications. Organizations can add new capabilities with fewer
resources in less time. This allows businesses to unleash thepower and ingenuity of their developer teams, so that developers
have more time to create the software that powers the world.

Cloud Editions
Run Anywhere | Off-Cloud | Private Cloud | Public Cloud | API Cloud

Figure 26: OpenText Cloud Editions
77

Organizations are pursuing digital transformation at an
astounding pace and leveraging Information Management to drive
phenomenal growth. OpenText’s advanced technologies in thecloud are helping them reach their goals and get ready for the
future of business.

It’s All About Choice
As OpenText helped our customers digitally transformthroughout the pandemic, we saw that every organization moves
at its own pace and has its own unique path to the cloud. So we
optimized OpenText Cloud Editions to run anywhere. This means
every business can secure all the benefits of the cloud, regardlessof where it deploys software: Off-cloud: Information management solutions running inyour data center Private Cloud: Fully managed information management

applications delivered on the OpenText global private cloud
platform or your preferred cloud environment Public Cloud: Multi-tenant SaaS information

management solutions
 API Services: The industry’s most capable and advanced

tools for developers of information management applications
for the API economy

Off-cloudLicense or
subscription-based

Private Cloud

Public Cloud

Cloud API Services

Subscription-based

Subscription-based

Subscription-based

Business Network Cloud,All future product updates, Over 3,000 customers run
Deliver key Information
Figure 27: One theirTechnology
Platform.
Four
Options.
Security& DataDeployment
Protection
knowledge center, andbusiness in theManagement capabilities
Cloud, eSignature, Core…
security alerts/updates.
OpenText private cloud.
as public API services.
all Public Cloud, today.

78For OpenText, innovation is about delivering the ultimate choiceand flexibility. It’s about offering the best customer, partner andemployee experiences possible.

Our Roadmap
OpenText has spent our “pandemic years” doubling down on
R&D and simplifying our portfolio to five clouds, able to run
anywhere. We are seeing the results of our cloud-first strategy as
we help our customers digitize, transform and grow. Today, we
have 90,000 enterprise customers, 8.7 million SMB customers,
78 million end users protected, and we support $12 trillion in
network commerce.
Leaderin BusinessNetworks

1.1 Million

Leaderin Content
Services

Leaderin Cyber
Security

78+ Million

End Users Protected

Connected Partners

30 Million

4 Billion

Digital Identities

IP Addresses$12 Trillion

25,000in Network
Commerce

URL & IP Threats
Detected per Day

8.7 Million

43+ Billion

SMB Customers

URLs Evaluated

44,00037+ Million

Cloud Customers

90,000Enterprise Customers

Active Mobile Apps

99.99%

Cloud Uptime

1.2 Trillion

API Calls per Year

Figure 28: OpenText at Scale

And we are just getting started. We expect the OpenText Cloud togrow up to 10% this year. That is double digit growth!iii
iii

T his is a forward-looking estimate and subject to change, as with all roadmap items.
79

We could not be more excited about our roadmap. We justreleased Cloud Editions 22.2, where for the first time, public
cloud was more featured than the private cloud.
With Cloud Editions 22.4, we will deliver a fully integrated
information management cloud platform, with one administration
console. Imagine being able to use an admin console to turn on
the features you want. “I want to turn on capture” or “I want toturn on archive” or “I want to turn on e-signature.” Just click it
and you will have it.iv
And by the time we get to 23.2, more than 80% of our R&D
investment will be in the cloud.v
Cloud Editions:
The Digital Road Ahead

R16
EP6

CE
21.1

CE
21.2

CE
21.3

CE
21.4

CE
22.1

CE
22.2

CE
22.3

CE
22.4

CE
23.1

CE
23.2

CE
23.3

CE
23.4

Cloud > 80% of R&D Investment

Fully integrated Information Management Cloud

Public-Cloud more featured than Private-Cloud

Private-Cloud more featured than Off-Cloud. New MDR Service. Bye-Bye Blue

Introduced API-Cloud

Cloud Editions: Native Cloud Platform

Last R16 release

Figure 29: Our Digital Roadmapvi

We are focusing on future technologies—APIs, Internet of Things,
the edge. We are committed to new sustainability goals for 2030,
through The OpenText Zero-In Initiative. We are prioritizing
frictionless customer experiences and strong partnerships to
support multi cloud.

iv
v
vi

T his is a forward-looking estimate and subject to change, as with all roadmap items.
 s above.
AA s above.
80We have over 6,000 professionals—in engineering, R&D, global
cloud operations, customer success, platform technologies—rightnow propelling this innovation curve up and to the right for the
OpenText Cloud.

Unleashing Creativity with Cloud APIs
We are particularly excited about our plans to add newcapabilities to our Developer Cloud. Our aim is to build
developers a digital amphitheater for creativity. We need toempower and free them to go faster.
APIs are not simply technical tools. They facilitate creative
solutions to business challenges, by expanding the capabilities
that developers have at their fingertips. They allow developers of
all types to work smarter, not harder.
OpenText Developer Cloud fosters the next generation ofsolutions by:
1.

Reducing infrastructure dependencies: Developers canfocus on code-based solutions without unnecessary
infrastructure testing.

2.

Encouraging a creative mindset and work environment:
Adopting efficiencies in technology frees development
teams to focus on innovative projects that help keep thebusiness relevant.

OpenText’s wide set of APIs means that you can take any type ofdata and combine it into a single source of information—whichmakes it available to any user, through any interface.

81

Businessecosystems

Process
information

Blend dataand create a single
source of truth
Create and deploy
solutions fasterCustomer
information

Figure 30: OpenText Developer Cloud: Create a Single Source of Truth

And we have more incredible features to come! We currently
offer 25 APIs and plan to release new ones every quarter.
The developer makes all things possible. Banish the developerand banish the world. You want to return to the stone age?
It’s simple. Turn off software. You want to build and enabletranshumanism, Life 3.0, and an amazing global future? Write
more software.
And who writes software? Great developers.

Project Titanium

The future is cloud. Project Titanium is our rallying cry to drive
all transformations in the cloud.

82

Red Oxygen(2013)• Five new productsuites• Integration & easeof deployment

Blue Carbon(2015)

Cloud Editions(2020)• One GTM for• Information
on-prem & cloud
management on
the cloud – deploy• OpenText Business& run anywhere
Network & Magellan

Titanium

Future• Frictionless andintegrated information
management available
in 4 ways to consume
for companies of all
sizes (off-cloud,public, private, API)• Sustainable & inclusive
information management• Applications• Multi-cloud partnerships• Cloud + Edge
• New markets (e.g. API)

(2023)(2025)

80% of our investments incloud technologies

Minority of our investments in cloud technologies

Figure 31: The Future Cloud Platform for Information Management vii

This is not a single product or release, but a journey we will
embark on over the next 18 months and beyond with a clear
focus and commitment to all things cloud. We will delight andexceed the expectations of our customers and partners with astreamlined experience to access all our solutions on one unified
platform: the OpenText Cloud Platform (OCP).
We will massively scale our private cloud, offer true self-service
in our public cloud, and provide a common way to provision,call and create in our API cloud. We will leverage The OpenText
Zone, a powerhouse digital resource center. And everything will
run on the OpenText Cloud Platform.viii
OpenTexters are not afraid to reach high, iterate, reiterate andtransform bold goals into reality. Project Titanium will help us
shape a future designed for simplicity and elegance, to drive ourcustomers’ success.

vii
viii

 his is a forward-looking estimate and subject to change, as with all roadmap items.
TA s above.
83

Our Vision Is Clear in Information Management

Business Clouds

Content
Management

CaptureIntegrations

DigitalBusiness
Integration

Data
Management &Security

Industrial IoT
Solutions

Archiving

Collaboration &Signature

Industry & LOB
Solutions

Identify &AccessManagement

Supply Chain
Optimization

Procure-to-Pay
Order-to-Cash

Customer
Analytics, AI &Insights

CustomerCommunications

Digital Fax

Endpoint Detection& Response (EDR)

Endpoint andNetwork Security

Data Protection,
Backup & Migration

Process &Collaboration

Voice &
Contact Center

Digital AssetManagement

DigitalInvestigations &Forensics

Threat Intelligence
Services

Email
Encryption

Developer Cloud
Core-Edge Connectivity(IoT, IAM, Fax)

Content Management(Capture, Metadata, Secure)

Digital Communications(Messaging)Threat Monitoring(Reputation, Classification)

Ecosystem Connectivity(Trading Grid, Tokenization)

Content Workflow(View, Store, Guard)

Digital Experience(Omni-Channel)

Threat Intelligence(Anti-Phishing, Malware
Detection, Email Scan)

The Digital Zone
Single Sign-On

Resources & Enablement

Learn, Try, Buy

Provision & Support

Digital Ecosystem
MSPs
Trading Partners
Connected Subscribers

Renewals

Private Cloud Environments

Figure 32: Our Information Management Vision

Tomorrow’s challenges cannot be fought with yesterday’s
strategies. Organizations need new solutions. And they needthem now.
The world does not stand still, and neither can we. Continuous
innovation is a must. This is how we help our customers throughcurrent disruption—and help them thrive through whatevercomes next.
84Lesson 10
Lead Through Disruption

Think about how quickly the world moves.
Technology is constantly changing. Information volumes are
expanding exponentially. Businesses are competing on a vast,
planetary scale. Markets are shifting at lightspeed.
We are living through a time of extreme disruption. Even as partsof the world begin a return to aspects of their pre-pandemic lives,
there is much that is unknown. Organizations of all sizes needbusiness continuity, operational effectiveness and the ability tosupport their customers, partners, employees and communities,
no matter where they are located.
As the world has faced enormous challenges, OpenText haschosen to continue to invest and innovate. To help our customers
be digital. To be bold.
Today’s most successful organizations are not just keeping pacewith change. They are driving it. We have learned that in the faceof change, you can be a laggard or a leader.
At OpenText, we choose to lead.

Going After Our Competitors—Bye Bye Blue
During the pandemic, we increased our laser focus on ourcustomers’ needs. We knew that those companies who switch to
OpenText benefit from incredible new capabilities. We were notafraid to show them how.
In the fall of 2021, we announced Bye Bye Blue, our campaign tohelp IBM customers switch to OpenText. When we looked at ourContent Services compared to IBM’s offerings, in our opinion theadvantages for customers switching to OpenText were clear.

86

OpenText

IBM

Public cloud(SaaS)

Extensive multitenant portfolio
including Capture, Content
Management, Share, Archive,
eSignature, etc.

Limited multitenant offerings forContent Services

Private cloudManaged Services with options
for OpenText Cloud, AWS, GCP
and Azure

IBM Global Technology Services(GTS) spun off to Kyndryl38

Integrations
with apps

Productized integrations with
SAP, Salesforce, M365,
SuccessFactors, etc.

Productized integration with Lotus
Notes. Other integrations may be
PS-intensive39

Company focus

Content Services is OpenText’s
primary business
Aggressive program of R&D
investments

Development and support shuffled into
different orgs at IBM40
Failure to make significant investments
in CS compared to competitors

Figure 33: Content Services: OpenText vs. IBM

The same is true for Business Network. Our solutions are built
from the ground up to be cloud first, with over $3 billion invested
in Business Network in recent years. And OpenText offers a suiteof applications that integrate with Business Network Cloud andoptimize supply chain processes. Organizations can leverage asingle digital backbone to serve as a platform for future growth.

1.1M

26B

$12T

Connected trading
partners

Transactions processed
per year

In commerce
processed across our
network per year

Figure 34: OpenText Business Network

87OpenText is a world leader in information management. Our
solutions empower digital businesses to thrive through disruption.
We were able to help our competitors’ customers to modernize
infrastructure and move to the cloud to accelerate processes,
increase productivity and pave the way for growth.
 We helped the County of Los Angeles streamline their HR

record access and employee onboarding, while also saving$3.4 million per year.41
 We helped the IT department at BMO Harris Bank

decommission legacy applications and move to an archiving
solution, saving $5 million a year.42
 We helped FDN reduce their contract drafting fromapproximately six months to five days. We also reduced theiroperational costs and eliminated 25% of paper usage.43
 We helped one of the largest Consumer Packaged Goods

companies in the world replace its IBM EDI infrastructurewith OpenText B2B Managed Services, to seamlessly
integrate to SAP and provide a single digital backbone tosupport future business growth.
 We helped a North American frozen food producer with

global operations leverage OpenText B2B Managed Services
to provide additional resources to support their B2B
integration environment, to ensure business continuity andallow internal IT resources to be redeployed onto other IT
projects across the company.
These are just a few of our numerous customer success stories,
a result of our decision to continue to be bold in the faceof uncertainty.
88

Understanding Our Strengths—Industry
Recognition & Awards
We have been able to successfully go after our competitors’
customers, amp up our innovation and support our customers
through disruption because we know our strengths and how toleverage them. We listen to industry analysts to gain valuable
insight and understand our future potential. Our leadershipin information management is clear in the high praise oursolutions receive.

Content Services
Market analysts recognize OpenText as a content services leader
year after year. In 2021, OpenText was named a Leader in the
Gartner® Magic Quadrant™ for Content Services Platforms, forthe 17th consecutive year.44 Seventeen years!
According to Gartner, “Organizations are increasingly looking
to consolidate their content services portfolio using cloud-based
services that are simple to deploy, configure and operate. Vendors
are responding with increasing SaaS capabilities. Application
leaders should use this report to select the right CSP for theircontent services strategy.”45
The OpenText Content Cloud provides deep integrations
with line-of-business applications. It enables organizations tostreamline processes, reduce risks, and bolster their productivity—
no matter where employees are working.

Business Network
OpenText operates the largest business network, and in 2021,
for the second year running, IDC Marketscape named OpenText
a Leader in the MarketScape for Multi-Enterprise Supply Chain
Commerce Networks.
89

Simon Ellis, Program Vice President at IDC said, “OpenText
Business Network combines managed services and cloud supply
chain applications to facilitate the efficient, secure, and compliant
collaboration between people, systems, and things—providing atrue foundation for establishing a future proof digital backbone tosupport business growth and transformation initiatives. OpenText
offers the largest connected community with global scaleand reach.”46

Digital Experience
OpenText was recognized as an Overall Leader for the fourthconsecutive year in the 2021 Customer Communications
Management Aspire Leaderboard.47 OpenText Exstream ranked
highest on CCM capabilities, with leadership in Market Presence,
Communications Composition and Business Automation
capabilities. Kaspar Roos, Founder & CEO of Aspire, said, “webelieve OpenText is very well positioned to continue to shape theCCM market in the years ahead.”
OpenText was also recently named a Leader in the IDC
MarketScape Worldwide Customer Communications Management
Vendor Assessment.48 OpenText Exstream was recognized for
its out-of-the-box deep integrations with enterprise businessapplications, broad partner ecosystem, mature capabilities andsupport for compliance regulations.

Security
In a global environment where ransomware and othercybersecurity threats have spiked dramatically, OpenText
has been up to the challenge in helping our customers becyber resilient.

