Content Services:
A New Way to Work

CEO White Paper

Mark J. Barrenechea
OpenText CEO and CTO

Content Services: A New Way to Work

Contents
Introduction

2

New Ways to Work

4What Is Content Services

7

Embracing New Ways to Work

12

New Ways of Thinking

19

The Digital Business and the Digital Workplace

22

Future Ways to Work

29

1

Introduction
Every industrial revolution has caused momentous shifts across all aspects of life—fromthe means of production to quality of life, from transportation to communication, fromsystems of commerce to systems of power. The changes are political, personal, social,economic, ideological.
Industry 1.0 introduced steam power, leading to urbanization and the creation of the
middle class. Work moved from the farm to the factory. Tasks previously done by handwere mechanized, birthing entirely new industries based on large-scale manufacturing.
Value creation changed from land to capital.
Electricity launched Industry 2.0, ushering in a new system of power delivery and an eraof seemingly magical capabilities like refrigeration, safe lighting indoors and out, andradio communications. Workers learned to operate new electricity-based technologies,
thereby reaching new heights of productivity.
The advent of the integrated circuit marks Industry 3.0, the beginning of the digitalage. Computers, powerful communications technologies and the internet together
accelerated automation, innovation and globalization. Work moved again, this timefrom the factory to the office.1 The workplace—and the world—began to march to thedrumbeat of digital.
Figure 1:
The 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)

Throughout this history, technological advancement has progressively sped up. Justconsider the recency of the third industrial revolution—many of us lived through it. Yet,
we are already entering the next revolution.
We are now demonstrably in Industry 4.0, and it is incredible. It is an age of extremes.
Technologies of scale, like nanotechnology, artificial intelligence and quantum
computing, will define this era. Today, over half of the world’s population is connectedvia billions of smart devices, exchanging massive amounts of data in real time.2 The
volume of information is expanding exponentially, and in turn, feeding groundbreaking
technologies and business models. Within five years, 463 exabytes of data will becreated every single day.3 And while oil, coal and gas were the resources of past
revolutions, today’s most valuable resource is information. It is sitting in documents,
databases and data lakes… just waiting to be tapped. Information is the new capital,
and Industry 4.0 is the information age.

2

Content Services: A New Way to Work

Industry 4.0 is changing everything: how we live, how we organize our societies andhow we do business. As with the shifts from farm to factory and factory to office, thenature of work is once again moving under our feet.
New ways to work are here, and they are not going anywhere. It is up to eachcompany to embrace the changes and future-proof their business for the fourthindustrial revolution.

3

New Ways to Work
Industry 4.0 moves quickly and demands agility. Every aspect of business is changing,from internal processes to employee behavior to customer expectations. Companies
that cling to the old ways of doing things will become relics themselves, left to gather
dust while successful companies forge into the future. Business leaders must decide:
will we be the Blockbuster or the Netflix of the fourth industrial revolution?
Companies must learn fast, adapt fast and transform faster.
New technologies are rewriting the rules. 5G is ushering in an age of all-encompassing
connectivity. It is a world that moves at the speed of machines, not humans. 5G is notjust two or three times faster than the fastest 4G networks today: it is 10 times faster.
And in many real-life cases (where cutting-edge 4G networks are not deployed), it is
100 times faster.

3.5G/DC-HSPA+

42.2 Mbps

4G/LTE

100 Mbps

4G/LTE Cat. 4

150 Mbps

4G/LTE Advanced

Figure 2:

5G Moves at the Speed of Machines4

1,000 Mbps
10,000 Mbps

5G
Maximum theoretical downlink speed, Mbps
Source: GSMA Intelligence

The ability to transmit more data than ever will unfetter machine-to-machinecommunications, opening the floodgates for Internet of Things (IoT) devices, likeautonomous vehicles, sensors, wearables and robots. Smart homes, factories andcities will seem to run effortlessly, while a torrent of information flows behind thescenes. Today’s 22 billion devices are just the beginning.5 By 2025, that number willalmost double to 41.6 billion.6
These billions (and someday soon, trillions) of devices are becoming increasingly
powerful as edge computing advances. They will be able to handle huge
computational challenges on their own, such as real-time big data analysis or on-thefly machine learning. When networked together in the cloud, they become even more
formidable. Cloud is the platform where technology and information come together tospur ever-greater innovation. Combined with the API economy, cloud allows
integration between disparate technologies and systems in a way that has never beenpossible before.

4

Content Services: A New Way to WorkInterwoven with all of this is the rise of artificial intelligence (AI). As we augmenthuman intelligence with artificial intelligence, the horizons of what is possible expand
every day. Eighty-five percent of Americans are already using AI.7 It is the app thatfigures out the best commute route, the tool that HR uses to help filter job candidates
and the fraud detection system protecting everyone’s bank accounts. AI can achieve
incredible information processing feats when given access to machine-readable
data. That is why raw data assets must be—and can be—made completely machinereadable. AI will enrich our data, our processes and our models, delivering vital insights
to businesses and consumers alike.
It is an era of information, mobility and connectivity, where the IoT, the cloud andartificial intelligence are unifying to create a new technological foundation for society.
The result will be a system as necessary to the functioning of our modern world
as electricity.
This tsunami of technology is generating a deluge of data about every facet ofbusiness and life. By the end of 2019, humans accumulated over 40 zettabytes (40trillion gigabytes) of data—that is 40 times more bytes of data in the digital universe
than stars in the observable universe. And we are only getting started. In 2025—
just five more years—the total amount of data in the world is forecasted to hit 175
zettabytes.8 This is not only an unprecedented volume but a staggering speed,
considering it took decades to create the first 40 zettabytes.
180

175 ZB

160

Figure 3:

Exponential Growth of Information9

140
120
100
80
60
40
20
0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

However, organizations are not simply contending with new volumes of information—
information formats are changing, too. The information organizations create andconsume (e.g. technical specs, invoices, contracts, supply chain data, customer
communication, etc.) must be managed in all of its diverse formats: documents,
spreadsheets, data tables, forms, email, video, images, voice, text and more.
Regardless of the form it takes, companies must be able to engage with their data inmeaningful ways for it to provide business value. Unfortunately, this has proven easier
said than done as formats evolve faster than many companies can keep up with.
In an effort to corral the barrage of new technologies, data volumes and formats,a host of new regulations like the General Data Protection Regulation (GDPR) arecropping up, converging on data security, privacy and governance. Mitigating risk andmeeting these regulatory requirements is not as simple as checking a box—it calls fora holistic approach across the organization.
5

