The Information Advantage

CEO White Paper

Mark J. Barrenechea
OpenText CEO and CTO

The Information Advantage

Contents
Introduction			2

The Information Opportunity			3What Is the Information Advantage?			

6

Information Management Provides the Information Advantage		8

The Information Advantage Value Path			

10

Obstacles to Attaining Information Advantage			

13

Technology for Information Advantage: IM Platforms			

18

Technology for Information Advantage: IM Accelerants			

24

We Are All Information Companies			30

Technology for the Good			341

Introduction
The pace of change is accelerating.
Technology. Information. Disruption. The world is moving faster than ever before at
unprecedented scale.
Businesses today are operating in the next industrial revolution, and the rules havechanged. This is Industry 4.0. It is imposing new demands on the organizations of all
sizes—and creating new opportunities.
Figure 1:
The Five Industrial Revolutions

Industry 0.0

Farmers and laborers- life was very roughIndustry 1.0

Mechanization andthe introduction of
steam and water
power

Industry 2.0

Mass production
assembly lines using
electrical power

Industry 3.0

Industry 4.0

Integrated circuits,
Physics down to thecomputers, satellites,
molecular level.
communications,AI, nanotechnology,
lasers, cloud
biotechnology, graphene(not silicon)

The Process
Advantage The Information
Advantage

Industry 3.0 generated great wealth with the introduction of technologies like theintegrated circuit, computers and satellites. It was the era of the process advantage,
where Enterprise Resource Planning (ERP) technology was king.
Industry 4.0 is different. Industry 4.0 is an age of extremes. Extreme connectivity.
Extreme volumes of data generated and transmitted in real time. Planetary scale.
Nanotechnology, graphene and quantum computing. It is down to the atom.
In Industry 4.0, organizations need a new agenda. Businesses are facing strong
headwinds such as information overload, the proliferation of cybersecurity threats,changing customer expectations and global regulatory shifts. Process advantage
is not enough. To thrive, we must all unlock the full potential of our information andtransform into Information Companies.

2

The Information Advantage

The Information Opportunity
The Digital Era is over. We have entered the Information Era.
Figure 2:

Shift Happens:
It’s an exciting time

Technological Progress—
The Information Era

We arehere

Graphene

Information
DigitalInternet
MainframesCentralized

Client server

Distributed

Connected

ExtremeAutomation

AI &Learning

BeyondSilicon

Building on the groundwork of automation, connectivity and computing power thatdefined digital, the Information Era is characterized by our unprecedented ability tocapture, store and make sense of masses of information. By next year, humans will
have accumulated around 40 zettabytes (40 trillion gigabytes) of data. To put this into
context, this number represents 40 times more bytes of data in our digital universe
than there are stars in the observable universe.1 Ninety percent of that data has beencreated in just the last two years.2
In the Information Era, the growth curve is exponential. We are simultaneously generating
more information than we ever have… and substantially less than we ever will again.
Technologies like artificial intelligence (AI), APIs, the Internet of Things (IoT) andcloud are at the heart of this new information paradigm. They create huge amountsof data. Likewise, they are fueled by data. Businesses must find ways to harness thisinformation and embrace the insights it will bring to how we consume, work and live.

3

What impact will these transformational technologies have?
Figure 3:

Cloud

AI

5G

DigitalSpeed &
Innovation

Insight &Automation

MobileConnectivity

Disruption

New
Workforce

Machines

Experience

Security

IoT

Growing
Expectations

Survive in
Zero Trust

Link Talent
to Value

Today, the destination for innovation is indisputably the cloud. It is the platform for new
technologies and disruptions. Businesses of all sizes rely on a combination of public
and private clouds, managed services and off-cloud solutions—but what remains
constant is the imperative to modernize technology infrastructure and leverage existing
investments. The cloud is fast. The cloud is agile. The cloud reduces cost. The cloud isscalable. But most significantly, the cloud opens the door to growth and potential.
Automation is no longer enough. It is necessary, but it is not sufficient. The next
horizon is artificial intelligence and machine learning technology. Machine learning
is forecasted to receive an influx of capital, growing from $1.58 billion globally in 2017
to $20.83 billion in 2024.3 AI can achieve information processing feats impossible forhumans alone. That is why raw data assets must be—and can be—made completely
machine-readable. AI will enrich our data, delivering vital insights to businesses andconsumers alike.
5G is going to change the world. Information will be immediate, and we will see an
explosion in big data. Every industry, from healthcare to transportation to manufacturing,
will be vying to adopt technologies to leverage 5G capabilities. Connections between
information, people and machines will be seamless.
From the post-digital vantage point, the fallout from the massive digital disruption of
the last decade is apparent. Business empires have risen and fallen. Disruptors have
replaced slow-to-adapt incumbents at breakneck speed. What information disruptions
will shake the world in this new Information Era?
There is a new workforce. In the next five years, 61 million Gen Zers will enter theworkforce, outnumbering both Baby Boomers and Millennials.4 Having grown up
digital with the sum of humanity’s knowledge at its fingertips, this generation moves
faster and innovates like no other. Furthermore, up to 800 million jobs will be filled
by robots by 2030.5 The workforce of the future will live and breathe information.
Competition for top talent will be fierce. To flourish in this future, businesses must
adopt new ways to work.

4

A New Wave of Technologies

The Information Advantage

Connected machines are now ubiquitous. Thermostats—connected. Vehicles—
connected. Manufacturing robots—connected. Wearable technology—connected. And soon. The Internet of Things is reshaping every industry and consumer space, which will only
be accelerated by 5G connectivity. Each machine will generate hordes of information thatcan be used to improve everything from businesses to cities to human lives.
Customer experiences were once one-size-fits-all. No longer. With the Internetof Me, customers have come to expect personalized experiences. Data allows
recommendations and customer journeys to be tailored to each person’s uniqueinterests and taste. Information powers successful customer relationships.
Information is an organization’s most valuable resource and wherever it resides,
it must be secure. Consider the frequency of large-scale, high-profile information
security breaches; the security environment has become Zero Trust—with goodreason. Firewalls and traditional security measures are outdated. Information must be
protected in new ways in a society of Zero Trust.
This technological tsunami presents both the greatest challenges and greatest
opportunities of the Information Era. The future of business is inextricable from thefuture of technology—and by extension, the future of information. Businesses are
saturated with information. It is time for the Chief Information Officer to shine, leading
the charge to turn information overload into a true Information Advantage.
Information can be an organization’s greatest asset, if it can learn how to engage
meaningfully with it. This is the secret to success in the next wave of transformation.
In the Information Era, businesses need the Information Advantage.

5

What Is the Information Advantage?
The Information Advantage is competitive superiority founded on using information toits full potential. It is the outcome achieved when a business successfully transforms
the way it manages and leverages information.

Openal Excelle
ratio

Figure 4:nc

The Information AdvantageeEfy Managing Riligent Insi

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gh

cti

ts

fe

Intel

Information
Advantage

sk

o

ec

ce

s

C

nn

ted

Custo

mer ExpeneriDigital transformation is no longer a stretch goal. Today’s businesses are using
information as the fuel to create exceptional customer experiences, superior
operational effectiveness and differentiated business models. Intelligent information
management solutions—particularly systems of engagement and systems of record—
are powering the Information Advantage.
Many companies start with customer-centric digital transformation, which aims to
improve every customer interaction by focusing on individual needs, frustrations anddesires. It removes friction from the buying process. It provides more personalizationand engages customers on their terms. These efforts yield increased customer
acquisition, reduce the cost of support and marketing, and drive increased loyalty,
retention and Net Promoter Scores.
Forward-thinking organizations are strategically choosing customer-centric
transformation projects that also deliver operational efficiency. Operational benefits
are easier to predict and quantify than return on customer experience alone.
This is why operational excellence often quickly follows or is concurrent withcustomer-centricity. It can even be the starting point. Reaching new heights inoperational effectiveness relies on improved productivity and efficiency. These
initiatives involve automating routine tasks, driving visibility and insight from the
supply chain, streamlining collaboration, reducing governance risk or augmenting
human processes with machine assistance.

6

The Information Advantage

For example, discover how the Human Resources department of a major county
transformed its operations:

The County of Los Angeles is the most populous county in the U.S., with 35
departments, close to 110,000 employees and more than 1,000 facilities acrossnearly 4,000 square miles. Each department maintains its own personnel files andrecords, with most documents stored in file cabinets and spare offices, and houseclose to 25 million pages of paper. The storage areas are part of limited space
available to departments. When storage space runs out, some departments incur
off-site storage fees. As such, a uniform application of records retention policies
proved challenging.
That was until the County decided to establish a central online repository ofcountywide personnel records with OpenText™ Documentum. This transformation
helped to replace the manual process of maintaining paper files with an automated,central and trusted system of electronic employee personnel records. The County
ultimately turned to OpenText to govern all aspects of content management for
its integrated Electronic Personnel Digitization and Records Management system(ePR): OpenText™ Captiva™ Capture to digitize paper documents, OpenText™
Documentum™ xCP for business process management and OpenText™ Records
Management to automate retention and disposition.
The County of Los Angeles realized substantial return on investment for their ePR
deployment, such as producing timely, verified audits and reliable disposition, andan estimated cost-savings of nearly $3.4 million per year.

Unlocking the Information Advantage is a self-perpetuating cycle that delivers
incremental value with every rotation. As information is used to improve a business,
the amount of information it generates grows. This presents an opportunity to derive
exponential value. It is a two-fold feedback system: data begets data, and the more data
available, the more valuable it becomes. Through this cycle, organizations drive closer
and closer to the Information Advantage.
As new information is rapidly generated, organizations have limitless potential tocapture, integrate and apply it—all they need is the right technology.

7

Information Management Provides the Information Advantage
Information Management (IM) allows organizations to capture, govern, exchange andenhance information while keeping it secure. IM brings together key technologies toenrich information and processes from end-to-end.
Both unstructured and structured information flow across the extended enterprise.
Through IM, businesses can consolidate and integrate information so it can be managed
transparently throughout its entire lifecycle. The most complete IM technology
portfolios deliver ways to collaborate, automate processes, integrate with openAPIs, extract new value from existing data and ensure all information and devices are
securely managed—on and off the cloud. IM is a foundation from which raw data can betransformed into valuable information and intelligent action using automation,
AI and analytics-based algorithms.
Where Enterprise Resource Planning (ERP) provided a process advantage, IM provides
an information advantage. In Industry 4.0, there is unlimited potential to apply new
business models and new technologies such as 5G, IoT and machine learning. As every
company looks to become an information company, IM uniquely positions customers toride the wave of innovation.
Figure 5:

Information
Trust andGovernance

EthicalSupplyChains andthe API
EconomyBuilding
Digital Twins

Digital Work
andCollaboration

Platform for
Innovation

Individualized
Experiences

Content
Services

Business
NetworkIoT & IAM

IM
Microservices

Cloud

CustomerExperience
Management

Fundamental to an IM portfolio are its robust platforms that manage and integrate
business information at scale—including Content Services, Business Network,
Experience Management, and Security and Discovery. When these platforms are
combined with IM accelerants—such as cloud, artificial intelligence, automation
and analytics—organizations gain access to exponential benefits. When informationis harnessed by IM, the whole becomes greater than the sum of its parts.
This is how IM delivers the Information Advantage.

8

Reimagine Information Management

The Information Advantage

See how IM enabled the Black Sea Trade and Development Bank to achieve theInformation Advantage:

The Black Sea Trade and Development Bank (BSTDB) supports economic
development and regional cooperation by providing trade and project finance,
guarantees and equity participation for development projects in the private andpublic sectors in its 11 European member countries. BSTDB has a cumulative
portfolio which includes more than 280 operations in infrastructure, energy,transport, manufacturing, telecommunications and the Financial sector.
Managing the ever-increasing volume, flow and complexity of information anddocumentation required to operate Bank operations, BSTDB turned to OpenText to
implement the OpenText™ Content Suite platform. The prime objective of the Bank
is to have a single view and monitoring capability of operations in a single place, bybuilding an Information Management (IM) system.
The Black Sea Trade and Development Bank has supported and developed
solutions from the diverse portfolio of OpenText IM products for more than 15
years to implement state-of-the-art solutions to meet its business needs. Its IM
program delivers on its corporate strategic goals of increased productivity byautomating processes, reduced decision times, content security and accountability,
and simplified business processes. Significant business benefits include improved
quality of service, reduced costs, simplified internal and external collaboration,better content accessibility via a diverse range of devices and increased
compliance with international standards.

OpenText continuously innovates to ensure our customers are armed with the technology
they need to increase the value of their data assets and turn them into a strategiccompetitive advantage. Ultimately, IM is helping organizations transform theiroperations, workforces and business relationships for success in the Information Era.
At OpenText, we call the roadmap from raw data to organizational transformation“The Information Advantage Value Path.”

9

The Information Advantage Value Path
Information Advantage means different things to different organizations—and evendifferent departments—because information’s form and purpose varies by use-case.
Defining a company’s ultimate vision for the Information Advantage and what it means
to the business is critical to a successful IM strategy. Although gaining the Information
Advantage is the goal, there are also rewarding short-term wins to be had along the way.
The path to information advantage starts with IM. These technologies integrate,
manage and automate enormous amounts of operational and experience information.
In so doing, data by-product is created: preference, behavior, relevance, sentiment,
click stream, performance and risk are all examples. This data exhaust is not waste. It
can be collected, synthesized and analyzed to generate new insights. Using this data
to create new offerings or business models is how organizations unlock the true valueof their information.

We Are All Information Companies

Figure 6:

The Information Advantage Value PathNewBusiness
ModelsNew Products

Revenue
Transformation

t

gh

si

Operational
ExcellenceData
by-product

I

t

gh

i
ns

In

Productivity
Transformation

Disintermediation

Predictive
PrescriptiveData
by-productCustomerExperience

Enrichment & Smart Data
Platforms of Record

Integration

Platforms of Engagement

With the help of accelerants like cloud, AI, analytics and automation, organizations canderive additional value from their information platforms and benefit from a cycle ofongoing improvement.
The first step is to integrate raw data from various sources and make it machinereadable. This dynamic data set can then be synthesized with AI and analytics, andenriched with insight. That information and insight can be intelligently automated sothat it is delivered to the parts of the business that need it. Each interaction produces
more data, which is fed back into the cycle to produce even more sophisticated insights
and continuously enhance customer experience, operational efficiency and security.
How can organizations leverage intelligent automation? First, processes becomeprescriptive for well-defined scenarios, and eventually, the automation becomespredictive. For example, organizations could start by automatically prescribing a repair
when a manufactured part fails.

10The Information Advantage

As more data is collected, the system could then predict when the part will fail based on
factors such as use, external conditions, previous maintenance and past performance.
The system would automatically flag the part for maintenance, so the failure neveroccurs, potentially saving lives or catastrophic environmental impacts. Likewise,
behavioral and sentiment models can be built and tested to predict the impact ofsegmented customer communications or business decisions. Becoming predictive is
how companies will reduce risk and optimize their assets.
The same principles can also be applied to security and governance, which must
be embedded in all digital transformation efforts from the beginning. All information
represents both opportunity and risk. Only when the risk is properly managed, throughstrong security, discovery and governance, can the full potential of information besafely extracted.
The job of securing business data has never been more challenging, and the financial
exposure of a breach has never been as great as it is today. Many organizations receive
over one million security alerts per day and are required to detect, remediate andrecover from a breach as soon as it is identified.⁶ Post-breach, company examiners
must quickly prioritize, forensically collect, and then assess this evidence—efficiently,
repeatably and defensibly. When organizations leverage the data from these security
processes, they can intelligently automate and improve the quality of their threat
detection, remediation, forensic collection and review. In a society of Zero Trust, thisis job one.
Consider the Auto Club Group (ACG), which is on a journey of digital transformation
towards its secure “Connected Member Vision”:

The ACG represents over 9.4 million members and is one of the largest AAA clubs
in the national association.
Using OpenText Identity and Access Management, ACG will create a single
digital member identity across all business units to reduce complexity, increase
security and streamline the digital experience for customers. ACG wants its
members to be able to securely access any of its products and services fromany digital channel, whenever and wherever they choose. By securely connecting
ecosystems of people, systems and things, ACG believes it can enable newservice offerings, optimize operations, develop new business models andultimately take advantage of the connected economy business model.
The platform will be a game changer for the organization operating in today’s
digital ecosystem where identity awareness and secure access are at the core ofmanaging all interactions, whether human or machine generated.

11

Many organizations are already experiencing the benefits of the Information
Advantage Value Path: the exponential growth of data and its value, opportunities
for new information products and disruptive business models, to name a few. Today,
consumer services are being offered predictively through AI and automation basedon past behavior and current circumstances.
To prosper, the company must take the journey toward becoming an informationcentric business; however, the path is not always easy.

12

The Information Advantage

Obstacles to Attaining Information Advantage
While the future for information-driven organizations is bright, many challenges must
be conquered for a business to realize the Information Advantage.
Modernizing Information and Infrastructure
Information must be modernized, along with the infrastructure that supports it.
Today’s (and tomorrow’s) workforce expects fast, uninhibited access to information
regardless of where it lives. They demand modern and easy-to-use interfaces. They
need new applications, features and insights to serve evolving needs and use-cases—
and they won’t wait for them.
Figure 7:

Our information management strategy needs to bemodernized to meet modern problems.
Completely disagree
Somewhat disagree
No opinion
Somewhat agree

Getting Ahead of the Digital
Transformation Curve

1%
5%
2%
28%

Completely agree64%

Source: AIMM, 2018, Getting Ahead of the Digital Transformation Curve

To modernize information, data across the organization must be digitized anddemocratized. This improves access and makes information easier to understand,leading to faster decision-making. For some organizations, this may involve digitally
capturing information stored on paper. For others, it means extracting metadata to
gain insight, improve collaboration, or simplify governance and security.
When information is digital, it is easier to capture, store, share, analyze and destroy.
Modernized information also underpins both the Information Advantage Value Pathand the ability to leverage IM accelerants such as automation, analytics and AI.
Meanwhile, businesses must also modernize legacy processes and systems thatare inhibiting innovation, while integrating with their existing investments along theway (regardless of where they are hosted). The outcomes speak for themselves.
Greater infrastructure agility and security. Reduced cost and risk. A digital platform for
future innovation.

13

Cloud-based solutions and Platform-as-a-Service (PaaS) microservices are making
this transition easier. Organizations must seek strategic technology partners that canlook at information holistically across the entire business and support a flexible andintegrated journey to the cloud.

Snohomish County Public Utility District (SNOPUD) is the second largest publicly
owned utility in Washington, and is committed to delivering power and water to its
customers in a safe, sustainable and reliable manner.
SNOPUD has implemented OpenText Suite for SAP across the utility’s businessdepartments. The implementation consists of a fully scalable SAP ECM cloud
solution that integrates with its on-premises SAP ERP/EAM supporting real time
access to information in the office or in the field, such as Easements, Materials,
Equipment, Contracts, Purchase Orders and Requisitions. Currently underway is
the implementation of records management and email management capabilities
to meet business, compliance and legal requirements for this publicly
owned company.
SNOPUD’s migration from on-premises to OpenText Cloud Managed Services
will provide business value and agility by ensuring the organization is up-todate on upgrades and patches, along with providing expediency for project
implementation and deployment timeframes. In addition, the company canleverage OpenText expertise and enable its staff members to focus their efforts
on value-added activities such as deploying new business functionality versus
technical environment setup and troubleshooting. Moving to a Cloud Managed
Services environment is a key next step in SNOPUD’s digital transformation journey.

Managing the Flow of Information End-to-End
The end-to-end integration of information sources within business processes andvalue-chains may be the single most challenging—and most important—initiative forachieving the Information Advantage. Information flows from people, businesses,
processes, applications and endpoints both inside and outside the organization. It is anorganization’s lifeblood. It encompasses everything from corporate records, tocustomer and partner data, to endpoint statistics, to intellectual property.

14

The Information Advantage

Integration is challenging because most information lives in isolation. It is siloed
where it can only be used within the application or process where it was created. It
is hard to access, mostly ungoverned and difficult to distribute to the people andprocesses that would benefit from it the most. Businesses are struggling to manageand extract value from this information as volumes increase and formats diversify.
Through integration, information sources add context to one another and can bedelivered to the processes and applications where people work. Integration is the
backbone for information automation, reducing reliance on human intervention
and the likelihood of human error. Content can be analyzed as soon as it is created.
Metadata classifications and governance policies can be automatically applied. Dynamic
connections can be generated, allowing content to be extracted and shared acrossthe organization. Intelligent devices can trigger processes such as service requests,
inventory orders, customer communications or security remediation. Insights can drive
smarter decision-making and enable the business to become predictive.

IM

ERP

A

Intelligent
Information
Core
m
N

r

Productivity

Eco
Systems

et

fo

CRM

Customers

IM
wo

Plat

Business
SystemsHR

A Central Hub for Data Integration

Trading Partners

Insights
l i ca t i on
pp
s

rk

Supply Chain

Figure 8:

Secu ityr

Suppliers
VendorsIM
IM technologies help to solve this challenge by becoming a single hub for information.
They excel at integrating information sources and connecting them to process, whether
business to business, business to customer, application to application, or devices andpeople. Deep integration is essential to the Information Advantage.
Ensuring Success and ROI on Large Scale Initiatives
IM is not a single solution. It is a range of interrelated and complementary systems that,together, handle all information that powers business processes across the extended
organization. As a result, the scale and complexity are often perceived as insurmountable.
The secret to success is a long-term vision and strategy. Approach it in small steps, notgiant leaps. Identify a roadmap of specific challenges and opportunities within a function
or process that will deliver value in the short-term. Then, move on to the next one.

15

Content Services

Business Process

and data within your organization.

and workflows across your organization.

Manage, store and share all the content

Adapt and optimize business processes

Customer Experience

Analytics

for every customer interaction along the

all your organization’s data to drive improved

Security and Discovery

B2B Integration

extract, classify and review content.

collaboration with customers, trading partners

Deliver positive omni-channel engagement Gain control and actionable insights from
customer journey.

Quickly and efficiently secure, search,
Find and protect sensitive data.

decision-making.

Deliver effective communication andand your supply chain.

Large IT programs are not easy to implement successfully. In fact, nine out of ten digitaltransformation programs fail to meet expectations.7 Why do these projects so often failto deliver? Three major culprits, each rearing its head at a different point in the project’s
lifecycle. Firstly, projects can fail to get off the ground during implementation due tocomplexity and a lack of expert resources. Next, they can fail after launch due to poor
adoption. And finally, they can slowly wither and die due to a lack of maintenance andinnovation. The good news is these can all be overcome, with the right support.
An organization needs a strategic technology partner that can help develop its longterm IM roadmap, select projects that will deliver short-term value and guide progress
toward the ultimate vision. The key is to find a partner with an exceptional track recordthat supports customers with similar requirements, has deep industry knowledge andoffers dedicated experts.
One of the most common mistakes business leaders make is tying all expectations
solely to the performance of the new technology. They fail to realize that the people
involved have a huge impact in determining the project’s success or failure. The valueof a new technology is nothing without the new behaviors and practices adopted by
employees. In short, businesses need buy-in at all levels. Value builds when people
willingly change the way they behave and understand why the software offers betterways to do their work.
Empowering Internal IT
Organizations that implement IM technology can expect accelerated return on
investment, peak operational performance, improved agility and enhanced customer
experiences. However, with this immense potential comes immense expectations andpressure on the IT department. They are faced with talent gaps, limited resources andshrinking budgets. Their top people are stuck maintaining older systems that are notcore to the business, rather than innovating to drive the business forward.
Managed services can help bridge the gap between internal IT capacity and thedemand for high-performance, scalable and stable business technologies.
•

Business value: Managed services can provide access to innovative systems thatact as competitive differentiators, enabling the business to release new products,
enter new markets and quickly exploit new opportunities.

16

Figure 9:
Multi-faceted IM Technology

The Information Advantage•

Cost control: Capital expenditure can be virtually eliminated. Investing in
new hardware and software is unnecessary if systems are moved to a cloud
implementation. Operating costs become more predictable and internal staffing
costs, particularly in IT and systems teams, are either reduced or removed.

•

Workforce optimization: Internal IT employees will be released from mundane
tasks while gaining access to specialized IT expertise and business skills. This will
free them to focus on strategy and innovation.

•

Simplicity of management: Optimized IM systems, fully managed by the software
provider, alleviate the complexity of managing and growing the solution as time goeson. Never go through the hassle of upgrading again.

•

Security and compliance: Managed services providers bring the technology,
security and software expertise to minimize risk and meet compliancerequirements by customer, industry and country. Security and complianceare areas most managed services providers focus on, often with significant
resourcing and expertise.

•

Business flexibility: The company can choose any combination of public or
private cloud, off-cloud, hybrid and Software-as-a-Service. When deployment
model priorities change, the managed services team can help manage thetransition and continuity of service.

Armed with an awareness of the challenges the business must surmount, the next
step is to examine how specific IM platforms and accelerants pave the way to the
Information Advantage.

17

Technology for Information Advantage: IM Platforms
Agile, centralized and integrated IM platforms are essential to unlocking theInformation Advantage and reaching digital transformation.
Four key IM platforms help businesses manage growing data volumes and complexity:
Content Services, Business Network, Experience Management, and Security andDiscovery. These platforms offer seamless integration with key applications, includingEnterprise Resource Planning (ERP), Customer Relationship Management (CRM)
and Human Resources (HR). This allows information to flow and create end-to-end
business processes that improve operational performance, customer satisfaction andrisk management.
Figure 10:
Content Services

Business Network

Experience
Management

Security &Discovery

IM Platforms

Content Services
Information is the lifeblood of every organization, and content makes up the majorityof this extremely valuable asset. The enterprise cannot operate without content.
Content touches all processes across the business, and all processes across thebusiness generate content (and content-related data exhaust). Managing all of thisinformation—capturing, accessing, distributing and governing it—is a critical and everexpanding undertaking.
Content Services is the evolution and extension of traditional Enterprise Content
Management (ECM) platforms. Layered onto existing content management systems,
Content Services allows organizations to manage all structured and unstructured data,
connecting content to processes to accelerate productivity and improve governance.
It enables integration with processes to bridge silos. Users have real-time access torelevant information in lead applications such as SAP, Microsoft and Salesforce. It
automatically classifies information and facilitates information flow inside and outside
the organization.
Figure 11:Intelligent Automation

CaptureSearch & Analytics

18

Key Integrations

Horizontal Solutions

Content Services

Archiving

Records Management

Industry Solutions

Document Generation

Cloud

Content Services—Connecting Content
to Digital Business

The Information Advantage

Content Services provides complete lifecycle management of information from capture
to use, archiving and disposal. A content platform can capture data from paper
documents, electronic files and other sources and transform it into machine-readable
digital content at scale. It can extend the reach of this content to environments where itis needed—including in-house team collaboration, remote field locations and external
partners. This is all done while complying with industry, regional and global governancerequirements. Finally, a strong Content Services platform provides a scalable and flexible
foundation for a future based on the cloud, automation, analysis and AI.

DHFL Pramerica Life Insurance Co. Ltd. (DPLI) is one of India’s most progressive
life insurers, offering a comprehensive suite of products to cater to the varied
insurance needs of its customers. It has a focused and segmented approach to
distribution and is a leader in certain niche markets, such as the armed forces,
micro-financing and housing finance segments.
In a bid to ensure even more people can access the right level of life insurance
quickly and easily, DPLI looked to OpenText to complete a large-scaletransformation project to digitize its key business processes. This included
supporting the creation of insurance policy documents and managing new
insurance agents and channel partners. The OpenText deployment at DPLI
includes the development of end-to-end workflows to support critical businessapplications, such as new business processing, receipting and collections andits channel management system. The applications extend across the company’s
126 branches in India, its processing centers, contact center and head office. The
solution also provides more than 120 integration touchpoints aligned with DPLI’s
core policy administration system (PAS), providing a seamless data exchange andnear real-time information for processing and viewing.
The integrated solution provides productivity gains in the company’s day-to-day
business processing, while also retaining operational controls, and has decreased
processing costs by approximately 25–30%.

19

Business Network
Within the organization and beyond, information must be fluid while remaining secureand compliant. The Business Network centralizes any-to-any integration and manages
the flow of information across the extended business ecosystem of people, systems
and things. It simplifies B2B interactions and application integration while generating
insights and driving efficiency.
Figure 12:

ManageCollaborate

cureNotifyAnalyzeSe

The Business Network—Integrating
a Planetary Business Ecosystem

Me
ssa
ge

e
rat
eg
t
In

n
Co

ne

ct

M anage

The Business Network is essential for the digitization of supply chains and trading
communities. It delivers deep integration with backend systems to streamline trading
partner onboarding, as well as Procure-to-Pay (P2P) and Order-to-Cash (O2C) cycles.
From digital fax to integrated scheduling, messaging and payments, the BusinessNetwork streamlines omni-channel communications, file exchange, cash management,collections and inventory harmonization.
Business networks are the backbone for taking advantage of the IoT, unifying Identity andAccess Management (IAM), and integrating information sources across the business. They
can leverage IoT data to optimize field asset uptime and operations. They can integrate
multiple cloud apps for a seamless employee experience. Further, business networks
help create and manage user accounts, roles, and access rights for users, systems andthings across the entire digital business ecosystem.

20

The Information Advantage

Solenis is a leading global supplier of water treatment and process chemicals,
and supports customers with application insights and practical expertise. They
produce chemicals that go into the manufacturing process for primarily heavy
industries. Solenis’ global supply chain previously relied on manual processes
using legacy systems that made the company’s B2B process and supply chain
management complicated and cumbersome. They were seeking a solution to help
build a digitized conversation where systems can be managed from beginning to
end so they could focus their attention on top line growth, innovation and sales.
Solenis turned to OpenText for a solution to simplify and automate their internal
processes, such as managing the flow of transactions with their suppliers andcustomers. OpenText also enabled Solenis to quickly onboard new customers
and suppliers to Solenis’ new cloud-based platform. By choosing B2B Managed
Services, the company leverages OpenText to lead the implementation and help
manage the everyday operations of the solution, freeing up Solenis staff to focus
on their core business and new opportunities.

Experience Management
One of the most compelling benefits of the Information Advantage is the ability todeliver highly personalized content to create exceptional experiences for customers,
employees and partners. Experience platforms deliver better engagement, insightand scalable personalization, which fuel loyalty and translate to revenue.

VoC
Voice of the Consumer
Journey
360° View of the Customer

AI / ML / BI
Artificial Intelligence &Experience Analytics
WFO
Workforce Optimization

Process
Team Collaboration

CreateInsight

Personalize

Experience
Management

MeasureDeliver

WCM
Web & Digital Content Mgmt.

Figure 13:
Experience Management—
Create Exceptional Experiences

CCM
Customer Communications
DAM
Digital Asset Management
IFAIntelligent Forms Automation

21

Companies can take the burden off communications managers to deliver individualizedomni-channel experiences by augmenting the capabilities of systems of record withIM accelerants like automation, analytics and AI. A good experience platform should
centralize the ability to create, personalize, manage, deliver, measure and analyze
customer touchpoints—leading to streamlined processes, less friction, uniqueexperiences and happy customers.
Security and Discovery
With cybercrime evolving rapidly, data security is no longer an optional component to
IM. A strong Security and Discovery platform is now critical to protect these incredibly
valuable and vulnerable assets. Without the capabilities to detect, defend against,
investigate and remediate security threats, organizations are left wide open to breaches,fines and litigation.
While Security and Discovery platforms are distinct, they both aim to protect businessinformation—proactively and reactively. Security is focused on upfront defense,
threat response, remediation and forensic collection, while Discovery handles internal
investigations and post-incident legal hold, review, analysis and redaction.
Take endpoints as an example. Endpoints are involved in virtually every digital attack.
Organizations can minimize risk by allowing security teams to remotely quarantine
compromised endpoints and remediate the threat as soon as an incident is identified.
Organizations also need to be able to discreetly and defensibly preserve and collect all
potentially-responsive data deemed relevant to an incident as soon as it is uncovered.
All this can be accomplished with the right platform.
The best information security solutions provide deep visibility into data security
and investigate risk across all endpoints as it emerges. Triage is faster with greater
automation and contextualization of security events. Decision-making power, data
loss prevention and remediation can be made even more effective as machine learning
capabilities are introduced.
Content Services: Data Management, Protection, Analysis,
Remediation, Cleanup
Share & Collaborate with Confidence
Endpoint Forensics
Identity & Access Management (Data Ownership,
People, Applications, Machines)
Single Instance of Trading Partner Trust
Discovery
Auto-classification of Personally Identifiable Information (PII),
Protected Health Information (PHI) and Payment Card
Industry (PCI) Data

22

Figure 14:

Security—The Immune System for Business

The Information Advantage

A robust security platform will secure sensitive information, find evidence faster,
reduce risk and respond to cyberthreats with powerful digital forensics and discovery
capabilities. It should also be able to manage the entire eDiscovery lifecycle end-to-end,
from legal hold and collection to review, analysis and production—while integrating withother IM platforms, automation and AI capabilities.
IM platforms have impressive capabilities on their own, but their capabilities multiply
when combined with the power of IM accelerants.

23

Technology for Information Advantage: IM Accelerants
IM platforms are the foundation for managing information but when innovative
horizontal technologies are added to the mix, these platforms can be built upon to truly
fast-track business transformation. The major IM accelerants are: automation, cloud, AI
and analytics. Other accelerants include technologies like mobile, 5G connectivity andthe IoT.
Combined with IM platforms, IM accelerants process and enrich data to create
enormous derivative value. They capture and synthesize data exhaust at incredible
scale. IM accelerants generate insight that can inform decision-making, automate
processes and deliver information where it is needed, augmenting human capacityand empowering creativity and innovation.
IM accelerants have a cumulative effect. They are often used together in the cloudand combined with one or more IM platforms for maximum impact. Cloud provides
vast resources for other accelerants to operate at scale and deliver on rapid innovation.
Cloud is the connective tissue for information to flow easily across systems.
Mobile communications extend an organization’s reach and add hundreds of billions
of endpoints that generate and consume information. AI synthesizes this massive
amount of information, producing insight and predictions, fueling deeper automation.

New
insights,
products andbusinessmodels

Improved
customer,
employee andpartnerexperiences

Derivative
Value

Optimized
processes,
machines andhumanbehavior

Figure 15:

Enhancedsecurity andgovernancecapabilities

IM Accelerants process and enrich data exhaust at
scale to create derivative value

Automation

MobileCloud / SaaS

Artificial Intelligence

Analytics

Any-to-Any Integration

Data Exhaust
Lifecycle

Consumption

Transactions

Sentiment

Click Stream

Behavior

Relevance

Identities

Digital Twins

Preference

Risk

Threats

Content Services

Business Network

Experience

Security

Endpoint Remediation
Communications
and Response
Media
Web
Digital Forensics
VoC
eDiscovery
WFOIFA
IM Platforms are the foundation for managing information on- or off-cloud

ECM
CaptureRecords
Archiving
Unstructured Data24

Trading Grid
IoT
IAM
iPaaS
EDI

Creating Derivative Valuefrom Data Exhaust

The Information Advantage

This ongoing cycle is impossible without IM accelerants to lift organizations toward
the Information Advantage. This is where information yields new products and businessmodels. Value chains are simplified. Security and governance are intelligently automated.
Customer experiences are made exceptional.
Automation
Process automation is a cornerstone of operational effectiveness. In the past,businesses turned to Business Process Management software to automate complex
processes in the quest to cut costs. Today’s emphasis on customer experience isforcing organizations to look at automation from a different perspective: how can
automation be used to drive superior customer experiences, improve data quality
and free up employees’ time so they can be innovative?
According to Forrester Research, software selection often requires evaluating
the trade-off between power and simplicity; the emerging market for digitallytransformative process software is no exception.8 Digital Process Automation (DPA) is an
arena of technology that lives between the highly robust and complex Business Process
Management (BPM) market and basic workflow tools.

High

Process
complexity

Low

Traditional
BPM

MiddlegroundWorkflowtools

Figure 16:

IT-ledCost-focused

DPA Platforms Occupy the Middle Groundof Process Automation

CustomComplex

Many

Data
integration

Process
mappingAIfeatures

Standard

Basic

Few

Informal, individualBusiness-led

Source: Forrester, May 2018, Refocus Process Automation To Rescue Your Digital Transformation

Automating processes to improve customer, partner and employee experiences
requires strategic direction and involvement from lines of business that manage these
relationships. They are closest to where the processes occur, and so are best equipped
to automate them. Low-code DPA platforms are enabling business analysts to quickly
prototype, model and iterate applications to ensure required information is incorporated,presented intuitively and that processes flow efficiently. The result is that customers cando more online, and employees and partners are empowered to deliver differentiating
customer service.

25

Figure 17:High

DPA Use-cases—
Uncharted Software-Delivery Territory
App complexity

Low

IT zoneFew highly
controlledapps

Biz developer zone

Many apps that automate
customer journeys

Number of apps
Source: Forrester, May 2018, Refocus Process Automation To Rescue Your Digital Transformation

IT and developers are stretched thin and often have a large backlog of projects. Having
the business analysts develop a prototype speeds delivery. It works best when thebusiness designs, prototypes and models (they know what the screens need to look
like and where the process gaps are) while IT is freed up to focus on more challenging
development like security, governance and integration.
Low-code DPA platforms include drag-and-drop interfaces to quickly build prototypes
or minimum viable applications, delivering faster value to users. Existing applications canbe extended, and IM platform microservices can be used to iterate and expand apps inthe cloud to meet growing business needs.
Consider a campaign marketing manager, who could leverage a DPA platform to optimize
their digital media supply chain across content writers, creatives, developers andexecutive reviewers. This complex supply chain can be simplified by tapping into a broad
set of content production, management, integration and workflow services. Additionally, it
can be automated to distribute content to the right people, channels and devices.
Payment and reimbursement are common scenarios that impact both employees
and customers. For example: Before deploying tightly integrated DPA, ERP and content
platforms, Bangkok Airways manually processed cash compensation to passengers for
irregularities or inconveniences. After implementing a low-code development platform
and Content Services, they were able to address complex process automation and casemanagement challenges, and deeply integrate process and documents with transactionsin SAP. The result increased efficiency, which allowed employees to concentrate on
improving the customer experience—by getting customers their compensation faster,along with other ways to delight and differentiate.
The number of organizations adopting DPA platforms with low-code capabilities is
growing rapidly because of how the technology empowers businesses to improve both
operational efficiency and customer experience—at a scale that would not otherwise
be possible.

26

The Information Advantage

Cloud
The migration to cloud is no longer compelled by cost savings and business agility
alone. Cloud accelerates business transformations.9 With its near limitless resources andability to connect the entire business ecosystem, cloud has become the destination for
innovation. It is where brilliant ideas turn into successful solutions or new business models,
faster than ever before.
For example, by securely connecting devices, patients and hospital networks, a medical
device manufacturer can now sell patient services such as heart-monitoring-as-a-service,in addition to its core business of selling devices to hospitals.10 Subscribers and medical
professionals can access the same information in real time.
Cloud simplifies the interactions between applications, businesses, people and things.
Through microservices and APIs, authorized systems and applications can consume
any API-enabled capability as it is needed. Technology partners can easily integratewith the unique capabilities of a customer’s software, and vice versa. An independent
software vendor (ISV) could build a custom solution for a mutual customer that pulls inContent Services from one platform, Identity Services from another and Security from
yet another. Being able to simply call these services from the cloud helps businesses
quickly develop new and customized use-cases rather than rebuilding the foundations
from scratch. A modern developer platform allows customers to create hybrid cloud
applications in days, or even minutes—with a focus on innovation, rapid prototyping
and the end-user.
To optimize performance, meet regulatory requirements and transition workloads tothe cloud responsibly, organizations need flexible options for public, private or hybrid
cloud deployments. Both off and on-cloud applications must work together seamlessly
within a common framework.
There is no question that cloud has introduced new complexities in technology
investment. Lines of business have been empowered to buy their own solutions whiledevelopers build their own in-house applications. IT departments are also underpressure to simplify and standardize.
Cloud services offer many opportunities to extend processes and workflows to
employees, customers and partners. To get the most out of cloud, organizations
should seek vendors who can deliver hybrid IM microservices, compelling
applications for business users and a modern developer platform with low andhigh code options to accelerate time-to-market.
AI and Analytics
Businesses constantly generate information. Artificial intelligence and analytics uncover
the hidden value of that information. Advanced analytics enables organizations togenerate insights on current business processes, and even predict outcomes basedon historical information. AI acts as a force multiplier for these insights by incorporatingmachine learning capabilities.

27

Artificial intelligence can further augment Content Services with capabilities such as
natural language processing, sentiment analysis and complex concept classification.
Using these abilities, it can intelligently automate redactions throughout content
for privacy, legal or security use-cases. The same capabilities can also be used tobetter understand the voice of the customer by identifying patterns in social media andthe press.

During the 2018 Group of Seven (G7) Summit, its host, Canada, wanted to keep areal-time pulse on the public opinion on each of the five global hot topics: economic
growth, gender equality, climate change, peace and security, and training for the jobsof the future. However, traditional means of analyzing public opinion (such as polls,
call campaigns or letters) were either too delayed, ineffective or labor intensive.
Canada needed a technology solution that could process and analyze news, social
media and all digital communications to representatives as they occurred.
Canada turned to OpenText™ for its AI-powered analytics platform that combines
open source machine learning with advanced analytics, enterprise-grade BusinessIntelligence, and the ability to acquire, merge, manage, and analyze big data andbig content in a wide range of formats. Digesting thousands of articles, tweetsof news and social media commentary every week, the My G7 site, powered by
OpenText, enabled visual monitoring, comparisons and discovery of interesting facts
around global opinions of the 2018 G7 Summit’s topics. It showed what the public
was saying in near real time—by topics and keywords, countries, dates and toneof the coverage (positive, negative or neutral). It was even sophisticated enough tointerpret sarcasm, emojis and other nuances.
The site provided G7 representatives with accurate and up-to-date knowledge
about the feelings and desires of the people they represented. This point-in-timeuse-case for this technology represents a major leap forward in how elected officials
can leverage technology to better understand the will of the people they represent.
The use-cases do not stop there. OpenText knows making sense of unstructured
content is a challenge for many organizations. Whether it is spotting clues ininsurance claims that could indicate fraud, searching for patterns in contracts that
could help a company negotiate more consistent and profitable deals, or taking
the temperature of consumer sentiment about product changes, organizations
now have the opportunity to use content analytics solutions that are more precise
and scalable.

28

The Information Advantage

Connected to an Experience platform, AI and analytics can provide intelligent
communications and product recommendations directly to customers based on the
structured and unstructured data related to them. This can help attract and retain
customers, increase engagement and drive profitability. For example, a utility company
can predict power outages in a given area based on current weather data and historicaloutage data. Personalized, automated communications can then be delivered to atrisk customers, letting them know about possible or confirmed outages, and setting
expectations on when power will be restored.
This level of engagement builds trust (both in the company and in the underlying
technology). It also presents an opportunity to solicit customer feedback, which can be
managed and triaged by AI chatbots. This engaged base would be ripe for personalized
offers. The utility company could deliver targeted communications for alternative energy
products and power-backup solutions to customers who experience frequent outages,
driving both profitability and customer satisfaction.
When AI and analytics are integrated with IoT on a Business Network platform, they can
optimize inventory management and asset performance as well as deliver predictive
maintenance. They can process big data and big content made up of IM systems,
intelligent endpoints and external data to improve decision-making related to unplanned
downtime, safety, and asset and operational efficiency.
To gain the Information Advantage, organizations must seek technology vendors thatoffer horizontal accelerants with deep integration into critical IM platforms. This is thepath to an information transformation that expands the boundaries of what is possible.

29

We Are All Information Companies
Commodity capital is being replaced by a new wave of capital: information capital. And
unlike commodities, the worth of information is exponential. Commodities deteriorate
with use; information becomes invaluable and even generates additional information.
More information means more possibilities, more connections and a greater advantage.
Figure 18:
Metcalfe’s Law 11—The Exponential Powerof Data Abundance

2 = 1 connection

5 = 10 connections

10 = 66 connections

That is why we are all Information Companies. It is the future of business and only
those who make the transformation will survive. The alternative is to become obsolete.
Every business must use its data to disrupt—disrupt its own relationship withinformation, disrupt its business models, disrupt its competitors, disrupt its industry.
Information disruption requires an information-first business model and culture.
What does this look like?
The future of the automobile industry perfectly illustrates the disruptive power of theInformation Advantage. This entrenched and often slow-moving industry is on the brinkof massive change. To stay relevant, top automakers must transcend their mindset
about everything from production processes, to fuel sources, to who (or what) drives thevehicle, to the very essence of what an automobile company is.
Figure 19:• User driving information• Car & road data
• Locations, speeds, traffic• Passages, health, video

Horse & Buggy

30

First Car

Assembly
Plant

Modern Car“Software”

Future Car“Autonomous”

Information Disruption—Automotive

Insurance
Company

The Information Advantage

An automotive company’s top competitors are no longer other automotive companies.
The true competition? Software companies like Apple, for the design of the user
experience within the vehicle. Anti-car companies like Uber, for making vehicle
ownership irrelevant. And insurance companies, for the wealth of information they collect.
Automotive companies will become insurance companies. Leveraging the Internet ofThings and 5G connectivity, among other technologies, they will have access to data on
how many people are in the car, the speed at which the driver takes a corner, how fast
the driver accelerates, the vehicle’s location, current traffic, whether music or videos areplayed and how often, whether the GPS is on, and so on…
Building a great car is only the beginning. The next steps are capturing and analyzing
the host of data available, becoming predictive, and using that Information Advantage totransform into an Information Company.
Every industry must think like this. A payroll company is not a payroll company—it isan income distribution analytics company. A wearable technology company is not asoftware and hardware company—it is a national health trends analysis and prediction
firm. Amazon is not a retailer—it is a data-driven logistics, AI and cloud company thatknows what consumers want before they do.
A bank is not simply a financial services provider, but financial experience cultivator:

The Royal Bank of Canada (RBC) is a Canadian multinational financial services
company and the largest bank in Canada by market capitalization. The bankserves over 16 million clients and has 80,000 employees worldwide.
RBC leverages OpenText™ TeamSite™ and OpenText™ LiveSite™ to acceleratechange to optimize internal processes within its organization. By implementing
digital innovation, such as personalization, and standardizing its high-performancearchitecture as a foundation to the platform, RBC has exceeded targets aroundemployee satisfaction, increased productivity and improved time to market to
implement the next generation of digital tools.
Similarly, RBC’s investments in digital transformation streamline the processes
within the bank. Its work enables collaboration that reduces silos and improves
time to market by leveraging AI to predict information users will want andcustomizing their online experiences for each individual user across the enterprise.

31

The rules of every major industry have been rewritten. With that comes new ways to work.
The Information Company must support the next generation workforce, apply newtechnologies, leverage information, attract new skillsets and engage with new roles:
the Digital Nomad, the Data Officer, the Data Scientist and the Developer.
The Digital Nomad—championed by Millennials and Gen Z—is remote, mobile and must
be able to collaborate effectively within and outside of the organization. Enabling theDigital Nomads requires platforms that make it easy to find, share and update content
securely regardless of location, device or application.
The Data Officer’s chief focus is the security, privacy and compliance of information.
With IM, information is centralized in a secure and intelligent hub so the Data
Officer can enforce compliance policies, manage identities and access, and protect
against threats.
To use information to its fullest potential, organizations—and the Data Scientist—need unparalleled access to business insights. AI augments the work of the Data
Scientist by helping make sense of rich data lakes through visualizations, machinelearning algorithms and predictive suggestions.
The Developer is central to the API economy and the development of applications thatare secure from day one. To enhance an organization’s ability to respond to market shifts
and customer needs, The Developer needs a platform for process automation, casemanagement and low-code application development.
This confluence of forces—the workforce of the future, information capital, Industry 4.0
technologies—has changed the nature of competition.
Figure 20:
Information Drives Disruptive Models

Enhanced
Decision-making

RadicalPersonalization(Internet of Me)

Hyper-efficiency

Information
Perfect Supply/ Demand /Pricing

Hyperscale
Real-time
Matching

Displacementof Repetitive
Human Work

32

The Information Advantage

Information is driving new and exciting opportunities to change the way we conductbusiness, run governments and go about our personal lives. Led by technologies like IM,
cloud, 5G, AI and the IoT, the capacity for organizations to generate, collect and enrichinformation is extraordinary.
This new world requires a new mindset. Data is not a by-product of doing business.
Data is the product, the service and the method of doing business. Each company needs
information-driven processes, people, technologies and business models—an end-toend transformation.
Think big, start small, scale fast, disrupt. We are all Information Companies.

33

Technology for the Good
Amid information disruption, the responsible business sees an opportunity intechnology for the good. Thanks to the disruptive power of the Information Advantage,businesses can become Information Companies—and use their information to improve
our world.
Figure 21:
Environmental
Social &GovernanceEnterprise
Risk
Management

Corporate
SocialResponsibility

The Responsible Business

PurposePeoplePromiseWe all have a larger role to play. We know that information can disrupt business models.
Why not use information to disrupt the critical issues the world is facing today? It istime to use technology for the good. There has never been a more important time forpurpose and impact in the world.
The responsible business encompasses three approaches: 1) Environmental,
Social and Governance, 2) Enterprise Risk Management, and 3) Corporate Social
Responsibility. To face the challenges ahead, these three approaches must align.
Combined with the Information Advantage, they have the power to solve theworld’s biggest problems, including world hunger, poverty, disease, inequality andclimate change. The Information Advantage empowers organizations to do good in
unprecedented and extraordinary ways.
The United Nations Global Compact (UNGC) 17 Sustainable Development Goals target
these problems and more with an all-in approach.12 It is not about reducing poverty—it
is about zero poverty. Zero hunger. Good health. Quality education. Gender equality. It
is about creating the world we aspire to live in. There is work to do, and the responsible
business can take the lead.
It is an amazing time to be a citizen of the world. Advances in digital technology arehaving a profound effect on our lives, changing the way we live and work in dramaticways. Technology is being used to fight crime.13 It is bringing digital agriculture to theworld, combatting fraud, and improving lifestyles.14 It is helping to eliminate poverty.15
Effective solutions depend on having the most accurate and up-to-date information,
expertly collected and analyzed to identify trends, and leveraged with the predictive
power of AI and machine learning. Information can be used to eradicate disease.
Biotechnology and gene therapy are helping to fight disease and slow the aging
process to help us live longer, healthier and happier lives.

34

The Information Advantage

Technology can help facilitate life-saving treatments, as is the case with Philips
Radiation Oncology:

Philips Radiation Oncology is a leading healthcare technology company focusedon improving people’s health and enabling better outcomes across the healthcontinuum from healthy living and prevention, to diagnosis, cancer treatment andhome care. Philips Radiation Oncology provides end-to-end solutions combining
diagnostic equipment with imaging and treatment planning software to hospitals
and clinics across the globe for cancer treatment.
The Philips Radiation Oncology team chose OpenText™ Exceed™ TurboX to provide
remote access to their therapy planning application stack, enabling doctors andclinicians to view, prescribe and plan treatments remotely over hospital networks as
it is critical to provide their clinicians access where they do their work throughout thehealthcare enterprise and community, which improves the quality and timing of care.
Exceed TurboX meets Philips’ strict requirements for pixel-perfect 2D display andresponsive sessions, ensuring accurate analysis and fast turnaround for doctors
and clinicians who interact with Philips software remotely from their workspaces.
This combined solution helps hospitals improve the treatment planning ofcancers through seamless integration of tasks and better communication
throughout the treatment preparation process. With Exceed TurboX, Philips
Radiation Oncology is also able to increase the security and privacy of patientdata, by enabling strong encryption, integrated authentication and idle session
logout for remote interactive sessions.

There is an urgency to many challenges. Technology can help us enjoy a better qualityof life—but it is all in vain if our planet is uninhabitable. Global warming has made theworld 1 degree Celsius (or 1.8 F) warmer since pre-industrial times, and this increase ishaving a major economic impact.16 Climate change and wars are escalating the refugee
crisis. Global food loss and waste (1.3 billion tons worth) costs almost $1 trillion peryear and generates 8% of global greenhouse gas emissions.17 Flood damages for theworld’s 136 largest coastal cities could cost $1 trillion annually over the next 20 to 30
years.18 Sustainable environmental solutions are urgently needed.
Top companies are taking note. Nestlé is committed to protecting and distributing water
resources.19 Coca-Cola is moving away from plastics and using alternatives that support
the circular economy.20 Companies are using IM technology to build the next generationof ethical supply chains.

35

OpenText knows how to bring software to the battle. IM solutions equip organizations to
use technology for the good—to create the world’s best businesses, design andmarket life-changing products, fuel top talent, empower people, and improve health,safety and quality of life. IM can help companies to build, maintain and cultivate adiverse and inclusive culture and workforce that fuels strategies for growth andinnovation, and maximizes the potential of employees, customers and brands. It can help
also companies track and trace their processes from the source of raw goods
through to delivery to the consumer, creating ethical supply chains. Companies cantake pride in supporting suppliers and customers who make a difference, enabling themto engage and improve their communities, develop smart cities, and impact the planet inpositive ways through sustainable energy.
Information plays an essential role in the fight for good. We can solve the world’s
problems through technology.

ZOLL Medical Corporation is a leader in medical devices and software solutions
that help advance emergency care and save lives, with products for defibrillationand monitoring, circulation and CPR feedback, data management, fluid
resuscitation, therapeutic temperature management, and ventilation. In 2006, ZOLL
acquired LifeVest—the world’s first wearable defibrillator (WCD) worn by patientsat risk for sudden cardiac death. To fit a new patient with a LifeVest WCD requires
a prescription from a healthcare provider, as well as documentation to support thediagnosis and medical need for LifeVest. On a daily basis, ZOLL receives hundredsof faxed orders along with supporting documentation for the LifeVest WCD. For
patients at risk for sudden cardiac death, receiving a LifeVest WCD as quickly as
possible is vital.
To manage the growing volume of these critical LifeVest faxes, ZOLL deployed the
OpenText RightFax with RightFax Connect enterprise fax solution. In addition, ZOLL
also utilizes OpenText Capture Center and Content Suite, allowing them to triage
inbound information and store it securely for easy access in the future.
OpenText RightFax Connect provides secure information exchange, which is
critical for ZOLL. It lets them know exactly what’s coming in and exactly whenand how it’s received, which enables ZOLL to be confident in their HIPAA (Health
Insurance Portability and Accountability Act) compliance.
To get patients’ insurance approved and get them fit for LifeVest in a timely manner,
it is critical for the company to have the ability to transmit information quickly
and disseminate it into the right hands within their organization. Having a tool like
OpenText RightFax with RightFax Connect helps give the company the ability tomeet that commitment to patients.

36

The Information Advantage

It is time to act. The idea of technology for the good must transcend people, organizations, companies and borders to improve businesses and the world. This is a new way ofworking and a new way of thinking.
We live in an explosion of information and within that data lies unlimited potential. Let’s
tap into that potential with our creativity—our most powerful innate tool. With IM, we
can transform data into insights and create novel solutions in ways we are only
beginning to imagine. We can use the masses of information at our disposal to benefit
our greatest enterprise: humanity.
The responsible business sees the world’s problems as opportunities. It is time to put
decades of research, discoveries and advancements toward the greater good, and use
the Information Advantage to make the world a better place.

37

The Information Advantage

Endnotes
1J eff Desjardins, “How much data is generated each day?” World
Economic Forum, April 17, 2019, https://www.weforum.org/
agenda/2019/04/how-much-data-is-generated-each-daycf4bddf29f/ (accessed August 2019).
2Christo Petrov, “Big Data Statistics 2019,” TechJury, March 22, 2019,https://techjury.net/stats-about/big-data-statistics/ (accessed
August 2019).
3” Machine Learning Market by Service (Professional Services, andManaged Services), for BFSI, Healthcare, and Life Science, Retail,Telecommunication, Government and Defense, Manufacturing,
Energy and Utilities, Others: Global Industry Perspective,
Comprehensive Analysis, and Forecast, 2017-2024,” Zion Market
Research, July 11, 2018, https://www.zionmarketresearch.com/report/machine-learning-market (accessed August 2019).
4A lison DeNisco Rayome, “Infographic: What Gen Z actually wants
in the workplace,” TechRepublic, December 18, 2018, https://www.
techrepublic.com/article/infographic-what-gen-z-actually-wants-inthe-workplace/ (accessed August 2019).
5J ames Manyika et al, “Jobs lost, jobs gained: What the future of work
will mean for jobs, skills, and wages,” McKinsey & Company, November
2017, https://www.mckinsey.com/featured-insights/future-of-work/
jobs-lost-jobs-gained-what-the-future-of-work-will-mean-for-jobsskills-and-wages (accessed August 2019).
6Tami Casey, “Survey: 27 Percent of IT professionals receive more than
1 million security alerts daily,” Imperva, May 28, 2018, https://www.
imperva.com/blog/27-percent-of-it-professionals-receive-more-than1-million-security-alerts-daily/ (accessed August 2019).
7Scott Carey, “Why 9 out of 10 digital transformation projects fail,”ComputerWorld, July 26, 2017, https://www.computerworld.com/
article/3427477/why-9-out-of-10-digital-transformation-projects-fail.
html (accessed August 2019).
8Rob Koplowitz and John R. Rymer, “Refocus Process Automation to
Rescue Your Digital Transformation,” Forrester, May 2018.
9Dave Bartoletti and Liz Herbert, “Cloud Powers The New Platform
Economy,” Forrester, October 12, 2018.
10Ibid.

12“ Making Global Goals Local Business,” United Nations Global
Compact, https://www.unglobalcompact.org/sdgs (accessed August2019).
13B rent Whitfield, “How EnCase Software has Been Used in Major
Crime Cases (Plus how to use EnCase Forensic Imager Yourself),”
eForensics Magazine, April 15, 2019, https://eforensicsmag.com/
how-encase-software-has-been-used-major-crime-cases-plushow-to-use-encase-forensic-imager-yourself-by-brent-whitfield/(accessed August 2019).
14Tereza Pultarova, “Robotic Farm Completes 1st Fully Autonomous
Harvest,” Live Science, September 29, 2017, https://www.livescience.
com/60567-robotically-tended-farm-completes-first-harvest.html(accessed August 2019).
15M artin Burt, “How technology can help us eliminate, not alleviate,
poverty,” World Economic Forum, September 09, 2015, https://www.weforum.org/agenda/2015/09/how-technology-can-help-useliminate-not-alleviate-poverty/ (accessed August 2019).
16Kevin Loria, “Scientists calculated a ‘point of no return’ for dealing
with climate change — and time is running out,” Business Insider,
August 30, 2018, https://www.businessinsider.com/global-warmingpoint-of-no-return-temperature-2018-8 (accessed October 2019).
17“ UN announces first-ever global standard to measure food loss
and waste,” United Nations, June 07, 2016, https://www.un.org/
sustainabledevelopment/blog/2016/06/un-announces-first-everglobal-standard-to-measure-food-loss-and-waste/ (accessed
August 2019).
18T im Sandle, “Global flood damage set to reach $1 trillion by 2015,”
Digital Journal, August 23, 2013, http://www.digitaljournal.com/
article/356946 (accessed August 2019).
19“ Water is for everyone,” Nestle, https://www.nestle.com/csv/impact/water (accessed August 2019).
20Emma Newburger, “Coca-Cola, PepsiCo break ties with plastic
lobbying group amid mounting scrutiny over pollution,” CNBC, July23, 2019, https://www.cnbc.com/2019/07/23/coca-cola-pepsicobreak-ties-with-plastics-industry-association.html (accessed
August 2019).

11C arl Shapiro and Hal R. Varian, “Information Rules: A Strategic Guide
to the Network Economy,” Harvard Business Review Press, November
19, 1998.

39

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