90 PCMag recognized Webroot among its list of The Best

Security Suites 2021.49 This marked the fourth PCMag win
by Webroot in 2021, with previous wins for Readers’ Choice
Awards, Business Choice Awards and The Best Tech Brands.
 In 2022, for the third straight year, Webroot earned the

PCMag Readers’ Choice Award, with the highest overallsatisfaction rating.50
 Webroot earned the top overall score in recent PassMark

Software testing of endpoint security products, beating out
competitors that included BitDefender, McAfee and ESET
endpoint security solutions.51
 Carbonite was recognized by the European IT & Software

Excellence Awards in the category of SaaS Enterprise
Solution of the Year.52
 OpenText EnCase was named Best Computer Forensic

Solution by SC Magazine for the 10th consecutive year in
2020. EnCase solutions have dominated the forensic category
since 2010.53

Even More Accolades…
In 2022, OpenText received an SAP Pinnacle Award for Partner
Solution Success—our 17th Pinnacle Award in 14 years!54 The
winning partner was selected based on ability to understandcustomers’ business needs, deliver unmatched value and offer
solutions that reduce complexity. OpenText is SAP’s largest
solution extension partner. Our highly integrated solutions
provide an information advantage to businesses who use
SAP technology.

91

OpenText has also recently received several awards for our
culture, including Forbes World’s Best Employers, Canada’s Most
Admired Corporate Cultures and Canada’s Top Employers for
Young People.
Despite the challenges that the world has faced, OpenTexters
have worked together to provide our customers with thetechnology and business solutions they need to build digitaland resilient organizations that can operate with unprecedented
speed and agility. OpenText will continue to be a leader throughdisruption, focused on supporting our customers throughout
the seminal moments of today, and capturing the promiseof tomorrow.

92

Lesson 11
Join the Fight with Our Customers

No one gets to sit this one out.
COVID-19 has been the fight of our generation. It has affected
our families, our businesses, our communities and our way of life.
For organizations, COVID changed everything. Digitaltransformation was the key to success and competitive advantage
before the pandemic. Now, digitalization is a base requirement tomaintain business continuity and productivity.
At OpenText, we joined the fight with our customers. Our
information management technologies are helping them adapt
to new ways of doing business. We are supporting their efforts tocreate a more sustainable future. And we are a key part of critical
healthcare infrastructure.
In times of crisis, we each carry a responsibility for each other.
At OpenText, we have stuck to one of our core principles—ourcustomer obsession. We have reached out to our customers toensure they could flourish in the face of disruption, and prepare
for whatever comes next.

Be Digital—The World’s Best-Run Organizations
Today, the world’s best-run organizations are defined by theirability to drive technology-led transformations. OpenText hashelped some of the best companies in the world to be digital.

94

OpenText is proud to be a partner of the North Atlantic
Treaty Organization (NATO), which works for peace, security
and freedom for one billion people. In 2020, I was honored to
speak with Catherine Gerth, Head of Archives & Information
Management for NATO Headquarters, about how NATOleverages OpenText’s solutions for Content Management. All
agreements between NATO members reside in OpenText
Documentum, and Catherine told us, “We use [Documentum]
and the workflows that go around it for basically everythingthat we do.”NATO also uses OpenText’s tools for records management,
which during the early days of COVID became essential.
Simple, secure access to records enabled NATO to consult
its past actions to direct present-day strategies. Catherine
explained, “People would ask, ’What happened 40 years ago,the last time we dealt with this sort of situation?’ And wewould pull it out of the warehouse in less than five minutes.”

With 85,000 employees, 36 brands in 150 countries and$32 billion in sales, L’Oréal’s scope and supply network isvast. L’Oréal leverages solutions in the OpenText BusinessNetwork Cloud to build their supply chain of tomorrow, whichempowers them to have visibility into every component andpartner in their supply chain, and ensure sustainable practices.
95Thomas Spiegel, Group Chief Architect, Head of Integration,
Tech Factory & IT4IT at L’Oréal, shared with us at OpenText
World 2021, “We are looking at what tech can do to reduce
the sustainability impact of our company. It’s particularly
true in the supply chain.” He added that the partnership with
OpenText has been vital in ensuring an agile and sustainablesupply chain: “If we look at the way we interact with all of
our main B2B providers, OpenText is at the center of it.”

The Academy’s mission is to recognize and upholdexcellence in the motion picture arts and sciences, inspire
imagination, and connect the world through the medium of
motion pictures.
The Academy uses solutions in OpenText’s Experience
Cloud to ensure digital access to its repository, as well as
preservation of culture. Bev Kite, CIO at the Academy,
described the importance of the partnership: “OpenText is
our Digital Access Management (DAM) overall, so anything
we digitize and manage is managed within OpenText. We’ve
also integrated OpenText into our collection management
system, so every record of our 100,000 films and 10
million images integrates directly into OpenText for thosedigital assets.”96

A company on the Fortune 500 list, Morgan Stanley’s 60,000
employees in 42 countries help people, institutions andgovernments raise, manage and distribute the capital theyneed to achieve their goals.
Leveraging products in OpenText’s Security Cloud, Morgan
Stanley provides technology-led protection for data security,
risk mitigation, cyber security and secure trading. The system
is always on, and always protected. Rachel Wilson, Morgan
Stanley’s Managing Director & Head of Cybersecurity of
Wealth Management, sees all organizations moving towards
a future where they leverage a Zero Trust model. No data
would be stored locally, so that, as she put it, even if yourlaptop grows legs and walks away, you’ll still be safe!

SAP is a market leader in enterprise application software,
helping companies of all sizes and in all industries run attheir best. OpenText is SAP’s largest solution extension
partner, delivering highly integrated solutions that provide an
information advantage to businesses using SAP technology.
Cloud subscriptions of solution extensions from OpenText for
SAP applications grew 200% from 2020 to 2021, with almost
two million users subscribed globally.55

97According to Christian Klein, CEO of SAP. “Partners are theheart and soul of our vision for the Intelligent Enterpriseand play an important role in turning this vision into reality
for our customers. We look forward to continuing to workwith OpenText to help our customers succeed—now and in
the future.”56

Nestlé is one of the largest and most important consumer
packaged goods companies in the world, with one of themost complex supply chains. It offers over 2,000 products
across 12 categories in 187 countries. The company recently
announced its intention to reach net zero emissions by 2050,
and 100% renewable energy by 2025.
Dan Pearson, VP, Business Solution Integration at Nestlé,described the role of OpenText’s solutions in supporting thecompany’s sustainability goals. Nestlé and OpenText havebeen partners for 10 years, and that partnership has been
particularly important to Nestlé’s ability to adjust its supply
chain ecosystem, and locate, onboard and integrate newpartners that will allow them to increase sustainability inpackaging, ingredients and other areas. Dan shared, “Nestlé
has focused a lot on sustainability, and you will continue to
see that be a strong priority.”98

Today’s best-run, digital organizations have several key
characteristics in common. They are global. They are connected
to ecosystems that sprawl across the internet and across clouds.
They are making large investments to build and own theirdigital capabilities—using the right mix of cloud, off-cloudand APIs. And they are creating an information advantage,
where they leverage their information to gain new insights,
connect with individuals and organizations, and build a moresustainable world.
OpenText is honored to help them on the journey.

Helping Customers Save Lives
Throughout the pandemic, OpenText has been a core part ofcritical infrastructure. We have helped to ensure supply chains
and retailers could deliver essential goods, pharmaceuticalcompanies could conduct research and deliver medicines,
hospitals could manage resources, and doctors and patientswere connected.
Here are just a few of the customers in healthcare and researchthat we have been honored to partner with across the past
two years.

Pharmascience produces hundreds of product families invarious dosages for more than 2,000 products. In Canada
alone, more than 45 million prescriptions per year are filledwith Pharmascience products.

99

Pharmascience produces hundreds of product families invarious dosages for more than 2,000 products. In Canada
alone, more than 45 million prescriptions per year are filledwith Pharmascience products.
Denis Beauchemin, CIO of Pharmascience, explained to
us in the fall of 2020 at OpenText World, how OpenText
solutions have helped ensure production of medications
could continue, even while many people worked from home.
He also explained the importance of having “the rightinformation at the right time for the right equipment” during
manufacturing. “That’s why we’re using OpenText, to giveaccess to our people directly on the production floor to theright version of the right document. That’s why we’re able toachieve production for so many different types of products.”

NIH is the primary US agency conducting basic, clinicaland translational medical research, and investigating thecauses, treatments, and cures for both common and rarediseases. The OpenText Content Suite provides NIH with thetechnology foundation for efficient document management,
business administration and scientific-support processes.
COVID-19 amplified NIH’s need for information management
by forcing a rapid shift to remote work. OpenText Content
Suite helped NIH to quickly authorize individuals for remote
work, maintain compliances and minimize disruption tocritical business activities.
100

By providing the right information management tools,
OpenText helped ensure that NIH employees across thecountry could access the information they needed tocontinue their life-saving work in a secure, compliant andefficient way.57

Roche is the world’s largest biotech company and the global
leader in cancer treatments. Recently, Roche has developed
tests to identify and differentiate SARS-CoV-2 subvariants ofconcern,58 and has received priority review from the US FDA
for a therapeutic for treatment of COVID-19.59
I spoke with Bart Reijs, Head of the Development
Acceleration Team at Roche, during OpenText World Europe
2021. Bart shared the incredible technological strides thecompany is making: “We’re applying technology everywhere.
There isn’t anywhere that we don’t use automation.” He also
noted the high quality of the company’s data, and what heviews as their move towards a more data-driven approach.
We are proud that OpenText enables access to various data
sources along Roche’s value map, regulatory compliance forall data-related processes, and secure internal data sharing
with patients and their ecosystems.

101

From Data to Impact
At OpenText, our information management technologies in thecloud have empowered us to help our customers through someof the most challenging times they have faced, and to come out
the other side stronger than ever. We help companies access andmanage their data, so they can transform their information into
concrete and powerful actions.
When I reflect on the digital advances our customers are making,this is how I visualize their information management journey:

Figure 35: Information Management—From Data to Impact

With OpenText Cloud Editions, our customers create cultures ofknowing and information sharing, with deep insights into theirbusiness and a single repository of truth.
From there, they can change the world.
102

Lesson 12
Follow Our North Star—The OpenText Way

“Find your why.”It’s a business tenet that has never been more important. Leaders
have come to realize the benefits of crafting a clear organizational
purpose—to boost employee engagement and retention, tostrengthen relationships with customers and communities—
especially during periods of disruption.
But don’t confuse what’s new with what’s rare.
Great companies have always focused on finding their centerand understanding their mission. Purpose-driven organizations,those that know what they stand for, have always outperformed
their competitors.60
At OpenText, we have learned the importance of staying true toyour mission and core values. These values guide you throughthe storms, even as you respond and adapt to new developments.
Our “why” is the OpenText Way. It informs how we work, how
we communicate and how we innovate. It encapsulates ourbelief that information and knowledge make businesses andpeople better. It expresses our passion for developing compellinginnovations for our customers, and building an inclusive
environment where diverse employees thrive.
The OpenText Way is made up of four guiding tenets: ourNorth Star, our Frontline Obsession, an Owner’s Mindset andTotal Growth.

104

O

Power & Protect
Information
Best Talent
Pulling“G”’s
Make
Long-term
Decisions

We Are All
Innovators

The
OpenText
Way

ExcellenceOver
Harmony

Exc

Bring theFutureForwardBr

Customer& Partner
Advocacy
FrictionlessBusiness

Bias forCash

EcoSystems

AlwaysDay OneSustainable& Inclusive

Our Principles

Excellence over harmony
It is always day one

Bring the future forward

Make long term decisions

Constantly be executing. C alibrate your moon shots.
Recognize & leverage the luck you are given
Ruthlessly disciplined in operations
Customer obsession

Live above the oxygen line
Be Kind. But Be Fierce.

Figure 36: The OpenText Way & Principles

105

Ma

Co
Cali

Recognize &Ruthless

C

Live

B

North Star
Our guiding principle, our North Star, is comprised of three goals
that influence all we do: the Best Talent & Pulling G’s; Bring the
Future Forward; Power & Protect Information.
The Best Talent, Pulling G’s: We aim to attract and develop thebest in the industry. We bring together groups of experts, set clear
expectations, empower teams and encourage a shared passion to
explore. Our leaders recognize talent and foster opportunities forcareer growth.
We build a culture of “pulling G’s”—with grit, goodness, a gold
standard, guilds of knowledge and a gamer attitude. We are
kind, but fierce. We bring our best self, every day, to the largest
challenges. A pearl is a beautiful thing—and it all starts with alittle grit.
Bring the Future Forward: We pursue tomorrow’s innovations
today, to bring the future forward for our customers. Our vision
has no horizon. We operate at the intersection of big ideas, great
people and the ability to get stuff done. Think big. Start small.
Scale fast.
Power & Protect Information: We unlock the power of
information management so that our customers can have secure,simple access to their data anytime, from anywhere, with analytics
that give them deep insights into their business. When we help
them put power behind their information, organizations become
more intelligent, secure and connected, and their employees
become more productive, creative and impactful.

Frontline Obsession
If our guiding star gives us direction, our frontline obsession is
the wind in our sails. We are laser-focused on our customers,
their challenges and how our solutions can help them transform.
106Customer & Partner Advocacy: We are all customer advocates.
We start with customers’ challenges and work backwards to findand develop the technologies that will solve them. We work withthe best partners to help our customers get the right solution,
support and outcome—every time. When we spend time with ourcustomers and fixate on their needs, incredible things happen!
Frictionless Business: We make information management simple.
We make it easy for our customers to onboard, get support,
extend their solutions, renew and access everything they needfrom us in order to grow. We empower them to digitize, automate
and seamlessly connect their ecosystems, and ensure their own
customers have a frictionless experience.
We Are All Innovators: It’s innovate or evaporate. We neverstop updating when it comes to our products and processes. We
relentlessly generate fresh solutions. We view a challenge or an
opportunity as a line of code—and approach it with a mindset
that focuses on how to solve, automate and scale. We obsess overdigitalization and automation.

Owner’s Mindset
As a company, we have always taken a different path, and theessential element is that of an owner’s mindset. Here is what itmeans to us.
Make Long-term Decisions: We play with an infinite mindset,
which holds that “the game never ends.” We continually move
forward, learning, awakening and advancing. The rules can shift,players change roles, the field is constantly evolving. There are
no boundaries to our business vision or human spirit. We thinkin generations, not quarters. We make decisions with an eye not
only to our longevity as an organization, but to the health of ourcommunities and our planet.
107

Excellence Over Harmony: We examine our own opinions, listen
to those of others, make tough decisions, have backbone in our
approaches and are unafraid to challenge ideas. Then, we alignand commit. Critiquing and evaluating is part of our playbook;criticism and condemnation are not. We sculpt a culture ofintellectual bravery to drive performance.
Bias for Cash: Everything needs a plan—be it simple or complex.
At the end of the day, we prioritize our plans by their positive
cash generation. We avoid waste, and we are ruthlessly disciplined
in our operations. We study problems and solutions, create strongmodels and determine what we need to reach high success rates.
We invest in the markets where we must win, and we invest in
our employees, who drive our success.