Meanwhile, businesses are welcoming a new workforce; we are at a tipping point. In
the next five years, 61 million Gen Zers will enter the workforce, outnumbering bothBaby Boomers and Millennials.10 Having grown up digital with the sum of humanity’s
knowledge at its fingertips, this generation moves faster and innovates like no other.
They expect to use the same tools in the office that they use in their leisure time, likesocial media, mobile connectivity, gesture-based interfaces and wearable devices.
Gen Z’s arrival is only one piece of the puzzle. A still greater upheaval is on the way, as
up to 800 million jobs will be filled by robots by 2030.11
This workforce of the future will live and breathe information, taking mobility andflexibility for granted. Supported by secure digital work identities and “anytime,
anywhere” access to business tools and cloud infrastructures, employees (human orotherwise) will be unconstrained by time or space.
Shifting Demographics
in the Workplace

Digital Technology

Globalization

Robotics andAutomation

As a result of these seismic shifts, critical new roles are emerging, like the digital
nomad, data scientist and data officer. It is estimated that 65% of children entering
primary school today will ultimately work in jobs that are not on our radar yet.12
Demand will rise for roles like machine-human relations designers, technology
interpreters, augmented and virtual reality architects… and these are just the jobs
we can foresee based on the technology available now. Many future occupations areunimaginable to us today, as flying an airplane was unimaginable to the farmers of
the 1800s.
From any perspective, it is clear the composition of the workplace is transforming. It istime to rethink the way work gets done.
While daunting, this onslaught of change undeniably presents extraordinary
opportunities. Businesses that adapt are finding more successes every day,using newfound capabilities to create exceptional customer experiences, achieve
operational excellence, reinvent business models and unlock the
Information Advantage.
An organization cannot expect adaptation to new ways of working to just “happen.” Ittakes foresight, strategic planning and deliberate action. It takes the right Information
Management (IM) technologies to navigate amid the rapid changes of the fourthindustrial revolution. Among the myriad options, there is one suite of IM technologies
that support new ways to work like no other—together, they are called“content services.”

6

Figure 4:

Forces Transforming the Workforce

Content Services: A New Way to Work

What Is Content Services?
A new way of working calls not only for new tools, but a new way of thinking about
information management.
In the Information Era, information is the lifeblood of an organization. It is at the centerof every business function; every task and process both use and produce it. The
resulting “data exhaust” can then be leveraged to create still more value. Managing all
this structured and unstructured data—capturing, accessing, analyzing, distributing andgoverning it—while ensuring it is readily available to the people and processes that needit, is a critical and ever-expanding mission.
It is also the key to using information to its full potential, thereby gaining a significant
competitive advantage. An information advantage.
For much of the past decade, organizations implemented standalone ECM platforms toaggregate and manage as much information as possible. However, industry analysts,
progressive organizations and leading software vendors have now recognized that thetactics behind traditional ECM are no longer enough to generate success in Industry 4.0.
As the types and volumes of digital information grow exponentially, organizations aredemanding new capabilities that allow them to do more with their information to improve
innovation, competitive positioning, customer service and risk management.
That is where content services, a set of next generation Information Management
technologies, comes in. Content services is defined by Gartner as: “A set of services
and microservices, embodied either as an integrated product suite or as separate
applications that share common APIs and repositories, to exploit diverse content types
and to serve multiple constituencies and numerous use cases across an organization.”13
Figure 5:Intelligent Automation

CaptureSearch & Analytics

Key Integrations

Horizontal Solutions

Content Services

Archiving

Records Management

Industry Solutions

Content Services—Connecting Content
to Digital Business

Document Generation

Cloud

But what does that really mean? And how does it differ from traditional ECM models?
At a basic level, content services is an extension of the methodology behind ECM.
For good reason. Conventional ECM platforms have played an important role forover a decade, helping organizations organize, manage and control nascent volumesof digital content. They centered around the goal of attaining the proverbial “single
source of truth” and served as critical storehouses. This high-level concept of content
management remains essential; but, success in the fourth industrial revolution demands
more than a single, one-size-fits-all repository.

7

Content services technology builds on the strengths of ECM to further elevate
information use across the organization. It is the wide-ranging backbone that connects
content to the business in new and vital ways.
It involves integration at two key levels:
1. Integration with lead applications
Content services builds bridges between central content management platforms andthe applications that power ERP, BPM, SCM, CRM and other critical processes. Oncethese applications are integrated, classification, analysis and governance policies can beapplied to data as it is created. Information can also be extracted and distributed acrossthe organization as needed.
2. Workflow-level integration
This is what allows knowledge workers to be productive with all that content and data.
Information is contextualized and made instantly available through workspaces andworkflows. The right information gets to the people who need it, whether they are partof widely distributed internal teams or external parties. It is also regulated and monitored
through centrally defined access rules and governance policies.
Figure 6:
Repository
Integration

Data
Integration

User Interface
Integration

Roles & Rights
Integration

Event
Integration

Documents createdin lead applications
are automaticallytransferred into
ECM system

Relevant data forbusiness objects
automatically
replicated to ECM
workspaces

Users can interact
directly with
content and ECM
capabilities fromwithin the leadapplication

ECM systemleverages the roleand permission
definitions from thelead application

As the leadapplication createsor updates objects,
ECM system isnotified

Content Services Drives Integration

Content Services Comes in All Shapes and Sizes
As an extensive set of technologies and processes, content services implementations
can take the form of a business-wide platform, an individual application focused on a
specific use-case, or even utility-based components that add functionality toexisting applications.
Figure 7:

Platforms, Applications
and Components14

8

Content Services: A New Way to WorkAs a platform, content services can replace an existing ECM platform as the central
system of record. A content services platform has its own repository, while also
integrating with other repositories to deliver true, cross-business content lifecycle
management—from capture and use to archiving and disposal. It serves as the hub forcontent classification and analysis, automatically applying rules regardless of where
content is captured or created. Risk is mitigated, as access to all connected content—
again, regardless of repository—flows through security and governance protocols
defined at the central platform level.
Ultimately, a content services platform generates context for information, using
metadata to connect dots across functional areas and create a complete picture.
The application and component levels usually focus on specific tasks or use-cases.
They integrate with existing ECM/content services platforms to perform specialized
functions, often involving lead applications. If an organization has identified productivity
hurdles in processes as far ranging as vendor invoice management, external file sharing,
document capture or numerous others, there are content services applications orcomponents purpose-built to solve those problems. Applications can also pull together
multiple components to provide end-to-end management of vertical programs, such as
clinical trials in life sciences.
By design, content services applications are agile, lightweight, and simple to implement
and use—encouraging an “identify-solve-pivot” strategy for tackling issues. They
allow organizations to methodically build a holistic information infrastructure in easily
manageable steps, quickly adding value and generating ROI.
Another way content services differs from a conventional ECM solution is how it
operates. ECM platforms often stood as lead applications by themselves, necessitating
business-wide adoption of rules and procedures specific to their operation. In
contrast, content services works in the background, managing content lifecycles andconnecting information to users with minimal surface interaction. It is light touch, from
implementation to training to end use.
In fact, if content services is doing its job, many users will not even realize it is there.
Employees will continue to work in the applications they have always used while content
services applications deliver relevant information drawn from acrossthe organization.
Adopting content services allows organizations to achieve the agility and productivity
they struggle to attain with monolithic ECM platforms. But it is important to understandthat content services do not have to replace existing ECM implementations. It is not “ripand replace.” The best content services solutions are designed to integrate with existing
ECM infrastructures, building on investments and enhancing their value by introducing
new capabilities.

9

Linde PLC

Linde is a leading industrial gases and engineering company employing 80,000
people worldwide. Linde Engineering designs and builds chemical plants, while
the industrial gases business supplies industrial, medical and specialty gases tocustomers in more than 100 countries. The company creates, distributes andupdates millions of documents, from drawings and blueprints to protocols for plant
operations and maintenance logs.
To eliminate the need for rooms filled with binders of documents, Linde introduced
OpenText™ Documentum™, which helped ease the paper burden and establish
automated workflows to track document sharing with customers. By replacing
outdated paper-based methods with proven content management, Documentum
has enabled users across the globe to complete business-critical tasks withimmediate access to materials via a familiar, integrated platform. The solution
achieved ROI just a few years later, saving the company time and therefore, money.
With an open, standards-based architecture, Documentum is the single source of
information and allows Linde to customize the system to its needs. Furthermore,
Documentum enables professionals to replicate content globally, a feature Linde
appreciates as it has expanded business across international locations, namely
India and China, over the last decade.

The Next Generation of Information Management Technology
Content services technology is a key component in the future of information
management. Gaining the Information Advantage amid the extreme volumes andextreme volatility of Industry 4.0 means accelerating quicker and turning sharper, allwhile carrying more payload. Having the flexibility to instantly respond to opportunities
and threats will define success.
Content services applications, built to be self-contained and dynamic, are far more
adaptable to the non-stop advances in AI, analysis and automation than previous
solutions. They are cloud friendly. As organizations shift to the cloud, few are ready or
willing to make massive leaps with cross-business platforms. With content services,businesses can transition to cloud-based application or storage hosting at the process
or function level, gaining confidence and comfort before moving on to the next. This
lets organizations transition at their own pace, identifying areas of opportunity andsuccessfully transforming in a hybrid environment.

10

Content Services: A New Way to Work

Figure 8:
Why Organizations Adopt
Content Services

Productivity(people &process)

One version of
the truth• Effective information• Provide the right version
sharing across enterpriseof the right document
when it is needed• Content as fuel forbusiness processes• Reduce re-work, errors,
search time, etc.

Complianceand control• Regulatory records
retention• Data protection & privacy

With robust content services technology running behind the scenes, businesses will bewell-prepared to embrace new ways to work.

11

Embracing New Ways to Work
Digital transformation permeates every corner of every organization. As the volume
of information rises, so too does the pressure to do more with it. Essential businessrecords, critical operational data and key collaborative documents are swirling
everywhere now, in myriad forms, constantly morphing.
Content services empowers organizations to make better use of their information.
Although this seems like a broad statement, the wide range of platforms, applications
and components present infinitely variable ways to improve productivity andgovernance in the information age.
Attaining success in this hyper-digital world requires both micro and macro changes.
Consider how content services supports these fundamental shifts in how we work:
Anytime, Anywhere, Any Device
Working remotely is second nature to the new workforce. Why not? They have grown
up with humanity’s cumulative knowledge available wherever they go. Connectingwith people around the world is as easy as making small talk at the dinner table. Theirconsumerized applications are lightweight, intuitive and instantly responsive. To them,
digital information is everywhere and everything.
These new telecommuters are known as “digital nomads” and they are the future ofknowledge workers. They expect work environments to be dynamic and fluid. Retaining
their talent means providing simple access to the information they need to do their jobs,
whenever they want it, wherever they are, from whatever device they are using. All while
ensuring security and compliance.
Gen Z may be the digital natives bringing change with them like a tidal wave, butestablished workers are not exempt from these expectations either. Everyone is goingmobile, virtual. Right now, every large organization has employees working in Starbucks,
hotels, airports, home offices, conference centers. The “bring your own device” (BYOD)
trend is unstoppable, with two-thirds of employees using their own devices for work,and some using more than one (think cell phone, tablet, personal laptop,
wearable technology…).15
Figure 9:
Work Location Preferences16

12

Content Services: A New Way to Work

Content services technology is the key to maximizing productivity in this new paradigm.
By connecting sources of information, content services applications facilitate aseamless flow across the business and into the mobile environments of remote workers.
Unintuitive, laborious steps are eliminated as automated classification is applied tocontent and data as it is created. Content is accurate and timely, and everyone isworking from the latest documents, regardless of location.
Phone calls, screen flips, emailed questions and convoluted database searches belong
to previous generations. Fueled by content services, modern workspaces aggregate
relevant information from multiple sources into one-stop dashboards, dynamically
updated in real time as projects progress and information evolves.
Role-based permissions, audit trails and version controls are all centrally defined andmonitored—ensuring legally defensible adherence to regulatory and complianceprotocols wherever the information is accessed and used.
The world of the digital nomad is defined by agility and versatility; digital processes
must be easy to tweak and tailor. Content services—containerized, cloud-based anddeveloper friendly—are dexterous enough to thrive under these demands.
Operational Agility
Organizations continue to struggle with the fallout of the past decade’s digital disruption.
Control of business processes was largely decentralized among dispersed teams,
locations and external partners. Specialized software applications were introduced toaccomplish targeted tasks, each with their own unique data generation, consumption
and storage configurations. In short, the animals got out of the zoo.
The old ways of working—unwieldy implementations necessitating convoluted
workarounds to solve problems—are an unsustainable path. Forward-think must replacestop-gap.
Information architects are turning to content services to produce a seismic shift inoperational excellence.
By building connections between the processes and applications generating andconsuming business information, content services solutions instantly break down
barriers and recentralize control.

13

Black Sea Tradeand Development Bank
The Black Sea Trade & 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 that 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, by building an Information Management system.
The Black Sea Trade & Development Bank has supported and developed solutions
from the diverse portfolio of OpenText Information Management (IM) products formore than 15 years to implement state-of-the-art solutions to meet its businessneeds. Its IM program delivers on its corporate strategic goals of increased
productivity by automating and simplifying business processes, reducing decisiontimes and enhancing content security and accountability. Significant businessbenefits include improved quality of service, reduced costs, simplified internal andexternal collaboration, better content accessibility via a diverse range of devices,
and increased compliance with international standards.

