ounded 80 years ago, Aero- the company began by doing surveys Piquet says, is that we do not ask the
do not ask the drastically the experience at a diffi
F mexico (aeromexico.com) is
the largest airline operating in
Mexico. The company built its repu
tation on service, but when low-cost
airlines entered the market about 10
years ago, Aeromexico began expe
riencing intense competition.
Our costs were higher than those
of the new airlines, says Edouard
Piquet, senior VP of customer expe
rience at Aeromexico, and our cus
tomer service was not at the level it
needed to be in order to create strong
customer loyalty.
Aeromexico took a candid look
at its interactions with customers
and realized it was not in touch. We
lacked an understanding of the voice
of the customer in a sophisticated
way, says Piquet. We wanted to
find a software platform that would
allow us to have real-time access to
our customers responses and make
meaningful adjustments in how we
operated. With the help of an out
side consulting firm, Aeromexico
identified the Allegiance Engage
survey and analysis platform from
Allegiance (allegiance.com) as the
best solution for its needs.
Because Aeromexico was com
peting on service more than on price,
8 KM w orld O c to b e r 2014
of customer response to delayed
flights. We wanted to indicate our
concern by firmly establishing four
events that would take place in that
situation, explains Piquet. First, a
particular individual would come for
ward and would identify himself or
herself. The person would apologize
for the delay, state the reason for the
Aeromexico is acutely aware that if the information
is not used to provide feedback to the individuals
concerned, its value is not being maximized. Therefore,
considerable effort is devoted to routing that feedback.
delay and announce when the flight
would in fact depart. The intent was
to be straightforward and acknowl
edge the issue.
C u s to m e r s u rv e y s
Every customer whose flight is
delayed is asked to complete a sur
vey, which includes ratings and the
opportunity to comment. One aspect
of our surveys that is very important,
customer to provide any information
that we already have. We have a feed
file of 200 fields populated by our
system, and so we do not ask them
the route they are on, or the cost of
their ticket. We ask questions such
as was the communication clear, was
the flight attendant courteous and
would you recommend us to other
travelers. The response rate is quite
high, averaging 16 percent.
Aeromexico also surveys a subset
of its travelers whose flights were on
time, and all the frequent flyers. We
do not survey all of the on-time pas
sengers because most of the flights
are in fact on time, Piquet says,
and its more important for us to be
in touch with individuals on delayed
flights, so that we can improve
cult moment, which is inevitable in
aviation. In addition, to avoid survey
fatigue and keep response rates high,
Aeromexico does not survey any pas
senger more than once a month.
Initial surveys were done in per
son at the airport and simply asked
the Net Promoter Score (NPS, a cus
tomer loyalty metric) question of how
likely customers were to recommend
the airline, and why (see the sidebar
about NPS on page 9). Subsequently,
the surveys were administered by
e-mail or interactive voice response
(IVR) at call centers. The results
are analyzed in near-real time and
reviewed promptly. The Allegiance
Spotlight data-mining tool allows
identification of factors that affect the
NPS. Integrated text analytics is used
to identify specific issues of concern.
Aeromexico is acutely aware
that if the information is not used
to provide feedback to the individu
als concerned, its value is not being
maximized. Therefore, considerable
effort is devoted to routing that feed
back. Surveys do not have value
unless something is done with the
information, Piquet emphasizes.
We have information by pilot,
flight attendant and airport, and the
www.kmworld.com
m
 measure corporate reputation. We
The N et have seen an overall trend for more
positive evaluations, and we are
P ro m o te r S c o re able to manage crises closely, he
explains. Social media is a young
he Net Promoter Score (NPS) was developed by Fred discipline but is growing fast. The
Experian (experian.com) is known
for its credit reporting and scores, and
has long recognized the value of cus
tomer loyalty, especially through dif
ficult economic times. Its customers
are banks and other businesses that

T Reichheld of Bain & Company (bain.com) and Satme-

trix (satmetrix.com). It is derived by asking customers
how likely they are to recommend the company, product
volume of comments tripled for the
first six months of the year as com
pared to the same time period last
must manage financial risk, as well
as individuals seeking information on
their credit. The Credit Services and
or service to friends or colleagues. Ratings are usually on a year. More people are sharing their Decision Analytics (CSDA) group
scale of 0 to 10. A score of 9 or 10 is considered to indicate opinion. Next year, Aeromexico at Experian had identified 11 cus
a loyal and enthusiastic customer; those individuals are would like to integrate those results tomer loyalty drivers, and wanted to
referred to as "promoters." into Allegiance as well as tying in improve both its NPS and each of the
customer relationship management loyalty drivers.
Ratings of 0 to 6 indicate unhappy custom ers (CRM) system data. By following up on information
("detractors") who might deter others by voicing negative Piquet values the deep under obtained from surveys of its client
comments. Individuals with scores of 7 or 8 are considered standing of customer experience base and transactional surveys after
"passives." The NPS is calculated by subtracting the issues and of issues in the airline customer interactions analyzed on
percentage of customers who are detractors from the industry that Allegiance demon the Satmetrix platform, Experian
percentage who are promoters. If 60 percent promote the strates. They have a vision about was able to increase its NPS dramat
brand and 20 percent detract, then the NPS is 40 percent. trends, such as how social media ically from 10 to 36 between 2006
Passives are not counted. will impact us, he says. In addi and 2012. The company has driven
tion, they understand the critical the message throughout all levels of
Analyses by Bain indicate that the NPS leaders in their importance of on-time performance its organization, says Brooks. It
categories had double the growth of their competitors. in the airline industry, which helps developed a training program based
The correlation is strongest under certain conditionsfor us ask the right questions and get the on client promise and daily work,
example, in mature industries where the customers have answers to the right people. and asked each individual to con
choices. Under other conditions, it is not as reliable, and Allegiance began with a focus sider how they contributed. Every
economic forces also have an impact on the correlation. on NPS and surveys, expanded to one in the company took the two-day
Some studies have shown that loyalty is a better predictor a broader enterprise feedback man training.
of ongoing customer engagement than other measures. agement perspective, and finally to
customer experience as it evolved as M e a s u rin g m a tu rity
Not everyone is on board with the NPS as a loyalty a discipline. Allegiance does not Distribution of the analytics infor
measure. Some say that it is no more accurate a predictor just report survey data but its soft mation is at the heart of an effective
of growth than measures such as satisfaction or the reported ware does analytics that show how customer experience management
likelihood of a repeat purchase. NPS also does not measure different factors are related, and program. Surveys from either pro
actual behavior. