Digital Experience:
The Internet of Me

CEO White Paper

Mark J. Barrenechea
OpenText CEO and CTO

Digital Experience: The Internet of MeContents
Introduction

2

Digital Disruption and the Internet of Me

4

Customer-Centric Business Transformation

9

Creating Exceptional Experiences

14

Obstacles to Customer-Centric Digital Transformation

22

Digital Experience Platforms

25

Brave New World of Me

32

1

Introduction
More.
If one word could describe customer expectations today, it would be “more.” Morepersonalization. More convenience. More engagement. More customer service. Morespeed. More choice. More accountability.
Today’s customers are calling the shots, and they have become more powerfulthan ever.
In fact, it is customers, not competitors, that are now the primary disruptive force
for businesses.1 And 70% of them say connected and seamless processes—like
contextualized engagement and frictionless experiences—are crucial to winning theirbusiness.2 They expect customization and tailored experiences across any andevery channel.
A quality product is imperative, but customer experience (CX) is king.

Rising Customer Expectations

90%

84%

76%

of consumers rate an of consumers say theof consumers“immediate”
experience a company expect companies
response asprovides is as
to understand theirimportant or very
important as its
needs
importantproducts and services

73%

Figure 1:
Consumer Expectations Are Rising3 4 540%of consumers expect of consumers won’t
companies to use new do business with atechnologies to create company if they can’t
use their preferredbetter experiences
channels

This is not only about consumers. Business buyers have equally high expectations,with 89% saying that the experience a company provides is as important as its
products and services.6
Figure 2:

Rising Business Buyer Expectations

83%of business buyers
expect companies touse new technologies
to create better
experiences82%

of business buyers
are willing to pay
more for a great
experience80%of business buyers
expect companies tocommunicate withthem in real time79%

of business buyers
expect connected
experiences

Business Buyer Expectations
Are Rising, Too7

75%

of business buyers
expect tailored
engagement basedon past interaction

In the current era of technological advancement, information overload and constantconnectivity, companies that do not rise to the challenge can expect their customers
to kick them to the curb and never look back. Customers can find another businessthat meets their needs within minutes; everything is at their fingertips, just a search
away. In light of this, it is not surprising that nearly half of American consumers
switched companies based on a poor customer experience within the last year alone.8
2

Digital Experience: The Internet of Me

We are living in the fourth industrial revolution, characterized by technologies likeartificial intelligence (AI), 5G, the Internet of Things (IoT), robotic process automation,
nanotechnology, and countless others. Industry 4.0 is exponential, and yetorganizations must still find ways to provide exceptional customer experience in the
midst of this onslaught of new trends, microtrends and disruptive technologies.
Data protection

AI security

Figure 3:

System convergence
IoT

Privacy concerns

Practical blockchain

Sol – Systems of Intelligence

Security and trust

Customer journeyTransparency and traceability

SoE – Systems of Engagement

Customer feedback

SoT – Systems of Things

Listening to customers

Value-driven experiences

Data and AI get weaponizedFirst-party data

Operational efficiency

Data strategy unlocks transformation

Automation

Tangible experiences

Where andhow to start?

Robotic process automation
Self-service
Surrender brand control
Integration

Artificial intelligence

Application-to-application

True omnichannel

SocialDigital efficiency

Human augmentation

An Onslaught of Competing Trends

Automomous things

Claim your space
5G

Authenticity

Over 100 years ago, rumor has it that Henry Ford took this narrow approach tocustomer choice: “Any customer can have a car painted any color that they want, solong as it is black.” While it sounds miserly, Ford was aiming to make cars affordable formore people by limiting production variation to keep costs down.
What a difference a century makes.
In 2020, we reside within a digital ecosystem of personal data, content and devices
that makes the online world different for every user—it is the age of the Internet of Me.

3

Digital Disruption and the Internet of Me
Digitally native companies are disrupting markets. They are capitalizing on thecapabilities of Industry 4.0 technologies. They are creating a significant advantage
by using their information to the fullest. They are branching into new products andservices. They are developing new business models and changing all of the rules.
Figure 4:
Apple

Netflix

Amazon

Airbnb

BitcoinTower
Records

Blockbuster

RetailHotelsBanks

Digital Disruptors

The world is changing, and the mantra is get on board or get left behind. It ishappening in every industry.
Figure 5:

CURRENT LEVEL OF DISRUPTION

0.80

0.70

VIABILITY(18% of companies)
Comms & Media

0.60

0.50

Software & Platforms
2018 Weighted Average
0.51

High-Tech

TravelLife Sciences
Health

0.40

0.30

0.54
2018 Weighted Average

Disruptability Index Industry Sector Matrix - 2018 results
0-1 scale (1 = most susceptible/disrupted)

RetailConsumerGoods &
Services

VOLATILITY(33% of companies)

Infrastructure &Transportation Services
Insurance

Banking
Automotive
Industrial Equipment & Machinery
Capital Markets

Chemicals
Natural Resources
Energy Utilities

DURABILITY(11% of companies)

0.20
0.20

0.30

VULNERABILITY(38% of companies)
0.40

0.50

0.60

0.70

0.80

SUSCEPTIBILITY TO FUTURE DISRUPTION
Source: Accenture Research Disruptability Index 2.0.

Disruption is not something that happens once and is done. Truly disruptive
companies do not rest on their laurels. Consider the quintessential disruptor, Amazon.
Well-known for selling physical items online and reinventing ecommerce, logistics anddelivery, the company also offers a video streaming service that competes with Netflix.
They even produce original content for the platform. Meanwhile, Apple is rumored tohave returned to its work on developing autonomous vehicles, supposedly destinedfor release sometime between 2023 and 2025.10 And Alphabet, formerly known as
Google, started with search and now has its hand in basically everything under thesun—the most popular smartphone operating system, life sciences research tocombat aging and disease, AI, drones, wearables and the list goes on (and on,
and on…).

4

Digital Disruption Index by Industry9

Digital Experience: The Internet of Me

Tech giants are not the only organizations redefining themselves: traditional
companies are adopting new digital business models too. Agriculture, for instance,might appear low-tech at first glance, but the industry is leveraging big data and othertech trends in order to compete in global markets. John Deere’s digital portal gives
agri-businesses insight into equipment function, weather and farm performancethrough sensors embedded in the machines and soil. These sensors automaticallyupload data to the cloud, where it is used to analyze and optimize everything from
irrigation to seed placement to harvest.11
From a customer perspective, the center of all this technological disruption is theInternet of Me. AI makes personalized suggestions about what to watch, the bestroute for the commute and what items we might be interested in purchasing next.
Every device we own—phones, tablets, wearables, thermostats, appliances, security
systems—remembers our preferences and collects data in order to constantly
improve the experience. Cloud syncs all of our apps and content, allowing us tonavigate cyberspace with ease.
Three key aspects are at the heart of the Internet of Me: customer choice, multiple
channels and the IoT. That is, customers demand experiences that represent “mychoice, my channel and my devices.”
Figure 6:
The Internet of Me

The Internet of MeMy
ChoiceMy
ChannelMy
Devices

1. My ChoiceCompetition is stiff. Globalization has taken business out of the neighborhood andonto the world stage. Digital disruption has minimized barriers to entry in every
industry. Digital marketing empowers any company anywhere in the world to reach any
customer. Consumers are given new choices for products and services every day.
With more choice than ever, customers will be won over by companies that leveragedata to offer exactly the experiences they want. They are fickle, want instantgratification and expect businesses to not only respond to their preferences in the
moment, but remember them for future interactions as well. Research demonstrates
that 80% of customers are more likely to make a purchase when offered tailoredinteractions, with 49% having made an impulse purchase after receiving a more
personalized experience.12 135

Consider the hospitality industry as an example. Marriott Hotels lets guests checkin using the guests’ phones as room keys, allowing customers to bypass waiting inline at the front desk for service. In the future, such apps will use machine learning
to customize hotel rooms prior to each guest’s arrival (e.g. setting the temperature,dimming the lights or diffusing a certain scent), based on preferences thatguests have shared with the app through previous stays and on social media.
According to Marriott’s VP of Global Loyalty, “To have relevance, we need tohave personalization.”14
In the Internet of Me, companies need to know their customers well and give themchoices in their products and experiences, drawing on data for insight.
2. My Channel
Whether customers are interacting with an organization on apps, social media,
mobile, desktop, kiosks, call centers or in-person, every touchpoint must offer aseamless transition between channels, a personalized experience and a consistentcustomer journey.
Businesses need an integrated omnichannel approach.
For example, a single customer journey to buy a pair of jeans from a retailer caninvolve several channels. A prospective customer sees a billboard for jeans on the
train to work. She browses the retailer’s website on her phone and ends up asking
questions to a chatbot on Facebook. Later, on desktop, she orders jeans from thewebsite, and she gets email updates about the status of her order over the next few
days. She finally picks up the jeans in-store from a human employee.
If any stage of this journey is dissatisfactory—if the website will not load properly or
the chatbot’s answers are too formulaic, for example—the sale could fall through andthe retailer’s reputation with the buyer will be harmed. Customers gather information
on multiple channels and potentially buy on another. If the interaction is not seamless,the company will miss opportunities to secure sales and customer loyalty.
This is especially important given spikes in digital buying. As a result of the COVID-19
pandemic, 30% of people plan to shop online more often in the future—and thisshift is cross-generational, including 28% of those over the age of 65.15 Much of thisshopping will be on mobile devices, a trend that was steeply rising even before thepandemic. In February of 2020, experts predicted that, by the end of the year and forthe first time in history, more than half of all digital commerce globally would be on amobile device.16
3. My Devices
With the Internet of Things, everyday objects interact with the online world—and witheach other. Your refrigerator could tell your grocery store when you are running low
on butter. A traffic light could tell your car about a traffic jam ahead and suggest analternate route. Your smart watch, connected to your home automation system, could
offer to preheat the oven in preparation for dinner or alert you that someone is ringing
your doorbell.