Furthermore, system-level performance and productivity goals are attained much more
quickly. When content services applications layer over existing ECM platforms, they
can focus on singular use-cases or tasks that could be as broad as cross-enterprise
capture or as specific as translation functionality. As a result, it is much easier for lineof-business stakeholders, IT administrators and executive sponsors to understand thescope, the expected benefit and the impact. Case-by-case integration and adoption isfaster. Organizational upheaval is a thing of the past.
These applications act as interlaced building blocks that create a holistic information
management program. Self-contained, quickly deployed and easily customizable, they
allow organizations to shift toward content management in the cloud—in manageable,organized steps.
Most organizations are intimidated by the magnitude of wholesale cloud adoption but
realize they must make some inroads. That is why the short-term future of cloud ishybrid, ranging from dedicated on-premises to multi-cloud strategies and everything in
between. Every business has different realities and needs.

14

Content Services: A New Way to Work

Figure 10:

Archiving(SaaS)The World Is Hybrid

Hyperscaler ofchoice forcorporateapplications

On-prem
SAP

Archiving(on-prem)

Success-Factors(SaaS)

On-premContent Services

Salesforce(SaaS)

Capture(SaaS)

Private cloudContent Services fora new division
Workday(SaaS)Creating an infrastructure that enables comprehensively governed information to flowwhere it is needed can be overwhelmingly daunting or remarkably simple―depending
on how it is approached. Content services platforms and applications are designed tohelp ease this transition and perform their prescribed tasks in these highlyvariable environments.
Hello, API Economy
Gaining an Information Advantage requires speed and agility. 5G connectivity is going to
make massive quantities of information immediately available to machines and people.
New generations of employees and customers expect tailored experiences that let theminteract faster and in more ways. The ability to develop and customize the tools that
optimize all this must keep pace.
A foundational principle of content services architecture is enabling the rapid
development and deployment of solutions—empowering organizations to quickly
resolve problems and capitalize on opportunities.
This is playing a lead role in the API economy and with the developer. Integration with
virtually any application or platform is either standardized out-of-the-box or easily
developed. Gone are the days of resource-strapped developer teams spending months
in development and staging, testing for impact across an entire business infrastructure,
only to discover the scope of the project has changed by deployment.
With content services, organizations can leverage the cloud in the ways that best suitthem. Platforms and applications are cloud-native but can run anywhere. Their APIs
seamlessly connect across any configuration, on-premises or cloud.
Further, IT no longer slows the process improvement chain. Ideas have always flowed
faster than the ability to act on them. The low-code approach of content services
simplifies new application creation and reduces time-to-solution. SDKs allow developers
to ramp up and design solutions quickly. Development and implementation cycles aredramatically compressed.

15That, combined with containerization on a Software-as-a-Service (SaaS) platform that
vastly simplifies upgrades, means IT and developer resources are freed up for morestrategic initiatives.
Extreme Data = Extreme Insights = Extreme Advantage
A critical step along the Information Advantage Value Path is the recognition that data is
not a mere byproduct of processes—it is the main product. Accurate, timely analysis ofthat data is the key to better products, better service, more productive processes andreduced risk. But only if organizations can integrate and analyze massive quantities ofdiverse content and information—at scale and in context.
Figure 11:

We Are All Information Companies

The Information Advantage Value PathNewBusiness
ModelsOperational
Excellence

u
rod
by-p
Data

Platforms of Record

ct

Revenue
Transformationt

Productivity
Transformation

Disintermediation

h
ig
Ins

In
sig
ht

New Products

Predictive
Prescriptive
Enrichment & Smart Data
IntegrationData

byproduct

CustomerExperience

Platforms of Engagement

Content services technology has come of age in Industry 4.0, an era defined not just byquantity of information, but how much value can be extracted from it.
Content services applications are purpose-built to connect information from highly
varied sources across the organization to eliminate silos, establish context and createa framework for optimal analysis. With this framework in place, the data scientist
is enabled to make the most of content services’ baked-in analytics capabilities,
increasingly augmented by AI, machine learning and predictive modeling. It has neverbeen easier to integrate powerful analytical functionality throughout the
information lifecycle.
Unstructured content, perhaps the greatest challenge facing the data scientist, can now
be automatically classified, tagged and transformed into machine-readable formats as it
is ingested. Sentiment analysis and keyword identification are automatically performed.
Structured data, often isolated and difficult to access, is now seamlessly introduced into
workflows and value chains, making it readily available for analysis and reporting.
With that infrastructure in place, a self-perpetuating cycle starts to revolve. Templated
actions and reporting generate new learnings, which are fed back into the cycle toproduce even better insights. Working in the background to aggregate, analyze andreport, content services simplifies and accelerates the engagement-to-insight process.

16

Content Services: A New Way to Work

Like every other element of information management in the fourth industrial revolution,
analytics is a journey, not a destination. Current applications of analysis and the insights
produced will seem antiquated in just a few years. Using content services creates thegroundwork for organizations to effortlessly unlock ever-increasing value from everincreasing volumes of information. It is the way to not only achieve, but sustain, a true
information advantage.
Governance, Risk Management and Compliance
Exponential increases in information go hand-in-hand with increased risks to that
information. And consequently, the expansion of regulations meant to safeguard it.
In this new era, IoT data can have privacy implications, video footage can impact
compliance and external collaboration can result in security breaches. Data officers
must be able to identify risk, implement solutions and pivot at speeds inconceivable a
few years ago. The hackers and regulators are not waiting.
Figure 12:
Basic GRC Components

io n

p li

Information
Governance

an

at

Com
ce

Priva c yIation Secu
rit
orm
f
y
n

Inf

or

m

Building on the core governance principles of traditional ECM, content services
platforms extend and simplify the application of security, privacy andcompliance policies.
Organization-wide governance protocols are defined and managed at a central level—
triggering automatic meta-tagging and classification as information is created, ingested
and used. Content is safeguarded across its entire lifecycle. Meanwhile, AI and machinelearning continually improve the technology’s accuracy and reach.
Because many privacy regulations only apply in a certain territory, businesses need aplatform to ensure the right protocols are applied to the right information, wherever it
resides. It is a two-way flow: line-of-business and geographical stakeholders define andapply rules at their level, which are then fed back to the central hub and applied to all
relevant information across the business.
Organizations must adopt a Zero Trust philosophy when it comes to information security.
“Good enough” control is not. There is too much, moving in too many directions.
Recurring headlines demonstrate the risks to brand reputations and bottom lines. A halfhearted commitment to governance does not cut it.
17

Content services applications and modules extend governance capabilities beyond
the boundaries of the business, controlling permissions, versioning and audit trails for
information shared with partners, suppliers and even customers.
Expanding sources of information also means more types of content falling into thescope of discovery and compliance reporting. For example, social media posts can bedeemed official records and may be legally admissible. They must be governed andmanaged within a legally defensible, records management framework. Content services
technology enables that—treating it to holistic lifecycle management, including AIfueled analysis, classification, retention and reporting.

County of Los Angeles

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 anautomated, 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) system: 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.