Total Growth
It is grow or die. This was true in the past, it is true today, andit will be true in the future. Growth is our purpose and ourcontinuous goal.
Ecosystems: We build global, connected ecosystems—across ourorganization, our customers, their customers and our partners.
We help our customers stay agile, with the power to integrate,
manage and securely exchange information across people,
systems and things.
Always Day One: We continually refresh our approach, ourstrategies and our solutions. We invest in engineering and
OpenText Cloud Editions, with new updates every 90 days. We
spend on selling, marketing, support and services, to ensure we
continue to be a global leader in information management. We
take nothing for granted.

108

Sustainable & Inclusive: We believe that the future of growth issustainable and inclusive. These principles are not “programs”
for us, but the center of all that we do. We are committed toactionable goals for zero barriers, zero waste and zero emissions.
And our software is helping some of the most-recognizedcompanies in the world meet their own sustainability goals.

Our Values
Complementing the beliefs of the OpenText Way are ourcore values:

Our Values

1Be
deservingof trust

2

3

4

We sweatthe details

Aim high

The best
teams win

5The
unexpected
wow

Figure 37: OpenText’s Values

Be Deserving of Trust: Trust is about acting with honesty andintegrity in everything we do, every day. For three decades, wehave proven our expertise and earned our customers’ trust.
We do what we say we will do, and that is why the world’s
biggest companies trust us with their most valuable asset—
their information.
We Sweat the Details: We created the information management
market, and we know it better than anyone. We guide ourcustomers into the future, obsessing over their needs, sweating
the details and working with them to make remarkable things
happen. We recognize and leverage the luck we are given, andwe are always poised and ready for the next play. And when ourcustomers win, so do we.

109Aim High: With change comes opportunities to learn and excel.
We are Navigators. We aim high, map out our path and do thework that turns bold ideas into reality. We strive to constantly
be executing, and we calibrate our moon shots. We work hard
to be masters of our craft—we never stop questioning and neverstop learning.
The Best Teams Win: Software is a team sport. We aim to develop
experts at every layer of our organization. We collaborate withpeople around the world, bringing together diverse perspectives
to spark innovation and build products that matter. We listen
to each other, challenge ideas and make tough decisions. Then
we deliver.
The Unexpected Wow: We exist to delight our customers. We
work to understand their needs, so we can provide seven-star
experiences. We see possibilities, not liabilities, and we believethat technology can save the world. We are technology leaders—with soul. We care deeply about social good, diversity, andmaking positive changes for the businesses we work with and thecommunities we live in.
The OpenText Way expresses our point of view and makes us
unique. Our beliefs and values drive us forward, so we are notafraid to live above the oxygen line. We are ready to respond toany challenge and seize every opportunity.
When we embody these principles and practices, when we are
curious, collaborative and creative, we ensure that we never stop
innovating. We will bring our customers with us through thenext horizon of change, whatever that looks like—two, ten or ahundred years down the road.

110Lesson 13
The Rulebook Has Changed

Hiring the best talent is a competitive advantage. The best CEOs
know this.
They also know that those who want to keep their best employees
must understand that there is a new playbook for Modern Work.
When I started working 30 years ago, my expectations were lofty,
but narrowly defined: great company, great work, great rewards
and the chance to make a difference. These were fantastic
expectations, and they remain true.
Today, however, our expectations about work are wonderfully
more comprehensive. COVID-19 changed everything, including
what employees want and need. Leaders have been battling
uncommonly high resignation rates, with employees leaving theworkforce in droves throughout the pandemic.
Some have called this phenomenon “the Great Attrition,” but it
might be more accurate—and more revealing—to call it “the Great
Reshuffling.” Workers who quit their jobs have set up their own
businesses, changed careers or found better-paid, more flexible
employment.61 These choices signal a transformation in employee
values. There’s a new emphasis on autonomy. Individual impact.
Recognition. And work-life balance.
Employers need to hear what their employees are saying. And
they need to respond now to adjust culture, and their relationshipwith their teams. It’s not about abandoning your company’s
core values. It’s about making these values clear, challenging
and adjusting them if needed, and using them as a base fromwhich you can adopt remarkable new ways to connect, create
and engage.

112

The New Playbook
These are the new rules.

A clear purpose

Education &advancement

Health &well-being

Empathy &flexibility

Equity,diversity &inclusion(ED&I)

Recognition &rewards

Corporate
citizenship &community

Figure 38: Employee Expectations Have Changed
 A clear purpose: Employees need to know what theirorganization stands for, and that their employer aims to makea difference in the world. They want to be inspired. Be clear
about your mission. Vagueness is kryptonite, especially foryounger generations of workers.
 Education & advancement: Provide support for employee

training and education. Ensure managers know how to have
conversations about career goals. Learning and advancement
must be an integral part of the workday, every day.
 Empathy & flexibility: More people are prioritizing flexibility,

autonomy and control when choosing the organization theywork for.62 Employees must have more power over theirtime and space, with hybrid and flexible work options, andaccess to the advanced technologies that will make new work
models successful.
 Recognition & rewards: When your talent is coveted, acommitment to rewards and recognition is vital. A workplacethat celebrates its employees is where people want to be.
113 Employees need to be recognized, and have the ability torecognize the successes of their colleagues.
 Health & well-being: Workers want benefits that prioritize

mental health, well-being and work-life balance. It is time toapproach employees with a recognition that they have full,multi-dimensional lives and personal roles beyond work.
 Equity, diversity & inclusion (ED&I): ED&I is fundamental.

More than a program, it must be central to everything anorganization does. Diversity drives innovation, and we muststrive to reach zero barriers.
 Corporate citizenship & community: We need to promoteconnections and contributions to our communities, andcommit to doing good in society while doing well. Strategize
and act with the planet and the global community in mind.
The future of growth must be inclusive and sustainable.
These are the rules that we have learned and adapted to at
OpenText. This novel approach encourages agility, opennessand vision. It has the potential to ignite our full energy and leadto even greater achievements and advancement. When we arebrave enough to reset the rules for how we work, we keep ourhorizons always expanding. There are no boundaries to what we
can achieve.

Distributed Work
What environment do we apply these new rules in? How will
they change the shapes of our organizations? As the pandemic
slows, businesses face a decision—do they return to a traditional
workforce design, or do they permanently adopt a more flexible
distributed one?

114

The pre-pandemic organization was centralized and office based.
Corporate decision-making was restricted to a few key players.
Organizations controlled time and communications networks.
Managers delegated tasks.
In the distributed world, the home office, or studio, enters themix. Employees look for broader access to data, more input
in decision-making and more autonomy. Managers delegate
authority and provide scope for meaningful work.
Centralized Organizational Design

Distributed Organizational Design• Change the design point toDistributed Organizations• Stick with a Centralized model, and“wait it out”

• Radically lean into new work cultures& technologies• Drive good & incremental changes• Power through the challenges• Turn the challenges into Opportunity

Figure 39: Centralized or Distributed? Organizations Must Choose

Some employers want to remain entirely virtual. Others want all
their people back in the office full time. They seek a return to oldways of working.
But we cannot apply a centralized model to a distributed reality.
While COVID-19 may recede, modern work will not snap backto pre-pandemic patterns. The technology-fueled advances wehave seen in human resources, security, virtual collaboration andother areas are here to stay. Streaming, video calls, 5G, cloudcomputing and AI changed forever the way we work and live.

115

But neither have we lost touch with the physical world—where
we connect face to face with colleagues and family, explore
the natural world and do the hands-on research that makes
innovation possible.
The truth is that the most nimble and effective teams of the
future will be neither fully centralized nor fully decentralized.
They will be distributed and hybrid. They will leveragetechnology to optimize tasks that can be done remotely, while
coming together in person for critical or strategic work.

Ensuring Talent Thrives
To be truly successful, distributed work must be abouttransforming the entire organization. It must be done with
foresight and flexibility, and ensure that employees feel a sense ofconnection and purpose. This approach will also drive retention.
The first step is to take stock before making far-reachingorganizational changes or ordering employees back to the office.
According to McKinsey, executives must ask themselves seven
key questions:1.

Do we shelter toxic leaders?

2.

Do we have the right people in the right places(especially managers)?

3.

How strong was our culture before the pandemic?

4.

Is our work environment transactional?

5.

Are our benefits aligned with employee priorities?

6.

Employees want career paths and development
opportunities. Can we provide them?

7.

How are we building a sense of community?63

116

When you answer the questions above, you are in a position
to make the changes you need to build a great place to work.
It is also crucial that employees understand the company’s
direction and future, that pay structure is equitable and that they
A great
place
work
have
a senseof to
their
own impact. Listen with empathy and act
The basics are still true:
with flexibility.

Having a
great boss

Being valued

Doing workthat ismeaningful

Transparency
about thefutureBeing paid
equitably

Figure 40: Building a Great Place to Work: The Basics

If you can improve the day-to-day work experience of hundreds
or thousands of employees by making sure they have better
managers, for example, or making sure that they feel moreproductive or more aligned with the value that they are adding
day to day, you do a world of good for both the employee andthe business.
In fact, if you can understand why employees are leaving andwhat they need to help them stay, “you may just be able to turnthe Great Attrition into the Great Attraction.”64
Not everything that counts can be counted. Culture and people
are as important as other aspects of a business—financial results,
operational efficiency, technological roadmaps—and need to be
managed with the same level of structure and rigor.
This is not easy. But in a world of “never normal” and shifting
employee priorities, it is vital that employers shift too. They must
be ready to adapt in a reasonable way that aligns the needs of
employees with the needs of the business.
117More than that, employers have an opportunity to reset thenature of the exchange with employees. Employment is notjust about an employer writing an employee a check. It isa partnership.
And a strong partnership can create an incredible
competitive advantage.

118

Lesson 14
Modern Work—The Future Is Flex-FirstThe distributed organization and modern work are not justtheories. At OpenText, we are putting them into practice.
Across the past few months, we have listened to and polled our
employees to learn what they want their working lives to look
like. Some colleagues are eager to return to the office, to bettercollaborate with their teams, and to enjoy the social componentof being together. Many have, in fact, already returned tothe office and are enjoying its benefits. Others appreciate theflexibility of working remotely at times, to accommodate thedemands of family life and to have more time for personal
projects. Most commonly, we have heard that OpenTexters want
the best of both worlds.
So we have chosen to take a flexibility-first approach. It will bebased on four commitments to each other:

Flexibility

Moments
that Matter

CoInvestment

Co-Respect& Safety

Figure 41: OpenText’s Four Workforce Commitments

1.

Flexibility: Our teams will be together in our offices forpart of the week, with the flexibility to work remotely up to
40% of the time. When it comes to innovation, we believe
we are better together. We will leverage digital technologies
to optimize the tasks that can be done remotely, whilebringing people together in person for critical or strategictasks. Teams can work together to decide which days to bein the office, to ensure each person has work-life balance.

120

Our permanent virtual employees will stay virtual, and wewill continue to hire for virtual roles, accessing talent—as welike to say in Canada—from coast to coast to coast.
2.

Moments that Matter: Our offices will be used in apurposeful way. We recognize that bringing people together
drives innovation, creativity and collaboration. The office isa place of planned and spontaneous team interactions thatlead to new thinking and innovative outcomes.

3.

Co-Investment: OpenText will invest in tools, IT kits, officeredesign and other resources to help teams collaborate
effectively. Employees invest in themselves and in what
they need for a workspace that drives both productivity
and creativity.

4.

Co-Respect & Safety: Our employees’ health and safety
come first. As part of creating a safe work environment andshowing respect for each other, we are requiring employees,
visitors and contractors to be fully vaccinated to enter
an OpenText office, subject to local laws and approved
personal accommodations.

In the months ahead, we have an opportunity to combine
the best of what we have learned about remote work with theirreplaceable benefits of in-person collaboration. We believethat this flexible-distributed approach will allow us to leverage
the talent advantages of a broad workforce, and drive a culture
characterized by creativity, empathy, grit and purpose.

New Strategies for Modern Work
What does this flex-first model look like day-to-day? How do
we ensure collaboration on the days teams work remotely, or inmeetings that are hybrid?
121

Do not just think about where you work, but how you work.
Our goal is to embody the modern workplace through strategies
that encourage adaptability, resilience and innovation. Ourformula for success includes four key components: HighImpact Meetings, Keep It Fresh, Optimize Every Day and Work
Anywhere. Here are our new daily work strategies:

High Impact
Meetings

Work
Anywhere

ModernWork: TheOpenText
Way

Keep It
Fresh

Optimize
Every Day

Figure 42: Strategies for Modern WorkHigh Impact Meetings
Even before the great virtual work experiment of 2020, runninghigh impact meetings could be a challenge. But meetings do nothave to drag, whether they are virtual, hybrid or in person.
122

Plan with Purpose: What is the one big question that a meetingneeds to answer? It is more productive to hold a few shortmeetings with a focused audience than one long meeting thattries to tackle everything with everyone.
Issue, Point of View, Action, Conclusion (IPAC): Have aclear issue to discuss, explain your point of view and gather
perspectives from others, decide on a course of action, and thensummarize what you have done to conclude the meeting.
Keep It Crisp: How long does each meeting need to be? We
think in 15-minute increments. Any type of meeting can benefit
from the maxim, “be bold, be brief, be gone.” Give people aone- or two-slide overview and tell them the next 50 slides are in
the appendix!
Select the Right Attendees: All are welcome; few are required.
There is no need to go wide—limit required attendees to only
those who are truly needed, and include others as optional.

Keep It Fresh
The brain is an exhaustible resource. We manage time andpersonal practices to make sure we can replenish mental energy
and stay open to innovative ideas.
Intellectual Bravery: Innovation is at the core of businesses
that are successful and continuously advancing. We welcome
professional disagreement and are receptive to the bold ideasof others.
Regular Office Hours: We use time management strategically tobuild stability, bolster ingenuity and ensure healthy work-lifebalance. This is especially vital when working virtually, where wemiss the natural breaks of chats with co-workers and walks
123to the lunchroom. Digital work should not mean that you arenever offline.
Separate Workspace: Having a specific space for remote jobtasks can help drive focus and separate work time from off time.
We strive to understand our co-workers’ spaces too. Some havedesignated home offices, while others work surrounded by kids
and dogs and various other forms of potential chaos!
Physical & Mental Exercise: Innovation and focus can only be
optimal when the mind and body are healthy. We prioritize wellbeing, whatever that means for each person. Eat right. Exercise.
Practice mindfulness. Value time for yourself and time withfamily and friends.

Optimize Every Day
At OpenText, we pursue personal operational excellence, andbring our best selves to our biggest challenges, every single day,no matter where we are working—at home, in the office or on
the road.
Collaborate & Communicate: We narrate our progress to avoid
information silos. Each employee keeps teams up to date on
their projects and tasks, and fosters relationships with colleagues.
What’s the best way to build a connection with someone? Sit
down and have a conversation with them!
Embrace Technology: We use the best tools to stay in touchand stay on top of tasks. With digital technologies, virtual
communication tools and access to data, we build strong teams
and fruitful collaborations, whether we are sitting across fromeach other or speaking from halfway around the world.