6

Digital Experience: The Internet of Me

Wearables and other devices provide additional touchpoints that organizations canuse to generate value. For example, Disney’s MyMagic band is a digital bracelet thatgives users access to parks, rides and hotel rooms, but it also serves as an easy way
for users to pay for food and souvenirs, reminds them of rides they may have missed,
coordinates snapshots of memorable moments and prompts them to buy photos.
What was once a product is now an ongoing service, providing a highly individualized
experience long after purchase—and even assisting with future purchases. On abasic level, customers want products and services that interact with the devices they
already have and those they will purchase in future. They expect devices to share
information and provide a holistic, seamless end-user experience. Beyond that, theywant their devices to provide customized solutions for their unique needs. According
to Gartner, 45% of companies offering IoT endpoints will use AI to support customer
retention by 2023, up from less than 5% in 2018.17
To thrive, companies must evolve with this new means of buying and using products
and services. Each organization will need a strategy to combine the Internet ofThings with omnichannel access and personalization. To create a frictionlessdigital experience.
Frictionless Experiences: A New Paradigm
In the era of the Internet of Me, customers expect the same smooth, fast accessthat they experience with companies like Amazon and Netflix. The last thing any
organization needs is to create obstacles for the consumer along the way. The lower
the friction, the less resistance the customer encounters and the more inclined they
will be to complete a purchase. And make repeat purchases. A business can improve
its profits anywhere from 25% to 95% by boosting its customer retention by a mere
five percent.18
Friction happens when consumers experience glitches in their customer journey,
anywhere from research and discovery of a product through to payment, shipment
and customer care. It could be waiting in long lineups, products featured onlinethat are not in stock, inaccurate information, online transactions that time out, therequirement to fill out multiple forms, hidden costs or poor after-purchasecustomer service.
Figure 7:

Purchase Friction

Purc
ha

25%

of online shoppers abandoncarts due to unexpected charges

Zero
Friction
FutureDi

41%

get frustrated when an
advertised product or service isunavailable

Post

Post-purchase Frictionaurch se
-p

se

52%

Potential Friction Points in
the Customer Journey19

will switch brands because ofpoor customer service66%

sc overyswitch if a brand fails toremember their previous
interactions

Discovery Friction

55%

of consumers wait less than
5 seconds for a website toload before leaving93%

say reviews influence
their product choice7

To create zero friction experiences, companies must give consumers access to theinformation they want, on the device they want it on, when they want it (in real time).
Personalization goes hand in hand with this need for speed. The journey can only betailored if a customer’s information is integrated between channels, and the story of
their needs and interactions is known and shared across the different departments
and services involved in the journey.
Then, payment must be smooth and fast whether it is via credit card, debit, PayPal,transfer, smartphone or other methods. Contactless payment options—now soaring
in usage thanks to the pandemic—have streamlined check-out processes even more.
This includes options like being able to simply walk out of a store with items or stepout of a ride-share, and have an app automatically charge the desired credit card;a wearable watch or bracelet embedded with RFID for payment; or, a QR code for“pay and pass” capabilities. Payment options will continue to evolve as innovativetechnologies—such as beacons, biometrics and AI—come on the scene to provide
even more immediate and intuitive ways to access information, goods and services.
Just as consumers expect choice in products and payment methods, they expect
to be able to fulfill their orders in multiple ways. Shipment should be immediate anddirect, or available for pickup at a convenient location. Technologies like drones are
already being used to help create frictionless order fulfillment. They are delivering
goods to remote locations, groceries to consumers, and component parts
to manufacturers.
Post-purchase, customer support is paramount. Unforeseen challenges can arise
after purchase: a product can be faulty, the consumer might not know how a productor service functions, or they might want to return their purchase. If friction is not
smoothed over, consumers will leave. As with the rest of the customer journey,
customer support should be immediate, omnichannel, personalized and positive.
The costs of not providing a smooth digital experience are high. Research showsthat customers are twice as likely to share reviews about companies after a negative
experience than after a positive one.20 And after just one bad experience, one in threecustomers will leave a brand they love; and 92% will leave a company after two or
three negative interactions.21
Friction leads to lost customers, revenue and opportunities that amount to hundredsof billions of dollars each year.
Digital technologies are giving businesses increased opportunities to engage withcustomers at every touchpoint of their purchasing journey, to listen and understandwhat customers really want and need, and to deliver more relevant, individualized
and exceptional experiences. Taken together, there has never been a better time fororganizations to undergo a customer-centric business transformation.

8

Digital Experience: The Internet of Me

Customer-Centric Business Transformation
Customer expectations are rising. To stay ahead of disruption, businesses mustembrace digital transformation. And to thrive, businesses must use those digitaltechnologies as a springboard to new strategies that put the customer (not the
product) at the center.
It is time to translate expectation into experience.
Companies in every industry are now compelled to design connected experiences,
irrespective of touchpoint or channel, so that customers can enjoy them whenever,wherever and however they choose. Without this, customer satisfaction suffers—
impacting the bottom line. Customer-centric companies outperform theircompetitors across the board, with companies that excel at customer experience
growing their revenues four to eight percent above their market average.22
Digital adoption is accelerating, whether businesses are ready or not. Thanks to the
COVID-19 crisis, it has recently taken another significant leap forward, even among
digitally adverse groups. In March of 2020, Facebook messaging use increased by
50%, while Facebook video and messaging calls more than doubled.23 Business
users began using video conferencing as the default for meetings. App downloads
for Instacart, Walmart Grocery and Shipt surged by 218%, 160% and 124%,
respectively.24 Telehealth visits rose by 50%.25 Interest in online shopping doubled
worldwide.26 Contactless customer journeys became the norm.
Consumers and business users alike are adopting new digital habits—habits that will
not revert to the old ways once the pandemic is over. There is a new normal, and it
is digital.
Organizations must take a hard look at their approach and pivot to the next normal
with a focus on:
1. Becoming customer-centric
2. Optimizing operations
3. Enabling digital business models
Figure 8:

BecomeCustomer-Centric

Digital Transformation

c ti

pt

on

i

du

Disru

EnableDigital Business Models

v it yGrowthP ro

Optimize
Operations9

1. Become Customer-Centric
Customer experience is the ideal starting point for digital transformation.27 In fact,
digital leaders called out customer-centricity as the most important characteristic fora truly “digital-native” culture, according to a recent survey.28
Which characteristics do you think are most important inestablishing a truly ‘digital native’ culture?
Customer-centric

Establishing a Digital-Native Culture29

58%

Data-driven

40%

Innovative

28%

Collaborative

28%

Agile

Figure 9:26%

Building a customer-centric organization also has a fast return on investment. Achange of mindset focusing on the customer, along with corresponding operationaland IT improvements, can increase customer satisfaction by 20% to 30%, employee
satisfaction by 10% to 20%, and economic gains by 20% to 50%.30
Achieving these gains requires organizations to be strategic and purposeful inreimagining their customer experience. They must first understand how digital
disruption is changing customer behaviors and preferences, then use new digitaltechnologies to reinvent—sometimes scrapping the old model entirely—theircustomer engagement approach and journey. They must also redefine many employee
roles to ensure that everyone in the organization is on the same page.

Customer-focusedleadership

Understanding
your customer

Design theexperience

10

Empower thefront line

CustomerCentricity

Metrics thatmatterFeedback drives
continuous
improvement

Figure 10:

Customer-Centricity

Digital Experience: The Internet of Me

Three building blocks are necessary for success: aligning leadership teams to clear
goals, implementing a disciplined transformation process, and building up the enablers
to make it all work.
1. Align: To ensure a shared vision, top management must buy in to the customercentric strategy. In 80% of companies considered digitization front runners,
employees cited their CEO as the driving force behind the organization’s successful
cultural transformation.31
2. Implement: Collecting and using customer data at each touchpoint is the key totransforming customer journeys. Data allows organizations to identify what needs
to be changed, target barriers causing friction, leverage insights to make smarter
decisions and digitize the journey for a seamless experience from start to finish.32
3. Enable: Enabling transformation requires establishing a permanent, live feedback
loop from customers to as many employees as possible.
2. Optimize Operations
Organizations need a strong technological backbone to empower a successful digitaltransformation; robust, seamless operations and processes are prerequisites foroutstanding customer experience.
Operational excellence improves productivity and outcomes through streamlining
and automating processes, thereby freeing employees from the drudgery of banal
activities and enabling them to dedicate their time and effort to creating value forcustomers. Not to mention, delivering a great experience reduces the cost to serve
customers by as much as 33%.33
Digital masters ensure their operations are customer centric and linked to the vision
The digital transformation vision
incorporates both customer experience
priorities and internal operations

46%

29%

15%

Digital technology is allowing us tolink customer-facing and operational
processes in new ways

Average

38%

15%Conservatives

Digital Masters Ensure Operations
Are Customer-Centric and Linked
to the Vision34

73%
38%
38%

37%

Beginners

Figure 11:

Fashionistas

Source: Capgemini Research institute. Digital Mastery Survey; April-May 2018, N=757 organizations; N=244 Digital Masters.

71%
Digital Masters

3. Enable Digital Business Models
Digital leaders see new technologies as opportunities to break free from theirlimitations and build new business models. Disruption is a call to address customer
needs in innovative ways.