At its core, “new ways to work” is not simply about the nitty-gritty everyday tactics ofthe business. It is not just booting up a new system and calling it a day. Implementing theright processes and technologies is a futile gesture unless the ways we think transformas well.

18

Content Services: A New Way to Work

New Ways of Thinking
Changing how we think about the concept of information management is the single
most important factor for achieving success through content services. It is also themost significant obstacle.
Monolithic, inflexible systems are out. Mindsets that remain constrained by thestrategies and tactics of previous generations are too limiting in the information age.
Digital has changed everything.
It is similar to the recalibration we have all undergone as technology has altered our
personal lives. Vehicles give driving tips. Household thermostats optimize temperaturesby monitoring movement. Refrigerators know when you are out of milk. Watches
recommend music. Retail environments suggest items to purchase next, before you
even know you want them.
Each of those advancements is the result of innovation in capturing, analyzing andacting on digital data. Rethinking the accepted ways of doing things has made ourlives better.
Within the professional sphere, the possibilities for using digital data to improve
productivity, service, innovation and governance are almost endless—it just takes anopen mind.
Figure 13:

Of the following kinds of capabilities in a content services platform,
WHICH THREE are most important to your organization?
Integration / federation across exisiting legacy ECM systems

The Many Possible Use-cases forContent Services17

31%

Content integration into core business process (like CRM and ERP)

44%

Flexible deployment and licencing models (cloud, on-prem)

39%

Automated categorization and classification

35%

Pre-packaged core business applications (e.g. finance, HR, contracts)
Pre-packaged vertical applications

22%
11%

Mobile access and use
Embedded asset-specific security
Built-in records management across the lifecycle of information

31%
22%
36%

Source: © AIIM 2019, www.aiim.org

The first step to success with content services is understanding that—while thetechnology offers major advances in functionality and usability—at its core, it is anevolution and extension of traditional ECM. Self-contained, task-dedicated applications
can layer over an existing ECM implementation, adding value while linking together
to contribute to a cumulative whole. The result is a solid information
management infrastructure.
This new approach to accelerating momentum has the greatest impact if adopted in
the initial stages of strategic planning. Throw out the old model of staring at a blank
whiteboard and contemplating how a company-wide implementation of a new content
management stack will ever be successful. History has proven that it probably will
not be.

19

Not focused on making iteasier to get work done

Low adoption rates
among employees

Collaborative work lacks
coordination and integration
to related processes

Application and update of
metadata and classifications

Traditional ECM
challenges

Content silos andfragmentation

Requirement to “step outside”
of business process

Approach it in a new way, starting at the needs-assessment level. Devote time tounderstanding the existing infrastructure and drill down to identify singular issues andopportunities within processes. Prioritize based on ease of solution, impact and ROI.
There will be no shortage, but compartmentalization brings clarity.
Select one, then bring relevant leadership, users and IT to the table to scope out the“perfect world” workflow and governance. Reimagine how it could be, not how it has
always been. Evaluate and collaborate with vendors to identify the best content services“building block.” Assess each through the twin lenses of resolving the individual issue aswell as anticipating future projects and desired integration needs.
Assess, scope, solve, move on to the next one. Think in bite-size chunks, notgiant mouthfuls.
This new way of thinking about information management alleviates two of the largest
obstacles that have hindered content management implementations in the past:
1. Cross-Business Governance:
With content services, information governance and control make significant gains.
Protocols are centrally managed, applying the relevant compliance, security and privacy
rules across the business.
This methodology plays a significant role in helping organizations as they overcome
governance concerns with the cloud. Content services architecture allows for a wide
variety of possible information storage, management and usage scenarios—each
implemented at the individual process level. Have a use-case that requires data to
be stored on-site but also want to benefit from a SaaS application? No problem. Is an
application on a private cloud, while content is stored on a public cloud? Easy. Or areboth the application and content on-premises, with plans to scale to a cloud storage
model? Content services can be configured to accommodate any scenario.
The technology is flexible enough to adapt to new models as businesses evolve andgrow. Organizations can adopt the cloud at their own pace, addressing process-specificneeds and opportunities while strengthening the cloud comfort factor. And, avoiding thedreaded “all-or-nothing” option that leads to indecision and immobility.
2. Adoption:
Success is realized much more quickly. Problems are solved in a case-by-case manner,and in ways that meet the needs of the business and the users. Adoption increases
20

Figure 14:
Traditional ECM Challenges

Content Services: A New Way to Work

dramatically, both because users are involved in creating the solution and because
content services are designed to work behind the scenes to help them do their jobs
better. Many users will never actually interact with the content services application itself.
Instead, they continue to use the application or interface they always have, benefitingfrom immediate access to relevant content and data.

Pharmascience

Pharmascience, a leading manufacturer of generic and branded drugs, produces
hundreds of product families in various dosages for more than 2,000 products.
Close to 1,400 Pharmascience production employees reference more than 3,700
standard operating procedure (SOP) documents to ensure quality and compliancewith federal regulations. Previous paper methods to follow SOPs lacked version
control, hindered processing and slowed time to market. In an environment that
relies on strict precision and control, paper simply doesn’t cut it. Employees
would view recipes and SOPs on paper before stepping on the production floor.
When reviewing SOPs, there is a need for a very precise procedure, controlledenvironment, well-defined security and an audit trail. More than simply replacing
paper with digital documents, Pharmascience needed a reliable EnterpriseContent Management solution augmented with authorization and workflow
capabilities that could be integrated into existing systems.
In 2017, the pharmaceutical company established its own prescription for aneffective document management solution: a central, compliant repository withintegrated workflow across all users and locations. As a result, Pharmascience
deployed OpenText™ Content Suite and OpenText™ Regulated Documents. Now,
production employees view digital SOPs in real time. The right information canbe accessed at the right time, avoiding duplication and ensuring compliancethrough standardized documentation of changes—crucial for adhering to CGMP
(current good manufacturing practices) regulations. Pharmascience also relies
on Regulated Documents to manage SOPs throughout a controlled lifecycle.
Authorized access ensures security and electronic signatures simplify approvals.
The OpenText implementation ultimately resulted in easy information access,
improved collaboration and version control which eliminated document
duplication and delays, allowing Pharmascience to experience fewer changes
and faster time-to-market. Now, Pharmascience production floor employees, whowere at first reticent to change, are requesting the addition of more documents to
the OpenText platform.
New ways of thinking allow businesses to surmount obstacles to implementing newtechnologies and embracing digital transformation. Armed with these new approaches,organizations are ready to empower two essential entities within the business, called“the Digital Business” and “the Digital Workplace”.
21The Digital Business and the Digital Workplace
The Digital Era introduced a torrent of digitized content and data; however, it is in the
Information Era that organizations will begin to truly make sense of it all and derivesignificant value. In Industry 4.0, information is every organization’s most valuable asset.
To succeed in this new world, a business must be able to identify, classify and distributeinformation to the people and processes that need it. Beyond that, it must be able tocreate context between disparate pieces of content. Accomplishing this means forming
a sophisticated ecosystem of connections. Across business systems, connections andcontext improve everything from decision-making to governance evaluation to analyticalalgorithms, and more.
Building on the well-developed strengths of ECM platforms is the most direct way tocreate this environment. But, in the age of extreme information, these connections must
be automated, seamless and transparent. ECM—both the practice and the technology—
must slide into the background to support the productivity chain, not interfere in it.
Intrusive, labor-intensive steps hinder productivity.
Within the content services model, functions that manage and surface information areautomatically performed behind the scenes. This preserves the interfaces users aremost comfortable with as the center of activity. Information is pushed to them where andwhen it is most beneficial.
With this infrastructure in place, information can flow across two distinct, butintertwined, ecosystems: the Digital Business and the Digital Workplace. Eachfeeds off and powers the other, with content services connecting them and driving
productivity and governance within the whole.
Figure 15:

DigitalBusiness

Content
Services

DigitalWorkplace

The Digital Business
The Digital Business is defined by structure and process. It is populated by the classic,
regimented processes that support every organization. Think acronyms like ERP, SCM,
CEM, CRM, HCM and more—managed by self-contained, specialized lead applications
like SAP, Salesforce, Oracle, SuccessFactors and others.
Each has a defined purpose and has often stood alone, a siloed storehouse of content
and data with little integration or interaction between them.
In the past, accessing and using the information housed in these platforms followed
decades-old procedures. If a sales team working on a proposal in Salesforce needed
supporting data from the ERP system, emails were sent, clarification phone calls made,reports emailed back and deciphered. Hopefully, the information they contained was
relevant, up-to-date and interpreted correctly.
22

Content Services Connects the Digital
Business and the Digital Workplace

Content Services: A New Way to WorkAs organizations digitally transform, those age-old steps are no longer enough. Thereis too much information that can add value, living in a plethora of systems. Everythingfrom the IoT to social media is generating enormous quantities of new and varied data.
Manual responses are too slow and subjective. Humans are simply incapable of pursuingand processing it all.
Further, the ever-increasing assortment of specialized applications producing isolated
pools of information has become a governance black hole. Information sprawl has
resulted in governance policies not being applied to most of an organization’s legallyadmissible information.

Agreements
Drawings Invoices

Field
Workers

RemoteOffices

PlantsSuppliers
Institutions

Financial Documents
Legal Documents

Client Documents HR Documents
Policies and Procedures

Email

Figure 16:

Product Information
Internal Documents

Corporate
Offices
Warehouses

Drop Share

3rd Parties

Partner Agreements
Client Information

OfficeWorkers

PhysicalInformation Sprawl

Partners

Quotes Orders Invoices

Customers

Fax

Content services originated as a solution to these Digital Business problems. How
could organizations connect these silos to apply lifecycle management and make theinformation easily available? How could it be done without disruptive, time-consuming
overhauls of existing ECM systems?
Content services architecture allows businesses to achieve this in manageable,
process-by-process stages. Purpose-built applications are designed to promote lowcode implementation and integration, forging the essential two-way connection thatbrings ECM and Digital Business process together.
With that connection in place, real-time analysis can be performed. Classificationand metatags are applied based on keyword, sentiment and a wide variety of othercustomizable variables. Organization-wide governance and lifecycle policies areautomatically extended to previously isolated content and data. Changes in theregulatory environment are instantly applied, wherever the information goes. Federated
compliance becomes a reality.
Each of these steps is templated and easily customizable. But they are unique to eachprocess. A capture function scanning physical documents has different requirements
than management of unstructured consumer emails. The key is automation. Not justbecause of the volumes of information, but also because of the possible use-cases for it.
With content services, the ingestion of a specific piece of information can automaticallytrigger repeatable actions, such as kicking off a workflow, task assignment or crossteam case management. Conversely, the user initiation of a specific task can trigger thecreation of related documents or content.

23

Connections create context. Cross-platform meta-tagging connects the dots andcreates more complete pictures. It enables SAP data to surface in Salesforce as partof a proposal development. The users involved do not even have to search for it. Theircontent services-driven workflow initiates the push of related information from one
system to another.

DHFL Pramerica
Life Insurance Co. Ltd.
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 byapproximately 25–30%.

Legacy systems are a fact of life within organizations. Evolving processes necessitate
new solutions. M&A activity introduces redundant platforms. IT resources are consumed
maintaining seldom-accessed repositories with diminishing value but lasting risk.
Specialized content services applications address these issues, dealing with obscure
information configurations to enable governance and analysis; they format and retain
information of value and dispose of everything else in a legally defensible manner.
The Digital Business is the source of the greatest possibilities and greatest
consternation when it comes to the cloud… all those mega-platforms and theirmultiplying pools of data. The cost of storing and maintaining it all. The perceived risks insecurity and operational stability stemming from shifts to a new hosting environment.

24

Content Services: A New Way to Work

Content services applications have matured in this transitionary period. They arecloud-native but developed with the understanding that hybrid is the reality for mostorganizations in the immediate future. They have the agility to adapt to any configurationof on-premises and cloud. With their process-specific focus, they allow businesses tofind the balance that is right for them on a per-process basis, with the scalability to easily
adapt to future business needs.
Cost Savings(TCO)
SecureFigure 17:
Staff
Productivity

Content Services in the Cloud
Accelerates Innovation

Increase
AgilityTime-to-Market

Integration

Decrease
Complexity &
Risk

Scale
Seamlessly

Digital Workplace
If the Digital Business is about structure and repeatable processes, the Digital
Workplace is ad-hoc and unstructured. It is where most knowledge workers perform atleast a portion of their jobs. Where they engage with each other to generate, update andshare a wide variety of content—emails, documents, presentations, videos and the list
goes on.
The Digital Workplace is primarily the realm of the Microsoft Office suite, the industry
standard and lead application where most Digital Workplace content is created andstored. As with the process-management applications in the Digital Business, effective
content services technology integrates with and supplements, not supplants, theproductivity tools employees are most familiar with in the Digital Workplace. That means
underpinning collaboration and creation functionality with best-in-class governance andfacilitating cross-platform information flows.
User adoption of content management always suffered in traditional ECM, primarily
because the Digital Workplace was never a focus. ECM platforms were originallydeveloped as end-stage repositories to store documents for records managers andlegal departments. As such, they often added extra steps for the content creators. On
top of that, it was typically a one-way information flow; efficiently searching for andretrieving stored content required proficiency beyond most users.
The strategy behind content services flips that line of thinking with the mantra that
simple access to content in context is essential to productivity. Integrating with theprocesses that generate information in order to classify, manage and govern it is notenough. Making that information effortlessly available to the people who need it—in theformat that is most useful to them—is the only way its ultimate value can be realized. Thechanging demographics and evolving work habits of the modern Digital Workplace will
accept nothing less.

25

Red Deer County

As the third largest municipality in the province of Alberta, Red Deer County
serves a population of close to 20,000 citizens. For 100 County employees,
managing information used to involve cumbersome, orphaned methods for
document control. While installed to scan files as digital records, the county’s
previous Enterprise Content Management (ECM) system proved costly anddifficult to use. Red Deer County needed easier access to historical andactive files. It wanted a content management system that could grow with themunicipality as it modernized services, also recognizing the opportunity to movetowards digital governance with efficiencies that support employee productivity
and service to citizens.
With their implementation of OpenText™ Content Suite, which offers the County
an integrated content services solution to build the foundation for its digitaltransformation, employees can more effectively manage and share information.
Most County employees use OpenText™ Enterprise Connect, an alternate
desktop interface that enables them to interact with Content Suite directly fromMicrosoft® Office or other Microsoft applications. Through OpenText™ Tempo™
Box, convenient, protected access to documents in Content Suite is extended toexternal contractors and others for a simple, secure way to share, file sync, accessand manage information. To fulfill retention requirements, county employees
previously entered—by hand—the contents of file boxes into a database. Now,
Red Deer County takes advantage of the OpenText™ Physical Objects module,
which supports barcode label, warehouse and circulation management.
OpenText offers the capability and capacity to support Red Deer County at all
points along its path to an information governance program as well as easy,
secure access to information that improves the way users create andconsume information.

Content services technology allows organizations to optimize the user experience inways that meet the demands and expectations of specific roles, users, locations andtasks. It could be access to relevant information through a customized screen within an
application they already use. It could be a tailored workspace that consolidates content
from various sources into a one-stop dashboard. It could be task-oriented reminders
and associated content forwarded to knowledge workers, regardless of device
and location.

26

Content Services: A New Way to Work

Content services strategy also builds on the hard-won wisdom that manual processes
cannot drive effective content management, especially in an unstructured environment.
Users are too focused on doing their primary jobs quickly. They avoid extra steps thatare deemed superfluous, such as manually tagging and filing information in an ECM
repository. Data integrity suffers. Automated ingestion, classification and distributionof information—fueled by advances in AI, analysis and machine learning—is a centralprinciple of content services.
The boundaries of the Digital Workplace are continually expanding. The concept of
the enterprise firewall as a security moat is outdated. It is being regularly bridged
as organizations decentralize operations, employees require remote access tosensitive information, and external partners and suppliers take more prominentroles in collaboration and creation. And, much to the chagrin of information security
administrators, Gen Z is digitally savvy enough to invent ways to share and collaborate if
corporate-sanctioned options are not offered.

Old security model

Castles and moats
are no longer
protecting your data

Zero Trust is theeffective security model

Let’s understand
who the user isLet’s understand theendpoint being used
for access and its
security status

Figure 18:

A Dynamic, Zero Trust Security Model

Let’s enforce a
conditional
policyholder thatspecifies accessIn this new information-sharing model, governance and control are obvious concerns.
Security, privacy and compliance protocols must be implemented in a Zero Trust world,
regardless of where information is stored or used. But there are also productivity
issues to consider. Are remote collaborators working with the most recent draft? Are
appropriate internal and external approvals tracked? Is the final version available toeveryone who needs it?
With their purpose-built focus, content services applications overcome theshortcomings of consumerized Enterprise File Sync & Share (EFSS) products to meetgovernance and productivity demands. They are integrated extensions of the central
content management platform, automatically implementing and enforcing governancerules while administering best practices in everything from version control to viewing
permissions to audit trails.

27

Bringing It All Together—An Example
The power of content services is best illustrated with a concrete example of how it cancoordinate and accelerate a business process today. See below to discover how thetechnology can work within Insurance Claims Management, a process that includes
multiple touchpoints, forms of communication and types of information:
A policyholder has a car accident. To initiate a claim, they contact the insurancecompany by voicemail, email, online form, chatbot or dedicated app.
A content services application scans the unstructured submission. Sentiment
analysis determines the customer is quite upset they could not reach alive person via phone. In addition, text analysis flags that some customer
information is missing (e.g. name, policy number, vehicle, location). By
automatically cross-referencing across connected platforms, the capture
technology pieces together the necessary details.
The content services application also automatically triggers the creation of atemplated case management workflow containing forms pre-populated withthe relevant information, links to the originating contact and recommended
next steps. Enterprise-level security, privacy and compliance policies are
immediately applied at the case and document level.
A notification is automatically sent with a priority designation to the appropriate
customer service rep and any other pre-determined internal stakeholders. In
seconds, customer service now has enough information to have an informed
conversation with the policyholder and initiate the claim process.
The repair process involves multiple internal and external parties—adjustors,
body shops, customer service, approvers and, of course, the customer. It
involves numerous forms of media—photos, video, emails, forms, PDF workorders, phone calls.
Every action, piece of content and point of contact is tracked and digitallyassociated back to the case via metatags, regardless of where it is captured
or stored.
A templated workspace aggregates all related information and acts as adashboard for both internal and external parties. Completed tasks and next
steps are noted. Media, documents and approval chains are viewable. Access topieces of information is regulated by default permissions (e.g., the repair shop
should never see the customer’s home address).
The customer receives updates as the claim progresses and can see,at a glance, how the claim approval and repair are advancing. The body
shop receives instant notification of repair approvals. Internal parties areautomatically notified of due tasks.
As the claim is closed, retention, archiving and disposal policies areautomatically applied. In the event legal discovery is required, every piece of
information, timelines and the parties involved are instantly retrievable.

Content services is an essential pillar of the intelligent, connected and secureorganization. As the business landscape continues to change, this technology will
become increasingly powerful and evolve in lockstep with shifting pressures and new
ways to work.
28

Content Services: A New Way to Work

Future Ways to WorkIn the coming years, our personal and work lives will change immeasurably. Much fasterthan they did as the internet gained prominence. More significantly than they did as
mobile devices became ubiquitous.
These changes will be fueled by the incomprehensibly huge pools of new and varied
information. However, since these are hopelessly overwhelming to the human brain in
their raw form, transformation will be driven by two elements:•

Massive leaps in the ability to organize, extract and share value contained in thosemultitudes of information•

New ways to think about those insights, helping us reach new heights of operational
excellence, customer service and product innovation
Figure 19:

The Future of Work18

Content services will be at the heart of it. The technology’s collective ability
to aggregate, manage and distribute information positions it as the hub of thisrevolutionary interconnected matrix.
The future of content services will bring even deeper integrations into businessprocesses, enabling expanded governance and more complete context for the
information generated within productivity centers like Microsoft Office, SAP, Oracle andmany more.
Tomorrow is a cloud-first world. Within five years, it is safe to say virtually all workloads
will be centralized and operating in the cloud—83% of enterprise workloads alreadyare.19 Right now, organizations have a unique opportunity to build for the future withtechnology that was developed for that future—in the cloud, content services will reachits full potential, becoming even more agile, integrated, easily deployed andhighly customizable.