124

Practice Focus: Focus is a skill. The only way to get better at it isto practice. We prioritize. When you work to understand what ismost important, stress drops. You can see what you need to do,
and you can recognize when you are making progress. Crossing
things off your to-do list is highly motivational!
Deep vs. Reactive Work: Even before the spike in virtual work,
knowledge workers were checking their messages an averageof once every minute!65 We try to set aside blocks of time inour calendars to concentrate on our most complex and criticalprojects. In between, we respond to smaller demands.

Work Anywhere
Employees shape their environments to get the best possible
results and build meaningful relationships, whether they areco-located in an office, virtually working as a “branch of one,” orshifting back and forth between them.
Work Out Loud: Communicate, communicate, communicate. We
communicate with our teams, our colleagues and managers. We
describe our progress, our direction and our plan. We know thatwhen a co-worker is able to understand and respond to our work,
we both gain new opportunities for growth.
Manage Expectations: Employees hold frequent performance
reviews and discussions with managers to ensure they know whatis expected, and that they have the resources they need to deliveron commitments and succeed.
Be Visible & Accessible: Wherever we’re working, we strive to bepresent and responsive to others: in chat, via email and during
meetings. We use technology to create strong connections withcolleagues. We can now regularly look each other in the eye, evenwhen an ocean divides us.
125Shared Purpose: Each employee needs to understand how theirrole contributes to the greater good, and how their work benefits
co-workers, customers and communities.
The people who are the most passionate about their work are
the ones who understand the meaning behind it. They show up
to work every day to contribute their gifts, and the world is madebetter because of it.

New Competencies for Modern Workers
To make a distributed model successful, teams must thrive whenit comes to virtual and hybrid teamwork, which means having
the confidence and fearlessness to venture through unfamiliar
doors and into unknown spaces. People must take the initiative toconnect regularly with peers and transform hybrid, task-oriented
teams into socially cohesive groups. And they will need grit andfortitude to succeed in the highly fluid environments that have
replaced the structured and linear world of the pre-pandemic
office and the fully remote model of work during COVID-19.
Building teams of the best people means developing
modern competencies.
At OpenText we have created specialized training programs
to help employees practice strategies for Modern Work, anddevelop new competencies. Employees must not only have thetechnical skills their roles demand, but a proven set of universal
abilities: Deliver Results, Curiosity & Critical Analysis, Innovation& Creativity, Fostering Inclusiveness, Situational Agility &Resilience, and Relationship Building & Communication.

126

Curiosity & Critical
Analysis

Deliver Results
Fostering
InclusivenessModernWorkers

Innovation &Creativity
Situational Agility& Resilience

Relationship Building &Communication

Figure 43: Competencies for Modern Work

Deliver Results: The most successful employees take a highly
focused, goal-driven approach to work. They understand theircommitments, share updates on progress and follow through on
outcomes. And obstacles do not slow them down. They demolishconstraints to create new ways for their teams and the company
to succeed.
Curiosity & Critical Analysis: Do not underestimate the powerof asking the right questions. Problem-solvers gather data fromacross sources to unearth the root causes of issues and snags. And
when they select solutions, they judge the pros, cons, risks andbenefits of many options before making a decision.
Remember Samuel Johnson: “Curiosity is one of the permanentand certain characteristics of a vigorous intellect.”66
Innovation & Creativity: Modern workers innovate, regardlessof role. They hunt for new and better ways to hit the target.
They know how to brainstorm, and how to generate a wealth ofideas when presented with a challenge. Because they are future
focused, they have the courage to challenge standard methods
and entrenched behaviors.
Situational Agility & Resilience: Different situations call fordifferent approaches, so modern workers plan accordingly for127specific tasks and audiences. But they are able to adjust in
the moment as they pick up on situational cues. They are also
self-aware, with a deep understanding of their own strengths,
weaknesses, opportunities and limits. Because of their resilience,
they rebound from setbacks and adversity.
Relationship Building & Communication: Modern workers needto collaborate with others to reach goals and get things done. But
beyond the needs of the moment, they also build and maintainrelationships over time. And they deliver clear and effective
communication about projects and decisions to garner support
from their colleagues, across functions.
Fostering Inclusiveness: Modern workers proactively seek
feedback and differing perspectives—they understand thatreasonable disagreement only makes their ideas better, stronger.
They show respect for the beliefs and experiences of others andpromote practices that foster cultural diversity. All employees areencouraged to challenge the status quo.
We have a once-in-a-generation chance to address the flexibility,
equity and design of our organizations. At OpenText, this meansleveraging what we have learned about virtual work, while
deeply valuing our time together as we return to our offices, andreinventing our approach to innovation. I am incredibly excitedfor us to have started this journey.
Winston Churchill once remarked, “We shape our buildings, andafterwards our buildings shape us.”67
Going forward, organizations will no longer be shaped by ourbuildings, as we shift between office, home, on the road andother still-to-be-imagined spaces. Rather, it will be the edges—
our people, our culture, our innovations—that will shape thecompanies of the future.
128

Lesson 15
It’s Time to Act—Black Lives Matter

The exposure of racial oppression in 2020 had a profound
impact on OpenText, our leadership team and employees. Afterthe death of George Floyd and the Black Lives Matter protests,
we knew we needed to better understand what our Black
employees face, every day. We brought together colleagues fromracialized communities, in a series of five town halls, to hear
their experiences.
I came away changed. The experience taught me the importanceof listening—really listening—to our employees. And their stories
lit a passion in me that ultimately altered our culture, and ourcompany’s entire approach to diversity.
In 2020, COVID-19 had made all our worlds smaller. But for
the Black American community, the world got even smaller. For
many, this was a crisis within a crisis within a crisis.
For Black Americans: The unemployment rate nearly tripled in 2020, to almost 17%68
 The death rate from COVID-19 in 2020 was 3x the rate ofwhite people69
 25% could not pay their rent in July of 202170
 The incarceration rate today is more than 5x the rate ofwhite people71
 And they are 2x more likely to be shot and killed72

This was all happening at the same time. And it continues.
Simply leaving their home creates significant risks for Black
Americans, including the risk of being killed by law enforcement,
who are meant to protect society.

130Over the last decade, social media has made clear to the worldthat which has been happening for centuries: Black Americans
are being killed.
Freddie Gray walking in his neighborhood. Michael Brown
shopping. Christian Cooper threatened while watching birds.
Journalist Omar Jimenez doing his job. Ahmaud Arbery jogging.
EMT Breonna Taylor sleeping. And George Floyd killed by thepolice, pleading for his life, over and over again, while an officer
kneeled on his neck for nearly nine minutes.
I watched the video of his death, and it filled me with anger,
disgust and sadness. It needs to fill us with action. We mustchange the systemic machine that has caused injustice, hatredand racism. We must continue to speak up and speak out, and do
so with strength, with clarity and with peaceful resistance.

Listening to Black Employees
When we organized the town halls with our Black employees
to hear their perspectives, we were not just looking to check abox. We were looking for real change. Change that would besustainable. Change that would build a stronger OpenText.
I heard directly from more than 70 employees about the impactthat racism and bias have had on their lives and their careers. I
came away a different person. It was truly eye-opening.
We heard stories about fear during commutes—one employee
described having to drive past a Confederate flag on their way
to work, and another described it as “more like a hunt thana commute.”
We heard that the shift to video calls during the pandemic wasterrifying, because “Now you will know that I am black.”131

We heard about the continuous work of trying to keep
children safe.
We heard about having to labor twice as hard to earn half asmuch—one employee described it as having to run a 100m race,
but start 100m further back and run 100m farther in order
to win.
We heard about the struggles faced by those who identify acrossdiverse categories—such as Black women and trans employees.
We heard about microaggressions at other companies and being
passed over for promotion or unfairly fired. At a previous job, one
employee was called “the chauffeur” by a customer, and was notcorrected by his boss. Another employee said, “I did not know I
was Black until I moved to Canada.”
We heard about challenges in renting a car. Being targeted
and pulled over by police. The need for more role models.
Generational and structural trauma.
The town halls were one of the most moving and courageous
experiences I have ever been a part of across my working life.
I am so grateful to the many, many people who worked hard
to make them happen, and all the employees who participated.
It took real courage and trust to share their stories—the mostamazing gift.

Driving Change
The town hall meetings were proof that OpenText needed to takeaction to promote diversity and combat racism in the workplaceand in our communities. We had heard that our inclusive culture
was a strong foundation, but we needed to do more.

132

Since then, we have taken concrete steps to expand ourcommitment to Equity, Diversity & Inclusion (ED&I), with a focus
on better supporting our Black employees and other underrepresented groups. Here are just three of our actions: We created an affinity group, Black Employee Empowerment(BEE), to provide more professional and personal support
to our Black employees. The group currently has more than
150 members, spanning 10 nationalities across the Black
diaspora. It recently created a mentorship program, where
mentees partner with experienced OpenText employees who
volunteer to be allies for others in the workplace.
 We have partnered with Howard University, an HBCU(Historically Black College/University), to create newinternships at our organization. In early May of 2022,
Howard students started internships in IT, Engineering, HR,
Marketing and Professional Services at OpenText. We also
partner with the University of Waterloo’s Black Associationfor Student Expression to offer co-op opportunities.
 We have committed to being 50% diverse by 2040, as part ofensuring our organization reaches its goal of Zero Barriers.
This is a core component of The OpenText Zero-In Initiative.

Celebrating Black History & Community
Across the past two years, we were also joined at special allcompany meetings by guest speakers who inspired us, shared
their perspectives and helpfully challenged our points of view.
For Juneteenth 2021, we hosted a panel of experts to help us
understand the significance of this day, and the wider legacies ofracism and slavery around the world.

133

Figure 44: OpenText’s Juneteenth 2021 Celebration & Panel

Dr. Kathy Hogarth, who was then the Advisor, Anti-Racism& Inclusion, at the University of Waterloo, introduced us to
the term “intellectual obesity.” She stressed that information
without action is meaningless, and reparation without truth isunstable. Dr. Naomi Carrier, Founder & Executive Director of
the Texas Center for African American Living History, helped
us understand the vital purpose of teaching history, reminding
us that “people will only respect and preserve what they love,
love what they understand, and understand what they aretaught.” And Lucy Bremond, Executive Director, Emancipation
Park Conservancy, urged us to uncover and document African
American oral histories, to claim these stories and “rewrite themright.” I am deeply grateful to all three panelists for helping us
better understand Juneteenth and its legacies.

134In 2022, for Black History Month, we hosted an all-company
meeting where I sat down with Aja Monet, contemporary poet,writer, lyricist and social activist. Aja shared her insights on thecontinuing impact of history and the transformative power of art
to help heal communities.

Figure 45: My Conversation with Aja Monet

I was honest about the legacy of environmental and social
damage that my generation has left behind, and Aja stressed theopportunity to make truth a starting place to implement real
and lasting change. It was an inspiring discussion, and I was
incredibly appreciative of Aja’s willingness to share her time,
thoughts and poetry with us.
We have to work for inclusion every single day. It is not a given.
In my home office, I have a picture of Martin Luther King Jr.,
taken in 1962 by Canadian photographer Yousuf Karsh. Karshtranscribed in his notebook something Dr. King told him at
the time: “No social advancement rolls in on the wheels ofinevitability. It comes through the tireless efforts and persistentwork of dedicated individuals.”73
135

We have a lot to do. But I am deeply motivated. At OpenText,
we will continue to listen and learn, and strive to create lasting,sustainable change, for a more inclusive future.
It is time to act.

136

Lesson 16
Build a Bigger Rainbow

Diversity is strength.
It drives innovation, with the power of multiple backgrounds
and points of view. It is an essential component of a highperformance, engaging and inclusive culture.
At OpenText, we care deeply about creating a work environment
where passionate, skilled and diverse employees thrive. Where
multiple points of view align to create amazing innovations.
As a company, we were moved by the revelations of social
injustice in 2020, and the stories we heard from our employees
about the impacts racism and bias have had across their lives.
As a result, we decided to put Equity, Diversity and Inclusion(ED&I) front and center in a very intentional way. Our focus is on
supporting and developing under-represented minorities, with astrong emphasis on gender, race and Black communities.
OpenText’s ED&I mandate is organized under a new Vice
President of ED&I, with the incredible efforts of a Directorof ED&I, who develops and leads our strategies. I personallysponsor our program and head up the ED&I Steering Committee.
There are five strategic pillars to our approach: Awareness,
Hire & Develop, Civic Action, Power of Business, and Analysis& Governance.

138

Awareness
Analysis &Governance

Equity,Diversity andInclusion

Power of theBusiness

Hire &Develop

Civic
ActionFigure 46: The Five Pillars of ED&I at OpenText

1.

Awareness: Educate, cultivate objectivity and root out
bias. Our employee affinity groups, special events andguest speakers are central to raising awareness across
our organization.

2.

Hire & Develop: Create and promote jobs for underrepresented communities, and ensure ample opportunities
for mentorship and learning. This pillar is driven by our
ED&I Recruiting Impact Team and our Mentoring &Sponsoring Impact Team.

3.

Civic Action: Review charitable opportunities with an ED&I
lens. In 2020, we launched the OpenText Navigator Fund toaddress key needs in our communities. One of our focuses isstudent internships for under-represented minorities, withthe goal of creating sustainable employment opportunities.

4.

Power of Business: Understand how we can bolster ED&I
progress in the ways we innovate. This means nurturing
diversity in the cloud developer community. Identifying andremoving bias from products, services and content. And
enhancing commitments to supplier diversity. We will use
139		 the power of our purchasing to drive sustainable changearound the world.
5.

Analysis & Governance: Review programs and policies
from an ED&I standpoint to help make recommendations
for improvement or expansion. We drive data analysis of
our diversity to inform our ED&I strategies and measure
their impact.

Our work environment is inclusive of everyone—regardless ofculture, national origin, race, color, gender, gender identification,
sexual orientation, family status, age, veteran status, disability,class, caste or religion.
Across 2020 to 2022, we responded in new ways to foster thisinclusive environment—with celebrations, guest speakers, affinity
groups and more initiatives to educate, inspire and support
our communities.

Celebrations & Inspirations
With employees in over 30 countries, the rich diversity of
the world is reflected in the OpenText community. Whenthe pandemic led us to shift to frequent, digital all-company
meetings, we realized it was an opportunity to mark special events
together, and bring in guest speakers to share their stories andinspire us to action.
National Day for Truth & Reconciliation
On September 30, 2021, Canada recognized its inaugural
National Day for Truth and Reconciliation, to commemorate
the history and the legacy of residential schools in Canada, andto honor First Nations, Inuit and Métis survivors, their families
and communities.
140

On this day of reflection and learning, we hosted a special
discussion with Roberta Jamieson, Canada’s first Indigenous
woman to earn a law degree, first female Ombudsman in Ontario,
and the first woman to be Chief of the Six Nations of the Grand
River Territory. Roberta helped us understand the purpose of the
National Day for Truth and Reconciliation, the need for action
alongside recognition, and how non-Indigenous groups can create
effective partnerships with Indigenous Peoples in Canada, the US
and around the world.
Pride Month

A

PP

Y PR

ID
E

H

June is Pride month, a time when we elevate and celebrate thecontributions of the LGBTQ+ community across OpenText andbeyond. It is a time to recognize hard-won rights—such as the US
Supreme Court’s 2020 decision that the Civil Rights Act protects
gay and transgender people from workplace discrimination.74 It
also means reflecting on where we need to do more.

Why do werecognize andcelebrate Pride?

We believe in the power of Equity,
Diversity and Inclusion through our work
A place where we respect differences
Set standards for treating allwith respect

Become better humans

Figure 47: Pride Month at OpenText

For Pride Month 2021, we were joined by D’Lo, a queer/transgender Tamil-Sri Lankan-American actor/writer/comic. We
were grateful to D’Lo for sharing his perspective on the progressof the LGBTQ+ community and its allies, and the hurdles wehave yet to overcome.
141

I deeply believe that our journey in life is not about living
someone else’s belief, but rather, creating our own voice,writing our own Heart Sutra—to guide our pursuit of knowledge,
contribution and happiness. Whom you love should never be abarrier to happiness, family, success or safety. It will never be abarrier at OpenText.
International Women’s Day
International Women’s Day honors the social, economic, culturaland political achievements of women around the world. We
also take stock of how far we have to go to make gender equity
a reality.
International Women’s Day has been particularly important
throughout the past two years, as women faced greater threats totheir livelihoods and higher levels of burnout due to the effects ofthe pandemic.
Currently, one in three women is considering leaving
the workforce.75
We must do more to ensure the pandemic does not erode theadvances that have been made or impede the progress we need.
Gender equity is critical for the success of our business, and
OpenText is committed to creating a culture where all voices
are heard. The OpenText Zero-In Initiative describes ourcommitment to Zero Barriers and our goal to create an inclusive
environment with a majority diverse workforce, 50/50 gender
parity in key roles, and 40% women in leadership positions
by 2030.

142

For International Women’s Day 2022, we were joined at anall-company meeting by Dr. Tarika Barrett, CEO of Girls Who
Code. Dr. Barrett shared her organization’s goal of closing thegender gap in new entry-level tech jobs by 2030. She also helped
us understand that there is much more we can do to address theparticular challenges faced by intersectional minority women in
the tech industry, such as those from racial minorities and lowincome backgrounds.
We hosted numerous regional events for the day as well. At
our headquarters in Waterloo, we partnered on a special eventwith Women in Communications & Technology, a non-profit
that inspires women to achieve their highest career potential in
the digital economy. Our CFO and other local women leadersgathered to share their stories of how they broke barriers.
And in our external company message for the day, we reflectedwith gratitude on all the women guest speakers who informed
and inspired us through the year.

RobertaJamieson

Lawyer & Indigenous
Advocate

Lucy
Bremond

Executive Director for
Emancipation Park
Conservancy

Dr. Céline
Gounder

New York University
Department of Medicine

Dr. Naomi
CarrierFounder & Executive
Director of the Texas
Center for AfricanAmerican Living History

AriannaHuffington

Dean of the Faculty ofSocial Work,
Wilfrid Laurier

Aja
Monet

Founder & CEO, Thrive

Dr. Kathy
HogarthContemporary Poet,
Writer, Lyricist andActivist

Dr. Leana
Wen

George Washington
University Milken Instituteof Public HealthDr. Tarika
Barrett

CEO, Girls Who Code

Figure 48: Women Who Informed & Inspired Us Throughout 2021-22

143

Juneteenth
On June 19th, 1865, the last group of enslaved people were freed
in the US, in Galveston, Texas, two and a half years after the
Emancipation Proclamation by US President Lincoln. Juneteenthcelebrates the emancipation of those enslaved, and the progressof the Black community in the US, while acknowledging theongoing battle for social justice.
Our Black Employee Empowerment (BEE) affinity grouporganized a special All Hands Live for Juneteenth 2021, with apanel of experts who discussed the day’s history and significance,
and the legacy of slavery around the world.
Black History Month
Black History month is a chance for us as an organization tocelebrate Black achievement and take stock of where systemic
racism persists, but also give visibility to the people andorganizations creating change.
For Black History Month in 2022, I sat down with Aja Monet,
contemporary poet, writer, lyricist and social activist, todiscuss history, culture, art and resilience. Aja stressed theimportance of honesty and truth as we continue to build a more
inclusive workplace.
I look forward to celebrating and recognizing many more events
across our diverse, global employee community in the months
and years ahead. Such events present an incredible opportunity
to learn from each other and our community leaders, and better
understand how we can create a world that is truly withoutbarriers or bias.

144

Affinity Groups
In addition to our celebrations and speakers, OpenText hascreated four employee affinity groups to help empower andsupport our under-represented communities.
Black Employee Empowerment (BEE)
BEE is made up of more than 150 OpenText employees and 10
nationalities across the Black diaspora. The BEE community
aims to connect and unite Black colleagues around the world,and create an environment in which members can support andshare resources with one another. It also provides an additional
avenue of input as we continue to build, grow and challenge
ourselves at OpenText. The group recently launched a mentoring
program for Black employees.
Queers and Allies (Q&A) - OpenText’s LGBTQ+ Network
Led by a passionate team of employee volunteers, the OpenText
Q&A group is an internal network of LGBTQ+ employees andallies that aims to create a space where everyone can proudly
contribute to a work environment that is colorful and inclusive.
Q&A celebrates diversity in gender identity and queer lifestyles.
Members meet regularly and connect on internal social media.
The affinity group played a key role in the planning andexecution of OpenText’s Pride Month celebrations in June 2021—
complete with a global speaking event and a virtual Pride parade.
It also hosts online discussions featuring experts on topics thatare relevant to the LGBTQ+ community.
Women in Technology (WIT)In FY21, OpenText expanded the Women in Technology (WIT)
program with the introduction of our WIT Affinity Group.

145

The group has over 1,200 members—and growing!—acrossevery continent. It is sponsored by me and our CFO, Madhu
Ranganathan. WIT recently launched a global Mentoring &Sponsorship Program, which has been incredibly successful, with45 different mentorship pairings this year. WIT members also
have access to complimentary leadership and skill-based learning
opportunities and an internal social platform to share ideas,
stories and resources.
Our commitment to women in tech extends to our participationin the Grace Hopper Celebration, the world’s largest gatheringof women in technology in both North America and India. Over
recent years, we have sent more than 60 OpenText delegates tothe conference, where members of our WIT community volunteer
their time to share their experiences and insights with attendees.
Indigenous & Allies
The Indigenous & Allies group aims to create a space where
Indigenous employees can meet, connect, and support one
another personally and professionally. The group helps foster
meaningful relationships while affirming and celebrating identity.
It also hosts internal events that educate and motivate employees
to be better allies for the Indigenous community.

Figure 49: OpenText’s Employee Affinity Groups146

ED&I Training
We believe that we are all responsible for striving to reach our
ED&I goals on a global scale. Leaders play a vital role in ensuring
their team members are supported, celebrated, respected andhave equitable access to opportunities. We recently designed
and delivered new ED&I training for managers, called Leading a
Diverse Workforce, and Unconscious Bias training for all hiring
teams, to help support these goals.
During our most recent Career Week, our entire company wasjoined by Deborah Rosado Shaw, former SVP, Chief Global
Diversity & Engagement at PepsiCo, who provided her own
valuable stories and insights on ED&I. I found Deborah’scomments on overcoming performance-inhibiting beliefs
and understanding the value of each person’s unique lensto be particularly helpful in how we approach and develop
diverse teams.

Recruitment & Internships
We are proud to have successful co-op programs in India (over300 interns annually) and Canada (over 40 interns annually), andwe are currently expanding this program across the United States.
In Canada, we partner with Mentor Ability to provide mentoring
to individuals with disabilities, and we work with the University ofWaterloo’s Black Association for Student Expression to offer coop opportunities, as well as Hiring Our Heroes to recruit veterans.
We also take part in events run by WomenHack, an organizationthat helps women in technology get jobs at companies that
support diversity.

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Recently, we partnered with Lakehead University on a newinternship program that will fully fund 25 internships for
Indigenous students this year.
And we just started an internship program at Howard University
in Washington DC. This is the first HBCU (Historically Black
College/University) that OpenText has partnered with, and welook forward to a long and mutually inspiring relationship.
We’re also strengthening our Engineering internshipopportunities in Bangalore and Hyderabad this year, with a focus
on recruiting female students to help close the gender gap in
STEM fields in India.
At OpenText, we are here to build a great company, challenge thestatus quo in technology, create a better world and bring softwareto the fight. We cannot do this unless we hire from all of society
and build the best workforce possible.
Organizations need to approach ED&I with a mindset ofabundance—not scarcity. There is much more to understand,and much more to do. It is a world full of opportunities, with thefreedom to pursue our purpose, create exponential growth andadd to our culture by building a bigger rainbow.

148

Lesson 17
Seek Truth & Reconciliation

“Reconciliation is not a noun. It is not an event. It’s a verb.”76— Roberta Jamieson
On June 1st, 2021, OpenText lowered its flag at our head officein Waterloo, Ontario to honor the 215 children whose lives
were taken at the former Kamloops Indian Residential School
on Tk’emlúps te Secwépemc First Nation territory. These
discoveries were followed by discoveries of similar graves acrossCanada, including: 104 at the Brandon Indian Residential School, Manitoba
 54 at Fort Pelly and St. Philip’s Residential Schools, Saskatchewan
 93 at St. Joseph’s Mission Residential School, British Columbia 160 at Kuper Island School, British Columbia
 751 at the Marieval Indian Residential School, Saskatchewan
 169 at St. Bernard’s Residential School, Alberta

Two thousand, one hundred and fifty-six. That is the estimateof how many suspected unmarked graves have been detected
in total at former residential school sites across Canada, as ofspring 2022.77 No words can adequately capture this grief, and nogreater crime exists than a crime against a child.
History must be heard. The findings were not a “discovery” formany Indigenous people. They had been speaking this truth formany years. It is only now that the world is listening.
We must do more than talk about reconciliation. We must act.
We must practice reconciliation in our everyday lives. In our own
hearts and minds. In our families. In our communities and in
our workplaces.
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Reconciliation Is a Verb
For non-Indigenous groups, reconciliation starts with listening.
With self-reflection. Acknowledging personal gaps in knowledge
and entering into partnerships with Indigenous peoples
with humility and respect. Then taking sustained action.
Reconciliation cannot be a one-time effort. It must be deep
and ongoing.
In the words of the former National Chief of the Assembly ofFirst Nations,“There can be no reconciliation without transformation.”78— Perry Bellegarde
OpenText recognized the newly created National Day for Truth
and Reconciliation on September 30th, 2021, to honor the lostchildren and Survivors of residential schools, their families andtheir communities. We have chosen to make the date a company
day off in Canada going forward, in order to give our employees
time to reflect, learn, connect and act.
As the leader of a Canadian company, I have been thinking about
what other actions we can take. The Truth and Reconciliation
Commission of Canada lays out clear Calls to Action forbusinesses—build respectful relationships with Indigenous
peoples, drive awareness around Indigenous history, and provide
equitable access to jobs, training and education.79
One of the most impactful actions we can take as companies is tocreate jobs.

151

To this end, OpenText has formed a partnership with Lakehead
University on a new internship program, one that will create
pathways to digital jobs for Indigenous students. I was excited
to join Chief Ted Williams from Rama First Nation, Chief Peter
Collins from Fort William First Nation, Elder Trish Monague,
as well as Lakehead President and Vice-Chancellor Dr. Moira
McPherson, to announce 25 full-time internships for 2022.80
Our goal is to provide a modern internship experience—with
mentoring, career planning, networking and direct engagementwith OpenText’s leadership, as well as skill development thatinterns can apply in their own communities. But we will also
learn from these students. We welcomed them to OpenText thisMay, and I am excited to hear their thoughts on how to makeour company more inclusive, and how their unique skills andperspectives can make us stronger.
Diversity drives innovation. The technology industry needs
Indigenous points of view.

Recognition Is Not Enough
OpenText is passionate about a work environment thatencompasses everyone. But we also recognize that we have work
to do and much to understand.
I invited Roberta Jamieson to speak to our employees on
September 30th, so that we could further our learning. Roberta is
a Mohawk woman who is a leader, speaker and advocate, as wellas the first woman to be Chief of the Six Nations of the Grand
River Territory. Roberta shared with us her perspective on theimportance of the National Day for Truth and Reconciliation,
the transformative impact of education, and how non-Indigenous
groups can create networks of trust with Indigenous peoples. She
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also reminded us that Indigenous peoples around the world arestruggling to overcome centuries of racism and oppression.
“Indigenous people have moved fromtruth to reconciliation in a way thatis demanding structural and systemicchange—no longer looking for a seat at theexisting tables, but looking for new tables.”— Roberta Jamieson81
My discussion with Roberta was informative, challenging
and inspiring. Reconciliation will take courage and hard
conversations. But here’s the thing about the hard thing—it
creates change.
In addition to our all-hands meeting, our Equity, Diversity andInclusion team at OpenText provided resources for employees
who were seeking to learn more or were in need of support.
I made a personal donation to the Indian Residential School
Survivors Society, and encouraged those who were able to, to join
me in providing support to survivors of this tragedy.
I also invited employees to share their thoughts with me directly
about further actions that we can take as a company. Although
the path to reconciliation may be a long one, it is a journey that
we urgently need to begin for the best interests of all Canadians.
I know that our new affinity group for Indigenous employees
and allies will be a source of insight and strategy for us going
forward, as well as a source of professional and personal support
for each other.

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The Path Forward
Two of the greatest myths in this world are: (1) it can’t happen tome and (2) it does not affect me.
But history impacts us all. It has impacted us all. We must
remember the children who never came home, and the families
and communities they left behind. The oppression of some of us,
lessens all of us. We need to hear the hard facts of history andbegin the process of reconciliation.
By listening to Indigenous perspectives, we learn truth and gain
the strength to act.
Listen. Learn. Act. This is how we begin the journey.

154

Lesson 18
The Future of Growth Is Inclusive& SustainableAt OpenText, we have found our center, and that center is growth.
Growth of the individual, growth of our teams, growth of thecompany, growth of innovation, and growth of our customers
and partners.
But growth cannot come at the cost of our planet or each other.
The future of growth must be sustainable and inclusive.
When we entered 2020, OpenText set out to take action against
climate change. According to the World Economic Forum(WEF), climate action failure is the #1 global risk.82 In fact,environmental threats represent half of the Top 10 risks in the
WEF report.
Climate action
failureSocial cohesion
erosionInfectious
diseasesHumanenvironmental
damage7

Top 10Global Risks

3

8

4

9

Livelihood crises
Economic

6

2

Extreme weather

Biodiversity loss

1

5

Environmental

10
GeopoliticalSocietal

Natural resource
crisesDebt crises

Geoeconomic
confrontation
Technological

Source: World Economic Forum Global Risks Perception Survey 2021-2022

Figure 50: World Economic Forum Global Risks Report 2022: Most
Severe Risks83

Furthermore, the social risks on the list are strongly linked toclimate change. The natural disasters caused by global warming
risk weakening social cohesion, and threaten those whose living
depends upon natural resources—many of them from the world’s
most vulnerable communities.
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But we have an opportunity for radical change. From theenvironment to global equity, small actions carried out by many
can make a massive difference.

OpenText
Customers
are committed
to susta
Today,
Global 10,000
companies are making
sustainability pledges.
L'OréalNestlé• Helping ecosystemtransition to be moresustainable by 2030

Barclays• Net-zero by 2050

Citibank• 100% renewable energy
by 2025

T-Mobile• Reduce Scope 1 & 2
emissions by 95% by 2025
(achieved in 2021)

GeneralMotorsHonda• 100% electrification by 2040

MaerskShell• Carbon neutral by 2050

CVS
Pharmacy

AT&T• Carbon neutral by 2035

Novartis• Net-zero by 2050

• 100% renewable energy
by 2030• Net-zero by 2050
• Carbon neutral by 2040

• 100% renewable energy by2030 (US) and 2035 (global)• Net-zero CO2 emissions fromoperations by 2050
• Accelerate the transition tocarbon-neutral shipping• Net-zero by 2050

• Reduce environmental impact
by 50% by 2030
• Carbon neutrality across its
value chain by 2030

Figure 51: Global Companies Are Making Sustainability Commitments84

Such companies also understand the power of equity, diversity
and inclusivity in strengthening company culture, driving
innovation and building resilient communities.
For all companies, commitments to sustainability and inclusion
cannot be just “programs.” They must be central to culture. They
must be a core focus.

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As a global leader, OpenText is zeroing in on what matters. We
recently announced The OpenText Zero-In Initiative, which
provides clear, measurable goals for Zero Footprint, Zero Barriers
and Zero Compromise.
It is time to be bold. This is our plan.

The OpenText Zero-In Initiative
Our 2030 Pledge

Zero

Zero

Footprint

Barriers• Help our customers
move to the cloud• Commit to zero wastefrom operations by 2030
• Science-based
emissions reduction
target of 50% net
reduction by
2030/net-zero by 2040

Zero

Compromise• Zero compromise on whatmatters mostand Inclusion (ED&I):• Principles-based• Majority diverse
approach• 50/50 key roles• Annual Report + The• 40% female in
OpenText Way
leadership positions• Center on ICT Education andTraining• Advance wellness & well-being• Advance Equity, Diversity

Figure 52: The OpenText Zero-In Initiative

Zero Footprint
Zero Waste
OpenText recently reaffirmed our commitment to the Ten
Principles of the United Nations Global Compact, and we arecontinuing to integrate these principles into our daily operations,culture and strategy. This includes setting goals for improvements
to our own environmental performance, while helping ourcustomers improve theirs.
The tech sector needs to focus on how organizations can use our
products and services to function more sustainably. To give justone amazing example, OpenText Business Network digitizes more158

than 33 billion transactions per year for our customers. This
reduces an incredible amount of paper—the equivalent of 6.5
million trees!

Digitizes

Paper reduction saves

transactions per yeartrees

33 billion

6.5 million

Paper reduction saves
GHG emissions of

922,000 tonnesof CO2eFigure 53: OpenText Business Network: Digitize to Reduce Waste

In addition to helping our customers, OpenText is taking
ambitious steps to reduce waste within our own organization.
Our goal is to reach zero waste from OpenText’s operations by2030. To do this, we will need to invest in a better understandingof how waste is handled across our facilities, incorporate newwaste reduction practices and include waste considerations aspart of purchasing decisions.
We are determined to make zero waste a core component of who
we are and what we do.
Zero Emissions
Every company has a responsibility and an opportunity tocontribute to decarbonization. OpenText regularly quantifies theenvironmental impact of our operations by measuring energy
consumption and greenhouse gas emissions. This helps shape our
future strategies. We have also implemented energy savings
159

measures, including system upgrades, as well as deep reductions
in employee travel as we shift to a more distributed workplace.
Our goal is to do much more. We plan to reduce emissions by
50% by 2030, with net zero emissions by 2040. We will be factbased and systematic in our approach.
Global greenhouse emissions across all countries must fallby 7.6% each year from now until 2030, to keep to the Paris
Agreement’s goal of no more than a 1.5°C temperature
increase.85 The technologies and the policy knowledge to do
this exist. But the world will not achieve its sustainability goals
unless organizations make investments—today—to make it
happen. OpenText is committed to doing our part to create thissustainable future.

Zero Barriers
Advancing Equity, Diversity & Inclusion (ED&I)
By 2030, we are aiming to have the majority of OpenText
employees identify as diverse. I do not know another techcompany who has made this commitment, and I am proud that
OpenText is leading the way.
We also intend to have gender parity by 2030, with women
representing 50% of staff in key roles and at least 40% ofmanagers by 2030. Back in 2011, our global workforce wascomposed of 82% men and 18% women. Today, we’ve progressed
to be a leader in our industry, with 32% women, 27% women in
management roles, and 33% women as board members.
While this is high for tech companies, it is not enough. We needto go beyond being the best in our industry, and truly reflect oursociety as a whole.
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Creating & Enhancing Education Opportunities
We offer incredible co-op programs in India and Canada, withnearly 350 interns in total each year, and will soon offer programs
across the US as well. Our programs are aimed at creating
pathways to jobs for women, racialized minorities and people withdisabilities. We will continue to expand our internships acrossdiverse groups around the world to maximize opportunities forlearning and growth—both for our interns and for our business.

Zero Compromise
How will we achieve each of these sustainability and inclusivity
goals? With zero compromise. This is our commitment to
responsible, ethical business.
We will ensure corporate citizenship receives attention andgovernance throughout our organizations, from my role as CEO
to our teams at every OpenText office around the world. We willbe transparent in our actions, through our annual Corporate
Citizenship Report, our Human Rights Statement, and GRI,
CDP and supply chain reporting. We will follow the principles
we set out in The OpenText Way to be deserving of trust. And
our solutions and strategies will be backed at all times by acommitment to data privacy and information security.
We will always hold ourselves accountable to do what is right,
believe in our purpose and stay true to our center.

Growth for Good. Growth for All.
I could not be more excited about the changes ahead for
OpenText as we embark on our journey towards zero. Let me beclear: we are aiming for long-term, far-reaching impacts.

161

OpenText has some of the best talent in the world, and there isno limit to what we can do. With powerful insights and strong
actions, we can create lasting change.

162Lesson 19
Community—Do the Right Thing

Over the past two years, it has become clear that companies
have an opportunity to create positive change. Not just for
employees and customers, but for our communities. We are all
global citizens.
Those who can make a difference, should.
OpenText believes it is our responsibility to support the vibrancyof the regions where we work and live. We have rallied our efforts
to help those who are most vulnerable, to direct resources where
they are most needed and to deploy our technologies where they
will do the most good.
Here are some of the ways we have been honored to help
our communities.

Navigator Fund: 6.3 Million Meals
Food insecurity has been on the rise since the pandemic began.
By the end of 2020, in Canada alone, almost one in seven people
reported food insecurity.86 And over 33% of those relying on foodbanks were children.87
There was only one response that our company could make—tohelp others in their time of crisis. In 2020, we launched the
OpenText Navigator Fund with a campaign to aid in the global
fight against food insecurity.
From 2020 to 2021, we raised nearly $1.5M USD, enough forover 6.3 million meals to help our local food bank partners.

164

OpenText Navigator Fund

Across two years,
we raised nearly$1.5 million USD

This equates
to over 6.3
million meals

Supporting 60
Communities in
23 Countries

Figure 54: The OpenText Navigator Fund: Food Bank Donations

I was so grateful to our OpenText teams across 58 sites whorallied together to identify local food banks that could use our
support. I am so proud that we could be part of an initiative thatis helping provide millions of meals to families in need.

COVID-19
Throughout the pandemic, we have been committed to ensuring
the safety and well-being of our employees and communities.
These are some of the actions we’ve taken in the battle against
COVID-19:

Employee Support & Vaccinations
We established the $3M OpenText Employee Relief Fund tosupport employees in the event of financial hardship due to thepandemic. We worked with local leadership to make sure that
our insurance and benefits covered tests and vaccinations in allof our global locations. And we organized a vaccination drive for
employees in some of the regions hardest hit by COVID.
165

Figure 55: OpenText Vaccination Drive

The result of the drive was nearly 3,000 employees and theirfamily members vaccinated in India, as well as several hundred
more in Japan and the Philippines. Our site leaders did anamazing job of making this happen for their colleagues—anincredible accomplishment.

100 Acts of Kindness
In April 2020, we launched our 100 Acts of Kindness campaign,
and it quickly proved to be one of the most successful giving
programs in our history. Our efforts and donations support
146 charities, including 51 COVID-19 emergency responseorganizations, 46 food banks, and 45 children and family services
charities. Through a combination of employee donations andcorporate matching, we raised over half a million dollars for local
charities around the world.

166

Emergency Healthcare Facilities in India
Recently, OpenText joined forces with Nirmaan Organization
to sponsor a project dedicated to upgrading the ICU wards atthree of Bangalore’s most important hospitals. Nirmaan has
been investing in communities and providing critical medical
infrastructure to government hospitals in Karnataka since thesecond wave of the pandemic in March 2021. With a donation ofalmost $100K USD, OpenText made it possible to purchase andupgrade critical medical equipment that will boost the existing
infrastructure and provide care well beyond the pandemic.

Light the Night
OpenTexters were introduced to leukemia survivor and honored
hero Emily during our 2017 Light the Night campaign to raise
funds for blood cancer research. Emily, now 10 years old, visitedus again in 2021 with her mom, Deborah, to share their story andprovide hope to others.

Figure 56: Emily & Deborah Tell Us about Light the NightI was so impressed with how Emily is thriving and has becomesuch a strong advocate for her cause. She is truly one of thebravest people I have ever met. To thank Emily and her mom fortheir incredible efforts, we donated $10,000 CAD to Light theNight, under Emily’s team name, Emily’s Entourage.
167

Disaster Relief
When natural disasters impact locations where our employees
work and live, we act. We donate to organizations who can help
save lives and lessen the devastating impact for people affected:
 Through a partnership with the German Red Cross,

OpenTexters came together to support humanitarian efforts
in the wake of the catastrophic floods in Europe in thesummer of 2021.
 We supported regional food banks who were scrambling tomeet basic needs of community members during the 2021
wildfires in California.
 And we donated to the Boulder Country Wildfire Fundin response to the devastation caused by the wildfires inColorado in January 2022.
I was incredibly proud of the way employees offered their support
to these and other causes throughout the year, bringing their
OpenText spirit to help those in need.

War in Ukraine
Like the rest of the world, we are watching the war in Ukrainewith condemnation in the strongest possible terms. The
consequences of this war will affect us all, and we each must act.
At OpenText, we have: Stopped all current and future business in Russia, andremoved all employees from Russia
 Set aside an initial allocation of $100,000 USD to donate

to the United Nations Refugee Agency (UNHCR) to aid inhumanitarian efforts
168

OpenText Stands with Ukraine

Figure 57: We Stand with the People of Ukraine

We have set up a site for employees and others to donate as well.
As of May 2022, OpenText employees had donated more than
$50,000. We are continuing to work with our close partners,
customers and other organizations to offer our technology tosupport their efforts.
The people of Ukraine are an inspiration for all of us. We standwith them in their bravest hour, and join them in their hope for apeaceful future.

Tech for Good
Today, more than ever, we have access to technologies that can
rapidly and radically transform our world for the better.
Today, digital technology is being used to fight crime. It isbringing smart agriculture to the world. It is combatting fraud,
improving livelihoods and helping to eliminate poverty. It is fasttracking medical advancements and finding innovative ways toreduce waste.

169

At OpenText, we are dedicated to delivering our unique products
Enabling
customers to positively impact the planetand capabilities to help our customers serve the greater good.

Making theworld safer forchildren

Inclusive andsustainableindustrial
development

Making theworld a morereadable place

Allowing doctors
to diagnose
cancer remotely

Figure 58: Tech for Good: Enabling Our Customers

Through our partnership with Braille Works, we are helping
make the world a more readable place for those with disabilities.
Braille Works is the leading US provider of reading materials forpeople who are visually impaired. Our Output Transformation
solutions enable Braille Works to automate the processing of
high-volume print streams, providing accessibility to more people,
and giving them the independence and freedom to manage theirown information.88
We provide technology to the Southern Alberta Law Enforcement
Response Team, supporting their Internet Child Exploitation Unit
in its investigations. OpenText EnCase helps the Unit quickly
and reliably collect, analyze and store digital evidence that can beused in the arrest and prosecution process. As a result, the Unit
is able to reduce the time to case closure, investigate more casesand prosecute more offenders, to ultimately make the world safer
for children.89

170

OpenText’s technologies are serving on the frontlines ofhealthcare. Philips Radiation Oncology provides diagnostic
equipment with imaging and treatment planning software tohospitals and clinics across the globe for cancer treatment. Its
team uses Exceed TurboX to enable remote access to its software,
so doctors and clinicians can view, prescribe and plan treatments
remotely over hospital networks. This dramatically improves thequality of care for patients with cancer.90
Finally, the United Nations Industrial Development Organization(UNIDO) leverages OpenText Extended ECM for SAP, making
it faster and easier for UN staff to find the files and information
they need, when they need them. This helps UNIDO fulfill
its mission to promote industrial development in order toreduce poverty, foster inclusive globalization and encourage
environmental sustainability.91
These are only a few of the many, many examples where
OpenText’s technology is being used for good. We aim to amplify
our contribution to a better future for all—and we will do it
through technology, inclusion and innovation.
After two years of almost incomprehensible global challenges,
the demand is greater than ever for medical, humanitarian andcommunity support, in regions all over the world.
Supporting our communities is deeply engrained in our culture—in our purpose—at OpenText. We will continue to strive to makea difference, by identifying needs and lending our support tolocal partners.
I am so proud of our employees and our company, and gratefulthat we can be a part of initiatives that are truly helping build abetter world.
171

Lesson 20
The Human Graces of OpenText

In work and in life, our mindset determines our path to service,success and satisfaction.
I speak very publicly about my leukemia and bone marrowtransplant journey in hopes that I can help others. Throughout
my journey, there have been many changes and new rituals.
Every morning when I wake, I pause—and rub the soles of myfeet on the ground and feel the earth. I say to myself, it is either
going to be a great day, or a really great day. These are the only
two choices.
Today is a really great day. While all of us have had ourequilibrium disturbed by unparalleled global change, we see thebeauty and grace in all things. We are finding a new balance in
our lives, in our societies and in our work.
I am proud to lead an incredible group of talented professionals.
OpenTexters have dealt with the impact of COVID-19 with grace
and resilience. The human graces of OpenText have filled ourlives during the pandemic, and will fill our lives long after the
pandemic recedes. They are a model for all.

G

Gratitude, Generosity, GritA

Aspiration, Action, Amazing

R

CE

Resilience, Ready, Resolute

Colleagues, Courage, CAVU

Empathy, Elegance, Empowerment
Figure 59: GRACE at OpenText

174 G … Gratitude, Generosity, Grit: We are grateful to be in aposition to empower our customers through information andgive back to our communities. We sweat the details and dig
in with grit to find new and better ways to get stuff done.
 R … Resilience, Ready, Resolute: We are resilient, and welearn from setbacks so we can go even faster. We are always
ready for the next disruption. And we are resolute in ourcommitment to innovation and sustainability.
 A … Aspiration, Action, Amazing: We aspire to be the bestcloud company on earth. We have a bias for action. And wework constantly to amaze our customers.
 C … Colleagues, Courage, CAVU: Our colleagues comprisethe best teams and the best talent. We look out for andsupport each other as part of the OpenText community. We
have the courage to challenge the status quo with bold ideas.
And there is no boundary on how far we can go—our ceilingand visibility are unlimited (CAVU).
 E … Empathy, Elegance, Empowerment: We choose to leadwith empathy, especially during times of disruption. We
create elegant solutions that empower businesses and people
to do more.
These graces are foundational in times of uncertainty. They
guide us forward. They give us strength and determination to
fulfil our mission—to help others transform through the powerof information.
We are now in the third calendar year of the pandemic. It is an
optimal time for every organization to assess the foundation of
their approach to work and prepare for the year ahead.

175

You can look pessimistically on the world today, or you can look
optimistically. Optimism is a choice.
“The optimist sees the rose and not its thorns. The pessimist
stares at the thorns, oblivious to the rose.”92— Kahlil Gibran
Here is why I am an optimist about the future of OpenText:
1.

Information-led transformations. Simple, secure accessto information empowers people and organizations to do
incredible things. OpenText is helping them get there. Our
cloud technologies are allowing organizations to transformwith amazing speed, anticipate disruption, and build andown future-oriented capabilities.

2.

We are returning to our entrepreneurial roots of innovation.
I am so excited about the technologies we have in store
under Project Titanium. We have truly found a new battle
rhythm for innovation, with a relentless cloud-first focus
that will delight and wow our customers.

3.

Aggressively going after our competition. We are not afraid
to show companies how they can benefit by switching to oursolutions. We work hard to be a leader in the market, andour efforts are reaping dividends.

4.

Not afraid to take calculated risk. We are incorporating new
businesses—Zix, Bricata. We introduced a new MDR Service.
We are introducing new APIs every quarter. We have a new
Global Accounts team. We are making key investments in
automation for our Digital Zone, Renewals and Support. We
look at where we want to grow, and pursue a clear course ofaction to get there.
176

5.

We constantly donate to those less privileged. This past
December alone, we purchased the equivalent of 2.5 million
meals for those in need. That is equivalent to 3 meals a day,over 2 months, for every OpenText employee. From 2020 to2021 we provided a total of 6.3 million meals. Yet there ismore we can do—and will do—for our communities in themonths ahead.

6.

We rally for our customers and partners. When challenges
and opportunities arise for our customers, our teams swarm
to provide around-the-clock solutions and service. And themomentum we have with strategic partners will be a major
thrust in the years ahead: Microsoft, Google, Amazon, SAP
and others.

7.

We support each other like family. We have shared manycrises over the last few years: surging COVID numbers inIndia, social injustice in North America, floods in Europe,and wildfires in Australia, Canada and the US. We support
each other with open minds and helping hands.

8.

The future of growth is both sustainable and inclusive. We
are all in—and we are going to lead the way. The OpenText
Zero-In Initiative will bring the future forward, not just forour customers and company, but also our cohorts acrosstechnology. We are centering our Equity, Diversity andInclusion esprit-de-corps on growth. That means total
growth—in learning, careers, people, company, eco-systems
and more.

177

9.

We have the hearts of lions. From the initial strain of
COVID-19, to Beta, Delta, Omicron. From peaks tovalleys. From politics to policy. From jab 1, 2, 3 and now
maybe 4. OpenTexters have shown constant resilienceand courageousness.

10. We care. We care about it all. Family. Company. Colleagues.
Community. Customers. We care about not just getting it
done, but doing it right, and creating a better future. Our
teams have carried an amazing load on their shoulders, andthey keep caring.
Across the past two years, OpenTexters have amazed and inspired
me. How we honor each other as humans and colleagues makes
me so proud. The months and years ahead will bring newopportunities, new growth, new innovations, new friends andloved ones, new ideas … and of course, new challenges. But the
future journey is upwards, uplit and positive. We look forward to
sharing it with our customers, partners and colleagues.
Now, we turn the page. Let the journey continue. It’s going to bea really great day.

178

Conclusion
Unstoppable

What an extraordinary journey.
Each of us has learned to adjust our personal and professional
lives to the never normal. And while we need to remain vigilant
about COVID-19, we are far better equipped to deal with it thanwe were two years ago. We are finding ways to get back to thelives we want. I believe we have every reason to be optimistic.
At OpenText, because of all we have learned, we are a muchstronger company than we were two years ago. We are returning
to our entrepreneurial roots of innovation. We are at the forefrontof information management in the cloud. We are helping ourcustomers transform their businesses faster. We are rallying
behind our communities, so they can flourish. We are building an
inclusive, sustainable future.
The nature of our work, and how we work, is changing too. At
OpenText, we believe we are better together, and we look forward
to returning to our offices for part of each week to connect
with our colleagues, customers and partners. The irreplaceable
benefits of in-person collaboration are clear. But we alsocelebrate that it is now possible to work together across a range
of environments—from fully virtual to in-office to flex-hybrid—
empowering each of us to nourish work-life balance.
We know that there are more challenges ahead.
The world is facing global conflict, climate change,
economic volatility.
But we have learned at OpenText that mastering challenges
is not about blindly storming the castle. It is about setting a
distinct direction for your organization, and aligning the company
through clear communication at every level. It’s about listening to180and empowering employees. It’s about lending the same focus toculture and corporate citizenship as you do sales and operations.
It’s about constantly asking questions and consulting the experts.
On a sailing ship, the secret to getting through a storm isunderstanding and attending to every component of your vessel—alignment, balance, direction. There may be headwinds, but
you can trim your sails. The same is true for organizations. Thisagility—constantly observing, responding, learning, collaborating
and then integrating everything you know into bold action—thisis what it means to be a leader. A leader within your company.
A leader in your industry. And an organization that can change
the world.
At OpenText, our teams have navigated the past two years
with resilience, grace and courage. They have been, for me, anunlimited source of energy and inspiration.
All that we have learned and shared gives us incredible hopefor the future, and a remarkable strength to take advantage ofthe opportunities to come. Our drive to know more, to deeply
understand the forces shaping the world, and grow with anunlimited ceiling—this makes us more than optimistic.
It makes us unstoppable.

181

ENDNOTES
1

 ob Wile, “Inflation hits 40-year high of 8.5 percent because of war in Ukraine,Rrent hikes,” NBC News, April 12, 2022, https://www.nbcnews.com/business/consumer/inflation-march-2022-hits-record-high-data-stats-details-rcna23654(accessed May 2022).

2

 aryn Liles, “101 Witty, Wacky and Absolutely Wonderful Dr. Seuss QuotesM
for Every Occasion,” Parade, March 2, 2022, https://parade.com/1039651/
marynliles/dr-seuss-quotes/ (accessed May 2022).

3

 abriel Smith, “It’s Time to Talk About Dr. Seuss,” Learning for Justice, MarchG
4, 2019, https://www.learningforjustice.org/magazine/its-time-to-talk-about-drseuss (accessed May 2022).

4

 obert Browning, “Prospice,” Project Gutenberg, October 21, 2016 (originalRpublication 1885), https://www.gutenberg.org/files/53335/53335-h/53335-h.
htm#Page_48 (accessed May 2022).

5“ 2021 Gartner® Magic Quadrant™ for Content Services Platforms,” Michael
Woodbridge, Marko Sillanpaa, Lane Severson, Tim Nelms, 18 October
2021. This report was previously titled the Magic Quadrant for EnterpriseContent Management.
Gartner does not endorse any vendor, product or service depicted in its research
publications and does not advise technology users to select only those vendors
with the highest ratings or other designation. Gartner research publications
consist of the opinions of Gartner’s Research & Advisory organization andshould not be construed as statements of fact. Gartner disclaims all warranties,
expressed or implied, with respect to this research, including any warranties
of merchantability or fitness for a particular purpose. GARTNER and MAGICQUADRANT are registered trademarks and service marks of Gartner, Inc. and/or
its affiliates in the US. and internationally and are used herein with permission.
All rights reserved.

6“ The Forrester Wave™: Content Platforms, Q2 2021,” Forrester Research,
Inc., June 2021, https://www.forrester.com/report/the-forrester-wave-contentplatforms-q2-2021/RES161681?ref_search=3421067_1653071239901 (accessed
May 2022).

7“ OpenText Named a Leader in IDC MarketScape for Multi-Enterprise Supply
Chain Commerce Network for Second Consecutive Report,” OpenText, October
20, 2021, https://www.opentext.com/about/press-releases/opentext-named-aleader-in-idc-marketscape-for-multi-enterprise-supply-chain-commerce-networkfor-second-consecutive-report (accessed May 2022).

183

8

“ OpenText Recognized as an Overall Leader for Fourth Consecutive Year in the2021 Customer Communications Management Aspire Leaderboard,” OpenText,
May 27, 2021, https://www.opentext.com/about/press-releases?id=A052612C412
7470BAA899126B57B8E11 (accessed May 2022).

9“ COVID-19 Dashboard,” Johns Hopkins University, May 6, 2022, https://gisanddata.maps.arcgis.com/apps/dashboards/bda7594740fd40299423467b48e9ecf6(accessed May 2022).

10

Ibid.

11

 . Danielle Iuliano, Joan M. Brunkard, et al., “Trends in Disease Severity andA
Health Care Utilization During the Early Omicron Variant Period Comparedwith Previous SARS-CoV-2 High Transmission Periods—United States, December
2020-January 2022,” Morbidity and Mortality Weekly Report, January 28, 2022,
https://www.cdc.gov/mmwr/volumes/71/wr/mm7104e4.htm?s_cid=mm7104e4_w(accessed May 2022).

12

“Risk for COVID-19 Infection, Hospitalization, and Death By Age Group,”
Centers for Disease Control and Prevention, March 9, 2022, https://www.cdc.
gov/coronavirus/2019-ncov/covid-data/investigations-discovery/hospitalizationdeath-by-age.html (accessed May 2022).

13

 umathi Reddy, “How Contagious Is Omicron? What Does That Mean for You?”S
The Wall Street Journal, December 24, 2021, https://www.wsj.com/articles/howcontagious-is-omicron-what-does-that-mean-for-you-11640358001 (accessed
May 2022).

14

“SARS-CoV-2 variants of concern and variants under investigation in England,”UK Health Security Agency, March 11, 2022, https://assets.publishing.service.
gov.uk/government/uploads/system/uploads/attachment_data/file/1060337/
Technical-Briefing-38-11March2022.pdf (accessed May 2022).

15

J acey Fortin, “Surfaces Are ‘Not the Main Way’ Coronavirus Spreads,
CDC Says,” The New York Times, May 22, 2020, https://www.nytimes.
com/2020/05/22/health/cdc-coronavirus-touching-surfaces.html (accessed
May 2022).

16

 auren Pelley, “Omicron may hang around longer on surfaces than originalLvirus, early findings suggest,” CBC, March 16, 2022, https://www.cbc.ca/news/
health/covid-19-omicron-surface-transmission-1.6385401# (accessed May 2022).

17

 ara Parker-Pope, “An Updated Guide to Face Masks,” The New York Times,
T
December 21, 2021, https://www.nytimes.com/interactive/2021/02/19/well/n95kn94-medical-masks.html (accessed May 2022).

184

18

 eter C Gøtzsche, “Rapid Response: Is the infection fatality rate for COVID-19
P
worse than that for influenza?” The BMJ, December 1, 2020, https://www.bmj.
com/content/371/bmj.m4509/rr# (accessed May 2022).

19

J essica Wong, Heath Kelly, et al., “Case fatality risk of influenza
A(H1N1pdm09): a systematic review,” National Library of Medicine, November
1, 2014, https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3809029/ (accessed
May 2022).

20

“Mortality Analyses,” Johns Hopkins Coronavirus Resource Center, March 22,2022, https://coronavirus.jhu.edu/data/mortality (accessed May 2022).

21

 isa Lockerd Maragakis, “COVID-19 vs. the Flu,” Johns Hopkins Medicine,L
February 23, 2022, https://www.hopkinsmedicine.org/health/conditions-anddiseases/coronavirus/coronavirus-disease-2019-vs-the-flu (accessed May 2022).

22

 uke Andrews, “Covid is now LESS deadly than the flu: Omicron’s milder
L
nature combined with sky-high immunity from jabs and previous waves mean
virus’s fatality rate has plunged seven-fold in past three months,” Daily Mail,
March 10, 2022, https://www.dailymail.co.uk/news/article-10598195/Coviddeadly-flu-scientists-say.html (accessed May 2022).

23

 anoko Matsuyama, “Omicron is 40% Deadlier than Seasonal Flu, StudyK
Finds,” Bloomberg, March 2, 2022, https://www.bnnbloomberg.ca/omicron-is40-deadlier-than-seasonal-flu-study-finds-1.1731695 (accessed May 2022).

24

 enya Evelyn, “‘It’s a racial justice issue’: Black Americans are dying inK
greater numbers from COVID-19,” The Guardian, April 8, 2020, https://www.
theguardian.com/world/2020/apr/08/its-a-racial-justice-issue-black-americansare-dying-in-greater-numbers-from-covid-19 (accessed May 2022).

25

“The Color of Coronavirus: COVID-19 Deaths by Race and Ethnicity in the US,”APM Research Lab, March 15, 2022, https://www.apmresearchlab.org/covid/
deaths-by-race (accessed May 2022).

26

“COVID-19 death toll four times higher in lower-income countries than richones,” Oxfam, March 2, 2022, https://www.oxfamamerica.org/press/pressreleases/covid-19-death-toll-four-times-higher-in-lower-income-countries-thanrich-ones/ (accessed May 2022).

27“ Data dive: The astoundingly unequal vaccine rollout,” ONE, March 21, 2022,
https://www.one.org/africa/issues/covid-19-tracker/explore-vaccines/#0 (accessed
May 2022).

28

Ibid.

185

29

 eana S. Wen, “A new covid wave may be coming. Most Americans shouldn’t
Lworry,” The Washington Post, March 21, 2022, https://www.washingtonpost.
com/opinions/2022/03/21/ba2-covid-wave-concerns-restrictions/ (accessed
May 2022).