11

Whether they reinvent industry norms, redesign delivery models or create new
products or services, the common thread is that digital leaders disrupt their markets
by offering better experiences. Amazon, Tesla and Apple are successful because
they build their business models on customer data and tailor all of their activities tocustomer needs.
Successful players are also using their data to get into entirely new verticals anddisrupt traditional industries. For example, French telecommunication company
Orange launched its own online bank in 2018. And energy drink company RedBull
launched RedBull Media House, which has become one of the world’s leading premium
content media companies for original sports, culture and lifestyle content.35
The Importance of First-Party Data
According to Forrester, insight-driven businesses are growing 30% annually—eighttimes faster than the global GDP.36
Collecting first-party data is essential for understanding customers better, analyzing
their reactions and getting feedback that will define the “next best action” to enrich thecustomer experience.
Customer data is generated constantly in the age of ubiquitous connectivity, myriad
devices, the IoT and social media. Machines can identify voices through a microphone
and track biometrics through wearables. AI can understand and extract sentiment,
tone and emotion from unstructured textual data. Even in offline interactions, creative
companies are finding ways to gather data—a QR Code on a cereal box that launches
a game or facial recognition technology within a retail location.
However, to realize the benefits, companies must be able to engage with their data inmeaningful ways. Anywhere from 55% to 99.5% of the data companies collect goes
unused.37 38 And as our information sits in the dark, so do we. It is not enough to simply
collect masses of data—it must be leveraged for success.

Data in Use

Limited Insights

Figure 12:

Process Advantage
Data Enrichment

Automation

Human-to-human Collaboration

Enterprise Resource Planning

Unused Data

Information Advantage Potential
Deeper Insights
Exceptional Customer,
Employee and Partner Experiences
Augmented Human Intelligence
New Business Models

12

Operational Efficiency
Enhanced Security and Threat Detection
Advanced Risk Management
Data-driven Predictions

The Untapped Potential of Information

Digital Experience: The Internet of Me

When customer data is collected and used effectively, a virtuous cycle begins: better
insights result in better customer relationships; better customer relationships produce
even higher quality insights; higher quality insights drive enhancements in products,
services and experiences; all of which enables the company to capture new prospects
and keep current customers; and these customers will then provide even more datawith every subsequent interaction.
It is a positive feedback loop that generates better business outcomes withevery revolution.
Virtuous cycle

Learn about the customer

tter custom
Be lationship er
s
re

IoT
B e t te rins

AI and CX
Automationht

ig

Omnichannelinteractionsse
ns r q u
ig h a lit ytsCollect first-party data

Listen and understand the customer

h
Hig i

Enhance customer experiences
Help and serve the customer

Figure 13:

Virtuous Customer Data Cycle

Betterproducts

Betterservices

Betterexperiences
Positive feedback improves business outcomes

When organizations embrace digital transformation and customer-centricity—and
when they are able to glean valuable insights from their data and continually turn thoseinsights into strategic actions—they are ready to launch their customer experience
into the stratosphere.

13

Creating Exceptional Experiences
Customer experience is the new brand.
–Shep Hyken, Customer Experience Expert, Speaker and Best-selling Author
Gartner defines customer experience as: “the customer’s perceptions and related
feelings caused by the one-off and cumulative effect of interactions with a supplier’s
employees, systems, channels, or products.”39
Think of it like a recipe. Many companies might have similar ingredients—products,
services, channels, marketing—but the recipe, the customer experience, is unique.
This is where differentiation happens; it is where a company can either stand out or
blend into obscurity.
Well-executed customer experiences have an immensely positive impact. Increasing abrand’s CX Index™ (a measure of CX quality including effectiveness, ease and emotion)
by just one point can equal up to one million dollars in incremental revenue.40

Analyzing customer sentiment andFigure 14:

providing an exceptional experience helps:

Achieve revenue
growth of

5-10%

Increase
upselling andcross-selling rates by

15-20%

Prevent

85%

of consumers fromchurning

What Is an Exceptional Experience?
No single answer is sufficient to define an exceptional customer experience in generalterms. The true gauge is the response from real customers. And their criteria change
depending on the company they are dealing with, what their needs are, the channels
they are using and the context they are in.
For instance, customers expect efficiency when shopping online for groceries at
Amazon, but inspiring, curated content when they look for a new high-end pieceof clothing.
The only way for an organization to understand what an exceptional experience is in
the eyes of its customers is to follow the data.

14

Creating Exceptional Experiences41 42 43

Digital Experience: The Internet of Me

Most Important Factors for CX44

Efﬁciency

50%

Worth paying more for

Figure 15:

What people value most in their customer experience

60%

Convenience

Friendly service

40%

Knowledgeable service
Easy payment

Up-to-date technology
Loyalty program30%

Unique experience

Social responsibility
Design20%

Charitability

10%

Fun

Global presence

0%

30%

40%

50%

Human interaction
Personalization

Brand image
Automation
Atmosphere60%

Easy mobile experience

70%

90%

80%

100%

Level of importance for customer experience

Just as cooking shares certain methods across different recipes, exceptional
experiences share common criteria. They must be seamless across all channels; theymust be designed as end-to-end experiences; they must offer rich content; and theymust be driven by insight.
Frictionless Experiences Across Channels

To deliver exceptional experiences, companies must bring consistency and fluidity
between the channels, along all points in the customer’s journey. As discussed, thebuying process often involves multiple touchpoints, including research on the web,
downloading an app, contacting customer service, going in-store, and interacting
through additional devices, like wearables.
Customers constantly transition between these channels and they expect data,
information and assets to move seamlessly with them. It should be effortless, in any
modality: voice, touch, gesture, click, text, augmented reality and so on.
In-person

Figure 16:

Desktop web

Social media

The Omnichannel Experience

Web portal

App

Kiosk

Email

Mobile web
Traditional advertising(TV, Radio, Print, etc.)

Omnichannel
Experience

Contact center

Chatbot
Digital advertising(YouTube, Google Ads, etc.)

15

To customers, the channel they are using is unimportant—what matters is that they
can get what they want (information, products, support, etc.) in the most convenientand intuitive way possible.
Successful organizations manage their cross-channel integration to createthat seamless experience—especially as the market moves from omnichannel
experiences to multi-experience. Domino’s Pizza is the leader of the pack with its
innovative multi-experience solution, Domino’s AnyWare™. Pizza can be ordered in
multiple applications, on any device (including wearables), in multiple modes and evenwith zero clicks (a single click is one click too many, according to Domino’s).45 This iswhat a frictionless experience looks like.
Organizations need to know and understand a customer’s preferences, profiles andfavorites, then deliver on expectations with simplicity and ease across every channel.

nib

nib provides value for money and affordable health insurance to over one million
people across Australia and New Zealand. nib has an enduring philosophy: that theneeds of the community will be better served if private health insurance is easy tounderstand, has simple to process claims and, most of all, clearly represents
good value.
In early 2014, nib wanted to take the positive experiences of its existing andprospective customers to a new dimension. Senior management were majorsponsors in the move to upgrade the capability of the existing Customer
Communication Management (CCM) platform. Opportunities were identified by nib
to better support the growth and diversification of the company, specifically around:increasing throughput to support high burst volumes in bulk mailouts; greater
document personalization through better template management and extending
support to multiple delivery and device channels; an improved ability to achieve
consistent records management archiving; and greater flexibility to support nib’sbusiness segments and partner brands.
A new CCM platform was necessary for nib to transform its customer
communication process, thereby enabling the company and its partners to achieve
their growth targets and capture new markets. The company needed a platform thatwould make it easy and cost-effective to create high-quality personalized customer
correspondence for multiple business segments and partner brands. With
OpenText Exstream, they simplified and consolidated correspondence generation
across all business segments, as well as upgrading their customer communications
capability, enhancing customer experience and supporting business growth. nib isclosely monitoring Exstream’s benefits, which include customer feedback surveys,
document production and delivery costs, and improvements in process efficiency
and the time taken to get correspondence initiatives to market.
16

Digital Experience: The Internet of Me

Touchpoints versus Journey: The End-to-End Experience

ua
te

te
ca
o
v
Ad

en
d

Buy / Acquire
ar

A

w

Ev
al

en

ess

Re

c

m
om

Figure 17:

Maint
ain

Own / ServeBuy

The Customer Journey

U se

Need

Research

D e l i ve r y

Customers evaluate their journey as a whole, not based on individual touchpoints.
With an ever-growing number of channels and countless combinations of interactions,
it is even more important to have a holistic view of the customer. A commercial on
YouTube or an online form can impact the overall experience as much as a call with thecustomer service center or a piece of direct mail.
Still, many companies focus on improving touchpoints instead of customer journeys.
On the surface, this seems logical—it reflects organizational accountability and it
is relatively easy to build into operations. However, this siloed approach based on
isolated interactions with customer services, sales staff or marketing material misses
the bigger picture: the end-to-end customer experience. Failing to see the big pictureleads to negative consequences, such as high call volumes and customer churn.
To avoid missing the forest for the trees, companies must:• Identify their key customer journeys• Understand how customers navigate across the touchpoints• Anticipate customer needs• Understand what works and what does not• Set improvement priorities• Fix the root causes of issues, and redesign customer journeys fora better experience
Rich Content

Content is anything that communicates a message to the audience, such as productdescriptions, blogs, images, videos and other media. Rich digital content contributes
to an elevated user experience and a higher conversion rate. Producing a dynamic andrefined user experience (UX) is at the top of every digital content marketer’s task list. In
fact, a well-designed UX could improve conversion rates by up to 200%.46
Conversion rate is not the only thing that sees a dramatic difference when marketers
focus on user experience; brands can see drastic changes in bounce rates, time on
page and even average order value.