29Artificial intelligence and machine learning are the most exciting concepts in
information management. A global market expected to be worth almost $60 billion by2025, this is the next big technology that will change the world.20 The impact it will haveon our lives is staggering. So far, we have barely scratched the surface of what it can
do to improve analytics, automation and productivity models. And it is within content
services applications that many of these incredible advancements will be applied.
Content services is where the data analysis to optimize predictive maintenance will be
carried out, and the automated workflows triggered. It is where sentiment analysis of
unstructured content will be automatically weighed against other related data points todetermine customer service priorities. It is where real-time transactional analysis willautomatically initiate fraud investigations.
Content services infused with AI will power every knowledge worker’s virtual assistant.
Think a combination of personal workspace and chatbot—with tasks, updates, project
tracking, search and insights all in one place.
Automation, combined with AI, will continue to eliminate the drudgery of repeatable
tasks in many functions, freeing more time for creativity, collaboration and strategy.
Everyone, from writers to warehouse workers to CEOs, will need to learn to work
productively with “cobots” that will do anywhere from 30% to 70% of their previous
routine tasks.21 Organizations will gain confidence in the abilities of intelligent
automation to identify, classify and report on the lifecycle management of terabytes ofcontent and data without any human intervention.
With content services, comprehensive information governance and lifecycle
management will permeate through the entire organization. The proverbial “single
source of truth” will finally arrive, and at a magnitude no one could haveoriginally envisioned.
The three hot points of security, privacy and compliance will remain constantly evolving
objectives. Threats will continue to mutate and expand. But content services will takethe lead in a legally defensible governance framework. Knowledge workers will bealmost entirely relieved of manual steps and judgement calls. Automated governance,
underpinned with continuous learning from AI, will control the playing field and introduce
a significant new environment for analysis and insight.
Experiences—whether customer, employee or even enterprise—will become
exceedingly unique. It is the “Internet of Me.” What is right for a given person, team orbusiness is not necessarily what is right for another. Containerized, low-code, cloudbased content services applications mean organizations will be able to architect,develop and implement the best environment for their customers, employees
and culture.
It will synchronize with wholesale demographic changes in the workforce. Flexibility andscalability will be critical to meeting the needs of users who are increasingly dispersed
and idiosyncratic. Access to information, wherever and whenever it is needed, willfurther empower the entrepreneurial employee—one able to source, analyze and act
on information in ways the interdependent functional structure of previous generations
could not.

30

Content Services: A New Way to Work

The global technology infrastructure that will give organizations the ability to harvest
and make sense of quantities of information that were simply unfathomable until recently
is arriving. In fact, humans will be hard-pressed to keep up with the use-cases andpossibilities. We are quickly arriving at the inflection point where if it can be envisioned, it
can be done.
Content services is the nexus. Not merely riding this incredible wave of transformation,
this technology is actually at the center of its creation and implementation. We have only
scratched the surface of the new ways to work that Industry 4.0 has in store.

31

Endnotes
1 ichard Baldwin, “Globalisation, automation and the history of work:
R
Looking back to understand the future,” United Nations Conference on
Trade and Development, May 16, 2019, https://unctad.org/en/pages/
newsdetails.aspx?OriginalVersionID=2092 (accessed February 2020).

13

 aren M. Shegda, Karen Hobert, Michael Woodbridge, and Monica
K
Basso, “Reinventing ECM: Introducing Content Services Platforms
and Applications,” Gartner, Refreshed October 7, 2019, Published
December 5, 2016.

 ing Lin, “10 Internet Statistics Every Marketer Should Know in 2020
Y
[Infographic],” Oberlo, November 8, 2019, https://www.oberlo.ca/blog/
internet-statistics (accessed February 2020).

14

 aren Hobert, Karen M. Shegda, Monica Basso and MichaelK
Woodbridge, “Reinventing ECM: Introducing Content Services
Platforms and Applications,” Gartner, Refreshed 7 October
2019, Published 5 December 2016, https://www.gartner.com/
en/documents/3534821/reinventing-ecm-introducing-contentservices-platforms-a (accessed January 2020).

15

 eyan G., “41 Stunning BYOD Stats and Facts to Know in 2020,”
D
TechJury, April 17, 2019, https://techjury.net/stats-about/byod/(accessed February 2020).

16

 ane Severson, et al., “Predicts 2020: Digital Workplace Applications
L
Led by the New Work Nucleus,” Gartner, Figure 2, Changes in
Preferred Work Location in the U.S. and Europe, December 6, 2019.

2

3

 eff Desjardins, “How Much Data is Generated Each Day?” VisualJ
Capitalist, April 15, 2019, https://www.visualcapitalist.com/how-muchdata-is-generated-each-day/ (accessed February 2020).

4

 an Warren and Calum Dewar, “Understanding 5G: Perspectives onDfuture technological advancements in mobile,” GSMA Intelligence,
December 2014, https://www.gsma.com/futurenetworks/wpcontent/uploads/2015/01/Understanding-5G-Perspectives-onfuture-technological-advancements-in-mobile.pdf (accessed
February 2020).

“ Strategy Analytics: Internet of Things Now Numbers 22 Billion
Devices But Where Is The Revenue?” Strategy Analytics, May 16, 2019,https://news.strategyanalytics.com/press-release/iot-ecosystem/
strategy-analytics-internet-things-now-numbers-22-billion-deviceswhere (accessed November 2019).

5“ The Growth in Connected IoT Devices Is Expected to Generate
79.4ZB of Data in 2025, According to a New IDC Forecast,” IDC, June18, 2019, https://www.idc.com/getdoc.jsp?containerId=prUS45213219(accessed November 2019).

 ohn Mancini, “Industry Watch: State of the Industry – Content
J
Services,” AIIM, May 9, 2019, https://www.aiim.org/Resources/
Research/Industry-Watches/2019/2019_March_State-of-theIndustry-Content-Services-Mem%20Only (accessed January 2020).

17

18

6

 J Reinhart, “Most Americans Already Using Artificial IntelligenceR
Products,” Gallup, March 6, 2018, https://news.gallup.com/
poll/228497/americans-already-using-artificial-intelligence-products.
aspx (accessed April 2019).

7“ Volume of data/information created worldwide from 2010 to 2025,”
Statista, December 2018, https://www.statista.com/statistics/871513/
worldwide-data-created/ (accessed January 2020).

“ Cloud Adoption Statistics for 2020,” HostingTribunal.com, https://
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