30

 ahlil Gibran, “On Love,” Project Gutenberg, January 1, 2019 (originalKpublication 1923), https://www.gutenberg.org/files/58585/58585-h/58585-h.
htm#link15 (accessed May 2022).

31

J eremy Bailenson, “Nonverbal Overload: A Theoretical Argument for the Causesof Zoom Fatigue,” Technology, Mind, and Behavior, February 23, 2021, https://tmb.apaopen.org/pub/nonverbal-overload/release/1 (accessed May 2022).

32

“COVID-19 pandemic triggers 25% increase in prevalence of anxiety anddepression worldwide,” World Health Organization, March 2, 2022, https://www.who.int/news/item/02-03-2022-covid-19-pandemic-triggers-25-increase-inprevalence-of-anxiety-and-depression-worldwide (accessed May 2022).

33

“How Ikigai can be applied to early stage companies,” How Do I?, April 5,
2018, https://wearehowdoi.com/news/2018/6/1/how-ikigai-can-be-applied-toearly-stage-companies (accessed May 2022).

34

“Coronavirus and Air Pollution,” Harvard TH Chan School of Public Health,2020, https://www.hsph.harvard.edu/c-change/subtopics/coronavirus-andpollution/ (accessed May 2022).

35

 arol Dweck, “What Having a ‘Growth Mindset’ Actually Means,” Harvard
C
Business Review, January 13, 2016, https://hbr.org/2016/01/what-having-agrowth-mindset-actually-means (accessed May 2022).

36

 imothy R. Clark, “To Foster Innovation, Cultivate a Culture of Intellectual
T
Bravery,” Harvard Business Review, October 13, 2020, https://hbr.org/2020/10/
to-foster-innovation-cultivate-a-culture-of-intellectual-bravery (accessed
May 2022).

37

 leanor Roosevelt, “You Learn by Living: Eleven Keys for a More Fulfilling
E
Life,” Harper, 1960.

38

 atthew Gooding, “Does Kyndryl have a future as an independent business?”M
TechMonitor, March 1, 2022, https://techmonitor.ai/technology/future-ofkyndryl-cloud-ibm-aws (accessed May 2022).

39

“FileNet Support – Migrating to mitigate the risk of an unsupportableproduct,” Technology Services Group, January 22, 2020, https://www.
tsgrp.com/2020/01/22/filenet-support-migrating-to-mitigate-the-risk-of-anunsupportable-product/ (accessed May 2022).

186

40

 arkavel Jegadeesan, “Legacy Product Highlight: IBM Content Manager
K
OnDemand (CMOD),” Platform3 Solutions, November 23, 2021, https://platform3solutions.com/legacy-highlight-ibm-content-manager-ondemand-cmod/(accessed May 2022).

41“ County of Los Angeles achieves cost-saving digital makeover,” OpenText, 2021,
https://www.opentext.com/file_source/OpenText/Customers/en_US/PDF/countyof-los-angeles-19-en.pdf (accessed May 2022).

42“ BMO Harris Bank streamlines system landscape with OpenText,” OpenText,
2021, https://www.opentext.com/file_source/OpenText/Customers/en_US/PDF/
bmoharris-19-en.pdf (accessed May 2022).

43

“Major Colombian financial corporation streamlines contract processes tomeet service level agreements,” OpenText, 2021, https://www.opentext.com/
file_source/OpenText/Customers/en_US/PDF/opentext-financiera-de-desarrollonacional-20-en.pdf (accessed May 2022).

44

“2021 Gartner® Magic Quadrant™ for Content Services Platforms,” Michael
Woodbridge, Marko Sillanpaa, Lane Severson, Tim Nelms, 18 October
2021. This report was previously titled the Magic Quadrant for EnterpriseContent Management.

45

Ibid.

46

“OpenText Named a Leader in IDC MarketScape for Multi-Enterprise Supply
Chain Commerce Network for Second Consecutive Report,” OpenText, October
20, 2021, https://www.opentext.com/about/press-releases/opentext-named-aleader-in-idc-marketscape-for-multi-enterprise-supply-chain-commerce-networkfor-second-consecutive-report (accessed May 2022).

47

“OpenText Recognized as an Overall Leader for Fourth Consecutive Year in the2021 Customer Communications Management Aspire Leaderboard,” OpenText,
May 27, 2021, https://www.opentext.com/about/press-releases?id=A052612C412
7470BAA899126B57B8E11 (accessed May 2022).

48

“OpenText Named a Leader in IDC MarketScape for Customer Communications
Management,” OpenText, May 7, 2020, https://www.opentext.com/about/press-releases?id=1A6D2173CF3B49A999F711981A6A6076 (accessed May 2022).

49“ What’s New at Webroot and Carbonite: March 2021,” Webroot, April 2021,
https://community.webroot.com/news-announcements-3/what-s-new-at-webrootand-carbonite-march-2021-346960# (accessed May 2022)

50

“PCMag Readers Rank Webroot Best Security Suite in 2022,” Webroot, January
28, 2022, https://community.webroot.com/news-announcements-3/pcmagreaders-rank-webroot-best-security-suite-in-2022-350108 (accessed May 2022).

187

51

“Webroot takes top overall score in recent PassMark Software testing of endpoint
security products,” Webroot, October, 2021, https://community.webroot.com/
news-announcements-3/webroot-takes-top-overall-score-in-recent-passmarksoftware-testing-of-endpoint-security-products-347944 (accessed May 2022).

52

“Carbonite wins SaaS Enterprise Solution of the Year,” Webroot, November
2021, https://community.webroot.com/news-announcements-3/carbonite-winssaas-enterprise-solution-of-the-year-348960 (accessed May 2022).

53

“OpenText EnCase Wins 10th Straight SC Magazine Award for Best Forensic
Solution,” OpenText, February 27, 2020, https://www.opentext.com/about/pressreleases?id=4DE1710172D34171B3C5286F56F4E693 (accessed May 2022).

54

“OpenText Receives 2022 SAP® Pinnacle Award in the Partner Solution
Success Category,” OpenText, May 10, 2022, https://www.opentext.com/about/press-releases?id=30CEF3F1F2B742EA8BFEA5A0C0138A30 (accessed
May 2022).

55“ Industry-Leading Solutions from OpenText Complement RISE with SAP,”
OpenText, June 3, 2021, https://www.opentext.com/about/press-releases?id=199
17799567C41F7B7613F8F01ECEE72 (accessed May 2022).

56“ OpenText Receives 2020 SAP® Pinnacle Award SAP Solution Extensions
Partner of the Year,” OpenText, June 16, 2020, https://www.opentext.com/
about/press-releases?id=042537855CDD422DAB876E47353805E2 (accessed
May 2022).

57

“OpenText Enters Agreement to Serve as the Platform of Choice for Enterprise
Information Management for the US National Institutes of Health,” OpenText,
August 6, 2020, https://www.opentext.com/about/press-releases?id=2913565633
724A748DD520E27F11E531 (accessed May 2022).

58

“Roche provides molecular testing solutions to identify and differentiate SARSCoV-2 Omicron variants of concern,” Roche, March 16, 2022, https://www.
roche.com/media/releases/med-cor-2022-03-16b (accessed May 2022).

59“ US FDA grants priority review to Roche’s Actemra/RoActemra for the treatmentof COVID-19 in hospitalised adults,” Roche, April 4, 2022, https://www.roche.
com/media/releases/med-cor-2022-04-04b (accessed May 2022).

60

 iana O’Brien, Suzanne Kounkel, et al., “Purpose is everything: How brands
Dthat authentically lead with purpose are changing the nature of business today,”
Deloitte, October 15, 2019, https://www2.deloitte.com/us/en/insights/topics/
marketing-and-sales-operations/global-marketing-trends/2020/purpose-drivencompanies.html (accessed May 2022).

188

61

 harlotte Edmond, “Explainer: What is the Great Reshuffle and how is itC
affecting the jobs market?” World Economic Forum, February 7, 2022, https://www.weforum.org/agenda/2022/02/great-reshuffle-jobs-market-resignation/(accessed May 2022).

62

 arolyn Ockels, Steve King, et al., “Workers Don’t Feel Like a 9-to-5 Job Is aC
Safe Bet Anymore,” Harvard Business Review, March 23, 2022, https://hbr.
org/2022/03/workers-dont-feel-like-a-9-to-5-job-is-a-safe-bet-anymore (accessed
May 2022).

63

 aron De Smet, Bonnie Dowling, et al., “‘Great Attrition’ or ‘Great Attraction’?
A
The choice is yours,” McKinsey Quarterly, September 8, 2021, https://www.
mckinsey.com/business-functions/people-and-organizational-performance/
our-insights/great-attrition-or-great-attraction-the-choice-is-yours (accessed
May 2022).

64

Ibid.

65

 atasha Bernal, “Slack didn’t break remote working, your colleagues did,”N
Wired, March 12, 2021, https://www.wired.co.uk/article/slack-remote-workingbroken?mc_cid=0188d9f2fe&mc_eid=8710d0f1a5 (accessed May 2022).

66

 amuel Johnson, “The Rambler – March 12, 1751,” Project Gutenberg,
S
September 6, 2013 (original publication 1751), https://www.gutenberg.org/
files/43656/43656-h/43656-h.htm (accessed May 2022).

67

“Churchill and the Commons Chamber,” UK Parliament, https://www.
parliament.uk/about/living-heritage/building/palace/architecture/palacestructure/
churchill/ (accessed May 2022).

68 lise Gould and Valerie Wilson, “Black workers face two of the most lethalE
preexisting conditions for coronavirus—racism and economic inequality,”
Economic Policy Institute, June 1, 2020, https://www.epi.org/publication/blackworkers-covid/ (accessed May 2022).

69

 d Pilkington, “Black Americans dying of Covid-19 at three times the rate ofE
white people,” The Guardian, May 20, 2020, https://www.theguardian.com/
world/2020/may/20/black-americans-death-rate-covid-19-coronavirus (accessed
May 2022).

70

“States lag in distributing rental assistance while millions are behind onrent,” USA Facts, August 24, 2021, https://usafacts.org/articles/states-lag-indistributing-rental-assistance-while-millions-are-behind-on-rent/ (accessed
May 2022).

71

 hristina Carrega, “Black Americans are incarcerated at nearly five times theCrate of Whites, new report on state prisons finds,” CNN, October 13, 2021,
https://www.cnn.com/2021/10/13/politics/black-latinx-incarcerated-more/index.
html (accessed May 2022).
189

72

“Fatal Force,” The Washington Post, updated May 4, 2022, https://www.
washingtonpost.com/graphics/investigations/police-shootings-database/ (accessed
May 2022).

73

 ousuf Karsh, “Martin Luther King,” August 18, 1962, https://karsh.org/
Yphotographs/martin-luther-king/ (accessed May 2022).

74

 dam Liptak, “Civil Rights Law Protects Gay and Transgender Workers,A
Supreme Court Rules,” New York Times, June 15, 2020, https://www.nytimes.
com/2020/06/15/us/gay-transgender-workers-supreme-court.html (accessed
May 2022).

75“ Women in the Workplace 2021,” McKinsey & Company, September 2021,
https://wiw-report.s3.amazonaws.com/Women_in_the_Workplace_2021.pdf(accessed May 2022).

76

 oberta Jamieson, “Canada’s future is through education and reconciliation,”R
Universities Canada/Universités Canada (YouTube Channel), February 24,
2017, https://www.youtube.com/watch?v=lxWpP8hlwgw (accessed May 2022).

77

 avid Docherty, “A home for reconciliation at Brandon University,” The
D
Brandon Sun, February 25, 2022, https://www.brandonsun.com/opinion/
columns/a-home-for-reconciliation-at-bu-576245332.html (accessed May 2022).

78

 erry Bellegarde, “We must reach out […],” Twitter, December 7, 2020, https://P
twitter.com/perrybellegarde/status/1335962452526309384 (accessed May 2022).

79

“Truth and Reconciliation Commission of Canada: Calls to Action,” Truth andReconciliation Commission of Canada, 2015, https://ehprnh2mwo3.exactdn.
com/wp-content/uploads/2021/01/Calls_to_Action_English2.pdf (accessed
May 2022).

80

“Lakehead & OpenText Indigenous Internship Program Announcement Sept 24,
2021,” Lakehead University (YouTube Channel), September 29, 2021, https://www.youtube.com/watch?v=1xA7fWnvCco (accessed May 2022).

81

 oberta Jamieson, “Impact: Roberta Jamieson,” The Walrus Talks, March 9,R2020, https://thewalrus.ca/impact-roberta-jamieson/ (accessed May 2022).

82

“The Global Risks Report 2022,” World Economic Forum, 2022, https://
www3.weforum.org/docs/WEF_The_Global_Risks_Report_2022.pdf (accessed
May 2022).

83

Ibid.

84

 elen Adams, “Top 10 business pledges for 2030,” Sustainability Magazine,
H
April 30, 2021, https://sustainabilitymag.com/diversity-and-inclusion-dandi/top10-business-pledges-2030 (accessed May 2022).

190

85

“ Cut global emissions by 7.6 percent every year for next decade to meet 1.5°C
Paris target – UN report,” United Nations Environment Programme, November
26, 2019, https://www.unep.org/news-and-stories/press-release/cut-globalemissions-76-percent-every-year-next-decade-meet-15degc (accessed May 2022).

86

J ackie Dunham, “One in seven Canadians experiencing food insecurity during
the pandemic: report,” CTV News, October 2, 2020, https://www.ctvnews.
ca/canada/one-in-seven-canadians-experiencing-food-insecurity-during-thepandemic-report-1.5126247 (accessed May 2022).

87

“Hunger Count 2021,” Food Banks of Canada, 2021, https://hungercount.
foodbankscanada.ca/ (accessed May 2022).

88

“Braille Works and OpenText Team up to Improve Accessibility for Individuals
with Visual Impairments,” OpenText, November 18, 2020, https://www.
opentext.com/about/press-releases?id=25CBFE8FBF6F4606A7E19B8709CDD60A (accessed May 2022).

89

“Alberta Law Enforcement Unit leverages OpenText EnCase to Significantly
Improve Case Efficiency,” OpenText, 2021, https://www.opentext.com/file_source/OpenText/Customers/en_US/PDF/opentext-ss-alberta-law-enforcement-en.
pdf (accessed May 2022).

90“ Philips Healthcare advances patient care technology with a high-performance,
remote access solution,” OpenText, 2021, https://www.opentext.com/file_source/
OpenText/Customers/en_US/PDF/philips-healthcare-success-story.pdf (accessed
May 2022).

91

“UNIDO accelerates inclusive and sustainable industrial development inover 130 countries,” OpenText, 2021, https://www.opentext.com/file_source/
OpenText/Customers/en_US/PDF/unido-19-en.pdf (accessed May 2022).

92

Kahlil Gibran, “Spiritual Sayings of Khalil Gibran,” Citadel Press, 1962.

191