17

San Jose Sharks

The San Jose Sharks are a professional ice hockey team that competes in North
America’s National Hockey League (NHL). SJSharks Productions, the Production
and Event Presentation for the San Jose Sharks, produces video content foreverything ranging from television commercials to in-arena programming, as well
as shooting video at every game. The team realized they needed a digital asset
management (DAM) system to better manage media for rapid creative production.
A key requirement for the DAM system was the need to integrate with otherapplications, which would allow users to find assets quickly without leaving theapplication they were working in.
With this in mind, the San Jose Sharks chose OpenText Digital Asset Management
for SAP Solutions, a consolidated asset repository that integrates with enterpriseapplications such as Adobe Creative Cloud Suite, SAP and Microsoft to facilitate
an integrated digital media system. With OpenText DAM on the roster, theSJSharks Productions team can easily drop their assets into the repository
with the appropriate metadata needed to find and share those files quickly. The
new solution helps meet the needs of Sharks fans who are socially networked,
knowledgeable and eager for information. The SJSharks Productions team can
respond to requests and finish projects faster with improved productivity andcollaboration. The DAM solution also streamlines production to quickly complete
video projects that build brand value.
Further, when the COVID-19 pandemic shut down the NHL, the SJSharks
Productions team was able to quickly transition to working from home. With nogames on the schedule, staff accessed the OpenText solution remotely to catch up
on game footage that had not yet been logged and to produce new pieces to keepfans engaged. Connecting with fans and maintaining their engagement with the
Sharks continues to be the ultimate goal. The OpenText DAM solution will assist
the team in responding quickly to demands for content.
Insight-driven

As customers shift to new channels, journeys are increasingly dynamic and constantly
changing. It is more crucial than ever to understand how customers are behaving
throughout their journeys. Collecting, aggregating and analyzing data to generate
insights is the key to managing customers’ preferences and expectations now, as wellas understanding how consumers will evolve in the future.
With an ever-growing volume of data, organizations must rely on machines (like AI)
to link different aspects of the interaction and connect information in a single view of
the customer. Armed with the capability to derive meaningful insights, organizations
can use methods like A/B testing to adjust the experience in ways that will make adifference. Voice of the Customer solutions are also an essential component to collectand analyze customer feedback.
18

Digital Experience: The Internet of Me

What Do Organizations Need?
Realigning an organization to prioritize customer experience is not a trivial task. Boththe culture and the technology must promote innovation and agility. Furthermore, thecollection, analysis and utilization of data must be embedded into every process.
But it can be done if organizations are committed to customer-centricity and invest inthese key capabilities to accelerate their digital transformation.
Agility

For an organization to respond quickly to customer needs, it must embrace a degreeof risk and decision-making decentralization. Testing, measuring and adapting quickly
should replace restrictive approval cycles, empowering employees to innovate andrespond to customers faster.
Although this will inevitably result in some failures, the benefits of this “fail fast andpivot” approach far outweigh the risks. Agile organizations will find that the failures
are limited in scope, while the data gathered (from both successes and failures)
accelerates improvements to the overall customer experience. It also enables thebusiness to respond more rapidly to unexpected situations and become more resilient
under adverse conditions.
A Platform for Innovation with an API-first Approach

Legacy technology platforms have high inertia, which prevents rapid responses to
new data or changing conditions. Implementing an API-first framework boosts pace,innovation and agility.
Through APIs, organizations can obtain assets like master data (data essential tooperations in a specific business or business unit) and rich media (e.g., videos)from systems of record, and leverage services like secure payment and media
transformation as building blocks to create new tools and experiences. This approachprovides the integrations and capabilities companies need to use data and services
seamlessly, across multiple applications and across largely independent teams.
Figure 18:

Salesforce

Lever

API Framework

Workable

Jobvite

Taleo

iCIMS

Your
OrganizationAPIs

The Cloud

WorkdayAPIs

BambooHR
OracleToast

KronosCustomers
and Partners

Google Cloud

SAP

Azure

OneLogin19

Data-driven Experiences

Customers want companies to understand and support them. To do that, businesses
must start by listening to what customers really need—and that insight must comefrom data. That is why first-party data, not opinion or previous experience, is at thecore of customer-centric digital transformation.

I believe in evidence. I believe in observation, measurement,
and reasoning, confirmed by independent observers. I’ll believe
anything, no matter how wild and ridiculous, if there is evidence
for it. The wilder and more ridiculous something is, however,the firmer and more solid the evidence will have to be.
				–Isaac Asimov47

Usable data should be collected at every customer interaction. As we go beyond
omnichannel to multi-experience and IoT, the number of potential touchpoints
increases; and with that, so too does the opportunity for gathering data. However,it also becomes more difficult to avoid customer record duplication and to connect
the entire experience. For example, it will be necessary to link engagement via anadvertisement on a wearable device, a chatbot dialogue on a website and a visit to abranch into a single customer journey.
The first step is gathering data for analysis, which will inform innovation andimprovement through the test and measure process. Certain data, like location or
device, can also be used directly to improve relevance.
Artificial Intelligence and Machine Learning

Without assistance, employees are faced with a tidal wave of touchpoints and oceansof data, and will soon drown. Only machines are capable of sifting through the massesof data that are accumulating—that is why organizations need AI and machine learningtechnology to augment their human teams.

Human

AI

Abstract ideas

Speed

Non-linear thinking

VolumeHighly adaptive

Accuracy

Broad learning andcomprehension

Specialized
learning andcomprehension

20

Figure 19:

Human Intelligence + Artificial IntelligenceDigital Experience: The Internet of Me

AI can summarize data, extract complex nuances including context, sentiment andemotion, and recommend courses of action, assisting teams in making better dataled decisions. When properly deployed, AI can extend the capabilities of employees,
making it possible to deliver dynamic, personalized customer experiences at scales
previously impossible ( just ask Amazon). However, AI is not a “magic bullet.” It requires
investments in time and effort before it can deliver the promised gains in productivity
and customer engagement.
Analysis and Visualization

In Industry 4.0, every company is an information company. All organizations produce
huge quantities of raw data that are invaluable—if they can be leveraged meaningfully.
Traditional methods of data collection and presentation, such as web analytics, footfall
reports and loyalty programs, while useful, are often limited to just one or two selling
channels and exclude data about internal processes and emerging touchpoints.
To excel at customer experience, organizations must invest in methods that centralize
analytics and decision-making at scale, across all connected channels.
Analytics platforms use data science and AI to consolidate and analyze raw data,
in its entirety, for trends and variations. And, because visualizations, interactive
dashboards and reports can easily be made available across the organization, crossfunctional teams can collaborate on managing customer experiences and prevent
their efforts from being siloed. The teams receive insights tracking the performanceof applications, processes, designs, messaging, content and products, enabling themto more quickly aggregate learnings, operationalize analytics and make complex
customer decisions.
Figure 20:
Customer Analytics Drives Value Acrossthe Customer Life Cycle48

Source: Gartner

Without question, creating exceptional customer experiences and building acustomer-centric organization requires organizations to gather, measure and use
customer data to the fullest. And to do that—as with anything worth doing—there arechallenges that must be overcome.
21

Obstacles to Customer-Centric Digital Transformation
Despite large investments in time, resources and money, many customer-centric
transformations still fail to deliver. Indeed, while 75% of organizations believe
themselves to be customer-centric, only 30% of their consumers agree.49
Customer-centric transformations are failing because of three key barriers: companies
lack data and data expertise; they do not have the right KPIs in place; and, their change
management strategy is weak.
Figure 21
Top Obstacles to
Customer-Centric Transformation
Data Availability

Experience Measurement

Change Management

Data Availability
Collecting data is foundational to improving customer experience—but its availability is
not a given.
Customers value their data. They are becoming increasingly informed about their data
rights—and more willing to exercise them. Customers can refuse to share data, forexample by not accepting website cookies, or they can decline a company’s request to
use their data.
Data protection regulations, such as the General Data Protection Regulation (GDPR)
in the EU or the California Consumer Privacy Act (CCPA) in the United States are also
impacting the way businesses can collect, use and store private data. To avoid penalties
and fines, organizations must continually review their software and infrastructure aswell as audit their data for non-compliance.
FINRA
ISO 27001:2013
Evidence Act
Rule 2210
Basel III Accord
Patriot Act BSI PD5000
Conflict Mineral
IncomeEU NFR Directive
PIPEDA
Tax Act
Disclosure RuleEU PharmacovigilanceSÄHKE2EU MDRUK Bribery
Directive
HIPAA
Act
GDPR
PSD2
Dodd Frank
SOX

AODA

FATCA
GLBA
FDA 21 CFRPart 11KYC/AML
LGPD

SEC 17a-4

FSMA
NARA M-19-21
TSCA
Directive
HSR Act
Section 508(Rehabilitation Act)TFTEA FOIADSCSAFERC 18 CFR
Parts 35 & 284
DoD 5015.2

UK Modern
Slavery Act

GoBD

PDPA

Solvency II Promotion of Accessto Information Act VERS
Anti-Corruption
POPI
Law 12846/2013■ Data Protection & Privacy Rules■ Regulated Records Retention■ eDiscovery Requirements

22

MiFID I & II, MiFIROpen Government
Information Regulations
APPI
Information
Technology Act
E-Commerce Act(Republic Act No. 8792)

PCI DSSCCPA■ Information Integrity & Authenticity■ Reporting Obligations

Telecommunications
Amendment Act
Modern Slavery Act

Public Records Act

Figure 22:
A Snapshot of the Global
Regulatory Environment

Digital Experience: The Internet of Me

Even when data does exist in an organization’s systems of records, it might not be
available to the teams that need it. Or it might not be integrated with the processes
that need it, making it impractical to use. Or broad access is available, but employees
lack the expertise to leverage it. Whatever the case, CX initiatives become lessefficient, less data-based and ultimately doomed to collapse.
Functional silos are the number one challenge in achieving a truly customercentric organization.
And without the right data, decisions are made on educated guesses and gut feelings
rather than on solid, empirically driven insights.
Experience Measurement
Customer-centric transformation means putting the customer first—a notion that iseasy to agree on but can be difficult for leadership to buy into in practice. Leadershipmust commit to prioritizing CX along with total sales, revenue and profitability, evenwhen CX’s ROI is not as readily measurable. For this reason, CX can fall by the wayside,
preventing companies from building the right competencies to realize the rewards inthe long term.
To achieve the benefits of providing an exceptional customer experience, companies
need a consistent method for measuring customer satisfaction and customer service
quality. Applying KPIs—the right KPIs—to CX is how organizations can track theirteams’ effectiveness at delivering stellar customer service each step of the way.
Industry research has discovered dozens of potential KPIs for businesses to consider
when establishing their core metrics for assessing the state of their customer
experiences. The metrics can be categorized as follows:• Business Generated: Tracked via the systems and technology that deliver thecustomer experience.
• Employee Rated: Require employee judgment to rate.
• Survey Scores: Require customers to tell you about themselves.
Client Risk
Repeat Purchase Frequency

First Response Time
Customer Churn Rate
Customer Lifetime Value (CLV)

loyee Rated
Emp

CX KPIs

Figure 23

Potential

Choosing the Right KPIs

Trust
Net Promoter Score (NPS)

S

s
core
yS
ve
ur

Customer Cost Acquisition

edatBusiness
Gener

Ticket Resolution Time

Number of Contacts

Customer Effort Score (CES)
Share of Wallet
Likelihood to Remain a Customer
Customer Satisfaction (CSAT)

23

Change Management
The shift from product-focused to customer-centric is a major transition. Teams fromacross the entire business must align and work toward a common goal—and they must
share the results of their efforts.
Unfortunately, organizational silos are even harder to break than technological ones.
Sixty-two percent of companies report that their own corporate culture is the biggest
hurdle on the path to digital transformation.50
Humans are naturally resistant to change.
This resistance takes many forms, including an unwillingness to learn new systems,
disagreement with management decisions, and uncertainty over changing job
requirements and outcomes. When departments are accustomed to working in
isolation, it can be an uphill battle to implement new integrated solutions, share accessto data and drive insight-based decision making.
And without communication and coordination, the business impact of transformation
projects and other innovation initiatives is limited. Costs increase as initiatives either
conflict or compete from one channel to another, reinforcing silos and fragmenting
the customer experience. All CX initiatives across an organization must fit together toenable a seamless experience.
CEOs play an essential role in setting the vision and engendering buy-in. They must
lead not only a digital transformation but a cultural one too. They must work withother leaders in the organization to enhance communication, annihilate silos and allay
employees’ fears. With strong leadership to champion the company’s initiatives andset cross-departmental goals, CX efforts flourish and deliver on their great potential.
Once an organization is aligned on its priorities and enabled to execute with agility,
all that remains is deploying the right technologies to facilitate the creation of
exceptional experiences.

24Digital Experience: The Internet of Me

Digital Experience Platforms
Companies compete on customer experience. In many cases, it is the differentiator.
Although products, prices or services remain top-of-mind for customers, positive
experiences influence purchasing decisions in every industry. Customers rate them as
particularly influential in healthcare (78%), banking (75%) and hotels (74%).51
The coronavirus pandemic has accelerated the need to invest in building excellent
digital experiences. Ecommerce, for example, has jumped forward by 10 years in justthree months.52

US ecommerce penetration, %10 years’ growthin 3 months

35

Figure 24
The Coronavirus Pandemic Has Propelled
Ecommerce 10 Years Forward53

30
25
20
15
10
5
0

2009

2011

2013

2015

2017

2019 Q12020

Source: Bank of America; Forrester Analytics; ShawSpring research; US Department ofCommerce; McKinsey analysis

Customer expectations and behaviors are rapidly evolving, and in some cases arecompletely changed. They expect seamless digital experiences. They expect speed,
reliability and support. They expect personalization matched with convenience. They
expect adaptation to changing circumstances without disruption in service.
Businesses have reacted quickly to implement tools that facilitate new realities likeworking from home and digital transactions. However, it is important to recognize thatmany of the changes wrought by the pandemic will be permanent—and businesses
need to implement solutions that will work for the long term, not just band-aids to getthrough today.
Regardless of their digital maturity level, organizations of all sizes need to improve theway they manage, measure and leverage customer interactions. They must optimize
their operations to reduce costs and increase efficiency. As customer journeys
become increasingly digital and complex, only a digital experience (DX) platform canmanage them effectively and gather the data necessary to understand changing
customer needs.

25

Figure 25:
RetainCustomers

Digital Experience Benefits

CreateEfficiencies

AcquireCustomers

Innovate

UnderstandCustomers

Link Metrics
to Financial
Outcomes

DX Benefits

What Is a Digital Experience Platform?
A DX platform is an integrated set of technologies that support the composition,
management, delivery and optimization of contextualized digital experiences. DX
technologies are designed to provide the right combination of speed, agility
and insight.
An advanced DX platform enables brands to deliver relevant, frictionless, data-driven
experiences. By incorporating the latest technologies and techniques, these platforms
make it easier to optimize and understand interactions with customers as well as
to maximize the performance of teams. Customers and employees enjoy smoothtransitions as they move between systems, channels and touchpoints.
Digital Asset Management
Customer Communications

Intelligent Forms

Measure&IoT

ra a &
ic t i o nestit

Process & CollaborationyTesting & Segmentation

AI / ML
Automation

Iden

Output Management

Exp
Cre era

Understand& Act

ience Delive
per
ry
Ex
Exp
ce
e
n
Ins r
ie ion
i
t

e
nc
ie ts
gh

B2B Network

Content Management

Createt
Da g
I n te er v
S

Personalize

Call Center Optimization

Voice of the Customer
Deliver

Journey Insights

To perform in highly competitive markets, companies need to create, personalize
and deliver relevant individualized experiences at scale—which means deploying DX
solutions that combine content management with customer insight.
Content management is essential to a great customer experience and should be apriority when building a DX platform. Accelerating the shift to digital requires the ability
to manage content and deliver it in a highly personalized way, on all digital channels:
web, apps, kiosks and many others. Companies need agile content services andhybrid/headless solutionsi to orchestrate delivery consistently on all channels.
i A headless Content Management System (CMS) is a backend-only solution which stores content and distributes
it via RESTful API. A hybrid CMS is a decoupled CMS which offers headless content management, plus all thecontent authoring features that marketers know.

26

Figure 26
Digital Experience
Management Technologies

Digital Experience: The Internet of Me

Customer insight is the other critical piece. Because organizations need topersonalize the experience on a large scale, they must acquire, access, analyze
and action customer data. To do this, the platform must offer seamless integration
capabilities to systems of records (CRM, ERP, etc.), as well as data analytics solutions
and AI services that can analyze structured and unstructured data. The more a DX
platform can integrate, the better for customer experience professionals.
Taken together, the DX solution should act as a single platform to facilitate customer
experience across channels.

Miami-Dade County

Miami-Dade County is home to more than 2.8 million diverse residents living in 34
municipalities and unincorporated areas across a 2,431-square-mile area and is
the seventh largest metropolitan area in the United States. Miami-Dade County’s
government is comprised of over 70 agencies and offices, including elected
officials, departments, as well as boards and trusts, that create policy and provide
government information and services to various customer groups—the residents,
businesses and visitors of Miami-Dade County.
Miami-Dade had an outdated content management system and their web portal
enterprise system had been retired. With more than 5,000 pages organized bydepartment, content was often duplicated, outdated and difficult to find. Sincepages were not optimized for mobile devices, they required visitors to constantly
zoom and pinch to read content. That is, if users could even find the content in thebureaucracy-based architecture. A new content management system was needed
to create the single source of information its architects envisioned. This content
management system would be one based on structured data types, be mobile anddevice agnostic, and power a new search and search-driven architecture.
Miami-Dade County recognized the need to rethink its content management
system. With OpenText TeamSite, it gained flexibility and the ability to customize.
All County departments, as well as the mayor’s office and board of County
Commissioners, use TeamSite to deliver omnichannel digital experiences toresidents. The system is integrated with the County’s GIS database and email
management system, plus personalization and survey software. Powered by the
OpenText platform, Miami-Dade County is now meeting the needs of millionsof residents to deliver the information they need, how they need it. Before there-launch of miamidade.gov, about 60% of visits were from desktop devices, withthe other 40% coming from mobile devices and tablets. Now those numbers haveflipped, which is a key goal of miamidade.gov’s new responsive design. Userfriendly design and TeamSite capabilities speed access to information even withtwice the volume of web pages compared to the outdated site organized
by department.

27

A Modular, Integrated Approach
Many organizations have already implemented multiple customer experiencesolutions—often too many, increasing the cost of maintenance, escalating complexity
and introducing redundancies across different departments or branches. The 2020
marketing technology landscape includes 8,000 software solutions, 24.5% of which
are new entries.54 Not all of them are needed. In fact, the half-life of most software isless than 24 months.
In today’s economic context, companies must make technology choices based onwhat will deliver the best ROI, then ensure the solution is integrated organization-wide.
A big part of both ROI and user adoption is choosing solutions that will augment thecurrent technology stack, not “rip and replace” existing investments.
This means expanding the DX platform in a manageable way with a modular “plugand play” approach and choosing content-centric solutions that play well with otherimportant systems and processes (CRM, MRM, ERP, AI, cloud, etc.). Systems of record
are not typically capable of delivering omnichannel individualized experiences on theirown, but an integrated DX platform will bridge the gap and turn data lakes into insights,
action and granular customization.
An extensible, true hybrid/headless platform at a reasonable total cost of ownership(TCO) adjusts to each organization’s pace and expands with its needs.
Get Started
Figure 27

How to Get Started

Define theEssentials

Understand What
Is in Place

How to Get Started

Build theStrategy

1. Define the Essentials

With an ever-growing amount of content and digital assets, organizations should put
their Content Management Systems (CMS) and Digital Asset Management (DAM)
solution at the center of their platform, along with their CRM and commerce solutions.

28

Digital Experience: The Internet of Me

Experience and Journey Analytics—ideally with AI capabilities—are also essential
components, delivering a 360-degree view of the customer across the customer
journey. And with COVID-19, the rising need for frequent, relevant and personalized
communications has brought Customer Communication Management (CCM) into
the core of the DX platform, particularly as customer communications have become
increasingly managed by marketing departments.

Marks & Spencer

Marks & Spencer (M&S) is an international, multichannel retailer, with nearly 1,000
stores in the UK. The company sells clothing, home products and food sourced
from 3,000 global suppliers, with 85,000 employees. As a large retailer, M&S needs
to interact with its customers across multiple channels, including web, mobile,tablet, apps, in-store, staff-assisted and phone.
To ensure brand consistency and efficiency across these channels and to deliver aconsistent customer experience, M&S needed a centralized digital asset repository
for imagery and video. Previously, M&S had multiple Digital Asset Management(DAM) repositories across different departments and functions. With several
different DAMs in use, the company struggled to handle its assets effectively.
As part of a wider multichannel digital transformation program, M&S looked for asingle, enterprise-class DAM.
M&S chose OpenText Media Management as its centralized DAM. Working closelywith OpenText, who provided on-site resources, the system was live and serving
images to in-store screens in just seven months. Within a year, the OpenText
solution was providing images to M&S’s website for all products. The OpenText
system delivers a fast, efficient means for submission, review, approval andongoing management of digital assets. M&S is able to publish assets live on thewebsite as quickly as possible, which is a key target. The system streamlines andaccelerates operations by reducing the amount of manual processing needed, due
to features such as automated integrations, handling files in the correct format
and automated handling of appropriate filenames. It also makes it easy to manage
system access for external suppliers and agencies.
2. Understand What Is in Place: Internal Capabilities Audit

Regardless of digital maturity, companies should perform an assessment of theircustomer experience technology stack and existing capabilities.
Fully delineating the systems in place illuminates what is available and what is missing.
As mentioned, many companies run multiple similar solutions (whether because ofa siloed culture or because of acquisitions). Because of this, present technology
solutions and processes may be underutilized, superfluous or simply not serving theirinitial purpose.
29

3. Build the DX Platform Strategy

The best way to start building an experience platform strategy is to define: 1) the typeof experience the company wants to bring to their customers, and 2) how the journeys
should deliver that experience.
It is important to be pragmatic and focus on high-value activities first. This could mean
starting with improving call center response times or shortening a claim process to
avoid customer churn. Once this is defined and mapped out (with a clear view of thedifferent touchpoints, KPIs and metrics), the internal capabilities audit will help identify
the gaps that prevent the company from delivering the desired experience.
From there, the business can determine which plug and play solution will best fill thosegaps or address the need.

BlueShore Financial

BlueShore Financial, a company that offers carefully tailored financial solutions in
Canada, traditionally outsourced core banking operations and employed offset
printers to produce clients’ statements and end-of-year tax forms. However,
the outdated banking system lacked flexibility and the business wanted to alignstatements more closely with its goal of expert financial advice. Moreover, theoutsourcing company was changing the system, potentially increasing the riskof business disruption. BlueShore Financial, as part of their core banking system
conversion, wanted the ability to combine a clients’ banking, credit card, debit cardand insurance information into a single statement to provide clients with an overall
view of their finances. But the company knew that standard banking software
packages couldn’t generate that; they needed a client communications
software package.
With OpenText Exstream, BlueShore Financial now has a single software platform
to create, manage and deliver postscript files to an outsourced printing partner.
The platform offers variable design, testing and real-time composition capabilities,
as well as advanced data and content integration, 22 output formats and controlled
editing of interactive documents. Today, BlueShore Financial uses Exstream todesign a variety of statements and maintain complete control over print content.
Exstream allows the organization to make changes rapidly or combine different
data to satisfy individual client requirements. By deploying OpenText Exstream,
in-branch documents can be created with a consistent brand to satisfy different
clients’ needs and support changes in channel alignments. Ultimately, it provides
the bank with a competitive edge.

30

Digital Experience: The Internet of Me

There is no easy path and no silver bullet—building a successful customer experience
requires strong leadership, commitment and a willingness to make financial
investments in technologies and expertise. But the most important step is always thefirst: get started.
Digital transformation and customer experience disruption is only picking up speed
as we hurdle into the future. And like the proverb says: “The best time to plant a tree
was 20 years ago. The second best time is now.” Now is the time to make exceptionalcustomer experiences a priority.

31

Brave New World of MeO, brave new world that has such people in’t!
–William Shakespeare, The Tempest
The world is fundamentally changing. Already within the past decade, the largescale
pivot to digital and the rise of smartphones have completely altered the ways we work,
play, shop and live. Change will not stop there; in fact, it is accelerating.
We are entering a future of personalization unlike anything we have seen before—afuture of individualized interactions and tailored journeys, where customers expect tofeel a real connection to the companies they interact with. In the Internet of Me, no two
people will have the exact same experience.
Let us return to the metaphor of the recipe. Many cafés have the separate elements
needed to make and serve a cup of coffee—but what is your favorite café’s unique wayof putting those “ingredients” together? What is that thing that compels you to return
again and again? Does it have to do with the atmosphere inside the establishment? Orperhaps the friendly baristas who know your name? Or maybe it is the convenienceand speed with which you can get your beverage and be on your way.
In the same way as the coffee shop, what matters about the digital experience is how
the various pieces come together to make its customers feel.
Figure 28

A Cup of Coffee—
Product versus Experience

Product

5 cents to $1
per cupExperiences
capturehigher value

Experience$2 to $5
per cupCommodity
1 to 2 cents
per cupTechnological transformation is driving the evolution of the customer experience.
That much is clear. New technologies offer new ways to remove friction, create
streamlined digital journeys and hyper-personalize the experience with real time datadriven insights. Innovations in two specific technologies will be especially key moving
forward: the IoT and AI.

32

Digital Experience: The Internet of MeInternet of Things
We have already discussed the impact of the Internet of Things on customer
touchpoints and channels of interaction; but organizations must also be ready for theirnewest customer: the machine, authorized to make purchases automatically.
In a world shaped by the IoT, the classic example is the smart refrigerator that orders
groceries when it notices we are running low. But it does not stop there. Smartappliances will order their own maintenance products (e.g. furnace filters, coffee
brewer descaler, oven cleaner) when needed. The closet could order specific styles ofclothing from a fashion subscription service after monitoring which items we take out
and wear most often. Washing machines are already buying their own detergent basedon consumption.55 And eight out of 10 consumers expect that by 2030, they will use avirtual assistant to make online purchases or control a smart home.56
Businesses will need to put IoT on the agenda and consider which devices their
human customers are using to interact with them, and how this affects the broader
digital experience.
Artificial Intelligence
Eighty-five percent of Americans are already using artificial intelligence, often
interacting with it multiple times every day.57 It is the next big technology that willchange the world, with a global market expected to be worth almost $60 billion
by 2025.58
In the battle to provide the best customer experience, AI is a vital weapon. It canachieve information processing feats impossible for humans, understanding andanalyzing huge volumes of data, at scale and in real time. Leveraging these capabilities
is the only path to creating the level of personalization needed in the oncoming
generation of digital experiences.
Today’s customer experience leaders are preparing for the future: 53% are investing incustomer data platforms and 45% are investing in real-time decision engines to scale
analytics and decision-making.59 These platforms use AI to ensure customers get
personalized experiences and optimal content across channels.
AI systems can not only adapt to a customer’s preferences but understand thenuances of context and mood as well. AI-driven solutions tap into customer feedback
from every source to determine sentiment, tone and emotion. They capture theentire customer journey in a single view, analyzing everything and identifying
key engagement and decision drivers throughout the buying journey—informing
organizations as they create better customer experiences. They can suggest andexecute on the “next best action.”
These capabilities will also allow AI-driven customer service tools, like chatbots orcall agents, to adapt to emotions in real time, creating a more human connection
and helping customers feel understood. This is particularly important in the current
climate: Bank of America’s virtual assistant, Erica, handled 15 million requests in Aprilof 2020 as a result of increased online usage due to the COVID-19 crisis.60

33

“If interactions enabled by artificial intelligence were more human-like I would...”55%

Be keener to use
these applications

50%

50%

Have greater trustin the company

Have higher
emotional
engagement

49%

Have higher
affiliation to thecompany

48%

48%

Have higher loyalty
for the company

Have a higher
propensity tospend with thecompany

According to Gartner, by 2022, AI-enabled technologies will guide 70% of customer
interactions, up from 15% in 2018.62 And by 2030, it will be 80%.63
Be HumanNo matter how much technology allows us to do, the customer experience will always
be about people. The human—or human-like—touch is paramount.
With the COVID-19 crisis and its aftermath, customers expect more than ever thatorganizations will show empathy and understand their needs. Seventy-eight percentof consumers say that they will stop giving their business to companies who appear tovalue profits over their customers.64 Especially during times of crisis, empathy builds
loyalty and shows customers that companies value their long-term relationships withthem. This is how brand champions are born.

The Salt River Project

The Salt River Project (SRP) is a Public Utility that serves users and the environment
by going above and beyond. On top of supplying power and water to over a
million customers in the greater Phoenix area, the not-for-profit also educatesand empowers the same customers through outreach programs. Furthermore,
SRP develops communications for local chambers of commerce, animal rescue
organizations and other nonprofit entities.
To create content, SRP previously relied on paper forms and email—a tediousand time-consuming process for both the marketing team and business users.
Thus, they required a digital asset management system and sought an enterpriseclass solution that could streamline other efforts and continue to scale withthe organization.

34

Figure 29
The Benefits of More Human-like AI61

Digital Experience: The Internet of Me

SRP ultimately selected OpenText Media Management and OpenText Hightail for
streamlined collaboration. Media Management proved a robust deployment for the
SRP creative services team and opened opportunities for other departments toutilize it as well. Together, the solutions help users meet the day-to-day demandsof operations while acting as editors and producers of high-value content. With its
long 100-year history, the organization has grown into a unique blend of power andwater company, and marketing agency.
SRP also uses OpenText TeamSite to deploy customer-facing sites that help
residential and business clients manage their accounts, review usage, pay bills
and apply for savings and rebates. The sites were particularly important during
COVID-19, due to the large influx of clients trying to audit and modify theiraccounts to take advantage of the savings and special programs SRP put in place
to help their clients during the pandemic.
Organizations need to dissect and examine the digital experiences they are offeringright now. They need to listen to what customers want, understand them better, connect
with them, then wield advanced technologies to give them what they need—sometimes
before they even realize they need it.
The next phase of digital experience is not about what technologies can do for yourbusiness, but what they can do for your customers—as the unique individuals that theyare. It is time to discover and then reimagine the digital universe for each customer.
It is time to create the Internet of Me.

35

Endnotes
1 olin Brennan, “The disruptors: how five key factors can make orCbreak your business,” LinkedIn, January 17, 2017, https://www.linkedin.
com/pulse/disruptors-how-five-key-factors-can-make-break-yourbusiness-brennan/ (accessed June 2020).

14Deanna Ting, “What Marriott Learned from Starwood’s Loyalty andDigital Expertise,” Skift, Feb. 13, 2017, https://skift.com/2017/02/13/
what-marriott-learned-from-starwoods-loyalty-and-digitalexpertise/ (accessed June 2020).

“ Customer Expectations Hit All-time Highs,” Salesforce, https://www.
salesforce.com/research/customer-expectations/ (accessed August2020).

15

B lake Morgan, “Customer Experience Mindset in a Post COVID-19
World: An Infograph,” Forbes, April 27, 2020, https://www.forbes.com/
sites/blakemorgan/2020/04/27/customer-experience-mindset-in-apost-covid-19-world-an-infograph/#2d0b21a63d0e (accessed June2020).

2

3

Swetha Amaresan, “40 Customer Service Stats to Know in 2020,”
HubSpot, Original December 26, 2019, Updated July 20, 2020, https://blog.hubspot.com/service/customer-service-stats (accessed August2020).

“ Third Edition: State of the Connected Customer,” Salesforce, January
14, 2020.

4“ Customer Expectations Hit All-time Highs,” Salesforce, https://www.
salesforce.com/research/customer-expectations/ (accessed August2020).

5“ Third Edition: State of the Connected Customer,” Salesforce, January
14, 2020.

6

I bid.

7
8

Swetha Amaresan, “40 Customer Service Stats to Know in 2020,”
HubSpot, Original December 26, 2019, Updated July 20, 2020, https://blog.hubspot.com/service/customer-service-stats (accessed August2020).

9 mar Abbosh et al., “Breaking through disruption,” Accenture, JuneO26, 2019, https://www.accenture.com/us-en/insights/consulting/business-disruption-innovation (accessed June 2020).
“ Apple Car,” MacRumors, August 13, 2020, https://www.macrumors.
com/roundup/apple-car/ (accessed August 2020).

10

C. Williams, “Farm to Data Table: John Deere and Data in Precision
Agriculture,” Harvard Business School, November 12, 2019, https://digital.hbs.edu/platform-digit/submission/farm-to-data-table-johndeere-and-data-in-precision-agriculture/ (accessed June 2020).

“ Top Five Digital Consumer Trends in 2020,” Euromonitor
International, January 2020, https://www.euromonitor.com/top-fivedigital-consumer-trends-in-2020/report (accessed June 2020).

16

M elissa Davis, “How to Drive Value From Customer Experience
Analytics,” Gartner, March 20, 2020.

17“ Customer Retention Should Outweigh Customer Acquisition,” ReSci,
https://www.retentionscience.com/blog/customer-retention-shouldoutweigh-customer-acquisition/ (accessed August 2020).

18“ Zero Friction Future,” Boston Consulting Group and Facebook,
2019, https://zerofrictionfuture.economist.com/pdf/ZFF-Report.pdf(accessed June 2020).

19

Clint Fontanella, “What Does It Mean to Offer a Frictionless Customer
Experience?” HubSpot, January 6, 2020, https://blog.hubspot.com/
service/frictionless-customer-experience (accessed June 2020).

20

 avid Clarke and Ron Kinghorn, “Experience is everything: Here’sD
how to get it right,” PwC, 2018, https://www.pwc.com/us/en/advisoryservices/publications/consumer-intelligence-series/pwc-consumerintelligence-series-customer-experience.pdf (accessed August2020).

21“ Are you experienced?” Bain & Company, April 8, 2015, https://www.
bain.com/insights/are-you-experienced-infographic/ (August 2020).

22

11“ New Epsilon research indicates 80% of consumers are more likely
to make purchase when brands offer personalized experiences,”
Epsilon, January 9, 2018, https://us.epsilon.com/pressroom/newepsilon-research-indicates-80-of-consumers-are-more-likely-tomake-a-purchase-when-brands-offer-personalized-experiences(accessed June 2020).

23

12“ Segment Survey Finds Consumers Will Spend More When Their
Shopping Experience is Personalized, but Most Retailers are Missing
the Mark,” Segment, October 25, 2017, https://www.globenewswire.
com/news-release/2017/10/25/1300518/0/en/Segment-SurveyFinds-Consumers-Will-Spend-More-When-Their-ShoppingExperience-is-Personalized-but-Most-Retailers-are-Missing-theMark.html (accessed August 2020).

13

36

A lex Schultz, “Keeping Our Services Stable and Reliable During
the COVID-19 Outbreak,” Facebook, March 24, 2020, https://about.
fb.com/news/2020/03/keeping-our-apps-stable-during-covid-19/(accessed May 2020).

24

J ason Verlan, “Digital Adoption Accelerated,” June 9, 2020, https://www.forbes.com/sites/forbestechcouncil/2020/06/09/digitaladoption-accelerated/#15c9689349e8 (accessed August 2020).

25

I bid.

26

 anusz Moneta and Lucy Sinclair, “COVID-19 has acceleratedJ
digital adoption—the time to transform is now,” Think with Google,
July 2020, https://www.thinkwithgoogle.com/intl/en-gb/covidaccelerated-digital-adoption/ (accessed August 2020).

“ Five moves to make during a digital transformation,” McKinsey
Digital, April 24, 2019, https://www.mckinsey.com/businessfunctions/mckinsey-digital/our-insights/five-moves-to-make-duringa-digital-transformation (accessed May 2020).

27

Digital Experience: The Internet of MeN eil, Perkin, “Effective Leadership in the Digital Age,” Xelm Ltd,
December 2019 https://econsultancy.com/reports/effectiveleadership-in-the-digital-age/ (accessed June 2020).

28

I bid.

29“ What matters in customer-experience transformations,” McKinsey& Company, July 12, 2019, https://www.mckinsey.com/businessfunctions/marketing-and-sales/our-insights/what-matters-incustomer-experience-cx-transformations (accessed May 2020).

30“ Digital culture – (en)rich companies and employees,” Capgemini, July26, 2018, https://www.capgemini.com/2018/07/digital-culture-enrichcompanies-and-employees-2/ (accessed May 2020).

 wan Duncan, Harald Fanderl, Nicolas Maechler and Kevin Neher,
E“Customer experience: Creating value through transforming
customer journeys,” McKinsey & Company, July 1, 2016, https://www.mckinsey.com/business-functions/marketing-and-sales/ourinsights/customer-experience-creating-value-throughtransformingcustomer-journeys (accessed July 2020).

41

42

31

 handana Asif, Jiro Hiraoka, Tomas Jones, and Prerak Vohra,
C“Digitizing customer journeys and processes: Stories from thefront lines,” McKinsey Digital, May 8, 2017, https://www.mckinsey.
com/business-functions/mckinsey-digital/our-insights/digitizingcustomer-journeys-and-processes (accessed May 2020).

32

Peter Kriss, “The Value of Customer Experience Quantified,” Harvard
Business Review, August 1, 2014, https://hbr.org/2014/08/the-valueof-customer-experience-quantified (accessed June 2020).

33“ Understanding digital mastery today,” CapGemini ResearchInstitute, January 2019, https://www.capgemini.com/wp-content/
uploads/2018/07/Digital-Mastery_08Jan2019_with_latestlogo.pdf(accessed August 2020).

34

 eter H. Diamandis, “12 Industries Disrupted by Tech Companies
P
Expanding Into New Markets,” SingularityHub, October 26, 2015,
https://singularityhub.com/2015/10/26/12-industries-disrupted-bytech-companies-expanding-into-new-markets/ (accessed August2020).

35“ Insights-Driven Businesses Set The Pace For Global Growth,”
Forrester, October 19, 2018, https://services.forrester.com/report/InsightsDriven+Businesses+Set+The+Pace+For+Global+Growth/-/ERES130848 (accessed August 2020).

Steven MacDonald, “Voice of Customer: How to 10x Your BusinessWith VOC Data,” SuperOffice, Original October 16, 2019, Updated
June 22, 2020, https://www.superoffice.com/blog/voice-ofcustomer/ (accessed June 2020).
Vala Afshar, “50 Important Customer Experience Stats for
Business Leaders,” Huffpost, Original October 15, 2015, Updated
December 6, 2017, https://www.huffpost.com/entry/50-importantcustomerexp_b_8295772 (accessed July 2020).

43

44“ Domino’s Anyware,” Dominos, http://anyware.dominos.ca/ (accessed
August 2020).

45

G oran Paunovic, “The Bottom Line: Why Good UX Design Means
Better Business,” Forbes, March 23, 2017, https://www.forbes.com/
sites/forbesagencycouncil/2017/03/23/the-bottom-line-why-goodux-design-means-better-business/#2116396c2396 (accessed June2020).

46

I saac Asimov, “The Roving Mind,” p.43, Prometheus Books, 1983.

47

M elissa Davis, “How to Drive Value From Customer Experience
Analytics,” Gartner, March 20, 2020.

48

36

Splunk, “Companies Collect a Lot of Data, But How Much Do They
Actually Use?” Priceonomics, August 7, 2019, https://priceonomics.
com/companies-collect-a-lot-of-data-but-how-much-do/ (accessed
June 2020).

37

M anju Bansal, “Big Data: Creating the Power to Move Heaven andEarth,” MIT Technology Review, September 4, 2014, https://www.
technologyreview.com/2014/09/02/250240/big-data-creating-thepower-to-move-heaven-and-earth/ (accessed June 2020).

38“ Customer Experience,” Gartner Glossary, https://www.gartner.
com/en/information-technology/glossary/customer-experience(accessed June 2020).

39“ How Customer Experience Drives Business Growth, 2018,” Forrester,
September 21, 2018, https://services.forrester.com/report/How+Cus
tomer+Experience+Drives+Business+Growth+2018/-/E-RES137327(accessed June 2020).

40

 avid Clarke and Ron Kinghorn, “Experience is everything: Here’sD
how to get it right” PwC, 2018, https://www.pwc.com/us/en/advisoryservices/publications/consumer-intelligence-series/pwc-consumerintelligence-series-customer-experience.pdf (accessed August2020).

“ The Disconnected Customer: What digital experience leaders teachus about reconnecting with customers,” Capgemini, June 28, 2017,https://www.capgemini.com/digital-customer-experience/thedisconnected-customer (accessed June 2020).

49“ Digital Culture – (en)rich companies and employees,” Capgemini,
July 26, 2018, https://www.capgemini.com/2018/07/digital-cultureenrich-companies-and-employees-2/ (accessed May 2020).

50

 avid Clarke and Ron Kinghorn, “Experience is everything: Here’sD
how to get it right,” PwC, 2018, https://www.pwc.com/us/en/advisoryservices/publications/consumer-intelligence-series/pwc-consumerintelligence-series-customer-experience.pdf (accessed August2020).

51“ Five Fifty: The Quickening,” McKinsey & Company, 2020, https://www.mckinsey.com/business-functions/strategy-and-corporatefinance/our-insights/five-fifty-the-quickening (accessed August2020).

52

I bid.

53

37

“ Marketing Technology Landscape: The Martech 5000,” Chief
Marketing Technologist Blog, April 2020, https://chiefmartec.
com/2020/04/marketing-technology-landscape-2020martech-5000/ (accessed June 2020).

54

M ichelle Evans, “5 Ways The Internet Of Things Will Influence
Commerce,” Forbes, January 24, 2017, https://www.forbes.com/
sites/michelleevans1/2017/01/24/5-ways-the-internet-of-things-willinfluence-commerce/#71771ed94a0f (accessed August 2020).

55“ New global research: What will customer experience look like in2030?” SAS, October 22, 2019, https://www.sas.com/en_us/news/
press-releases/2019/october/customer-experience-2030-ax19.html(accessed June 2020).

56

RJ Reinhart, “Most Americans Already Using Artificial Intelligence
Products,” Gallup, March 6, 2018, https://news.gallup.com/
poll/228497/americans-already-using-artificial-intelligenceproducts.
aspx (accessed June 2020).

57

N ick Ismail, “The combination of artificial intelligence and the cloud,”
Information Age, March 5, 2019, https://www.information-age.com/
combination-artificial-intelligence-cloud-123470999/ (accessed
June 2020).

58

B lake Morgan, “Customer Experience Mindset in a Post-COVID-19
World: An Infograph,” Forbes, April 27, 2020, https://www.forbes.com/
sites/blakemorgan/2020/04/27/customer-experience-mindset-in-apost-covid-19-world-an-infograph/#2d0b21a63d0e (accessed June2020).

59

L ananh Nguyen, “Bank of America’s AI robot learns 60,000 ways
to talk about the coronavirus,” The Star, June 9, 2020, https://www.
thestar.com.my/tech/tech-news/2020/06/09/bank-of-americas-airobot-learns-60000-ways-to-talk-about-the-coronavirus (accessed
June 2020).

60“ Making AI human: transforming the customer experience throughartificial intelligence,” Capgemini, November 29, 2018, https://www.
capgemini.com/2018/11/transforming-the-customer-experiencethrough-artificial-intelligence/ (accessed August 2020).

61

62

 aurence Goasduff, “Top CX Trends for CIOs to Watch,” Gartner,
L
February 27, 2020, https://www.gartner.com/smarterwithgartner/topcx-trends-for-cios-to-watch/ (accessed June 2020).

63

 ark de Bruijn, “Customer experience in 2030: This is how it looks,”
M
The Future of Customer Engagement and Experience, October25, 2018, https://www.the-future-of-commerce.com/2018/10/25/
customer-experience-in-2030-will-look-like-this/ (accessed August2020).

“ 2019 Edelman Trust Barometer Special Report: In Brands We
Trust?” Edelman, July 2019, https://www.edelman.com/sites/g/files/
aatuss191/files/2019-07/2019_edelman_trust_barometer_special_report_in_brands_we_trust.pdf (accessed June 2020).

64

38

Digital Experience: The Internet of Me

Cautionary Note Regarding Forward-Looking Statements
Certain statements in this presentation, including statements about the focus of Open Text Corporation (“OpenText” or “the Company”)
on growth, initiatives, the impact of COVID-19, anticipated benefits of our partnerships and next generation product lines, thestrength of our operating framework and balance sheet flexibility, continued investments in innovation, go-to-market and strategicacquisitions, our capital allocation strategy, creating value through investments in broader Information Management (IM) capabilities,
the Company’s presence in the cloud and in growth markets, expected growth in our revenue lines, total growth from acquisitions,innovation and organic initiatives, improving operational efficiency, its financial condition, scaling OpenText to new levels, and othermatters, may contain words such as “anticipates”, “expects”, “intends”, “plans”, “believes”, “seeks”, “estimates”, “may”, “could”, “would”,“might”, “will” and variations of these words or similar expressions are considered forward-looking statements or information underapplicable securities laws. In addition, any information or statements that refer to expectations, beliefs, plans, projections, objectives,
performance or other characterizations of future events or circumstances, including any underlying assumptions, are forward-looking,and based on our current expectations, forecasts and projections about the operating environment, economies and markets in which
we operate. Forward-looking statements reflect our current estimates, beliefs and assumptions, which are based on management’s
perception of historic trends, current conditions and expected future developments, as well as other factors it believes are appropriate
in the circumstances, such as certain assumptions about the economy, as well as market, financial and operational assumptions.
Management’s estimates, beliefs and assumptions are inherently subject to significant business, economic, competitive and otheruncertainties and contingencies regarding future events and, as such, are subject to change. We can give no assurance that such
estimates, beliefs and assumptions will prove to be correct. Such forward-looking statements involve known and unknown risks,
uncertainties and other factors and assumptions that may cause the actual results, performance or achievements to differ materially.
For additional information with respect to risks and other factors which could occur, see the Company’s Annual Report on Form 10-K,
Quarterly Reports on Form 10-Q and other securities filings with the Securities and Exchange Commission (SEC) and other securities
regulators. Readers are cautioned not to place undue reliance upon any such forward-looking statements, which speak only as of thedate made. Unless otherwise required by applicable securities laws, the Company disclaims any intention or obligation to update orrevise any forward-looking statements, whether as a result of new information, future events or otherwise.

39

Digital Experience: The Internet of Me

About OpenText
OpenText, The Information Company, enables organizations to gain insight through market leading information management
solutions, on-premises or in the cloud. For more information about OpenText (NASDAQ: OTEX, TSX: OTEX) visit www.opentext.com.

Contact
Sales
Email: sales@opentext.com
Partners
Email: partners@opentext.com
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Email: publicrelations@opentext.com

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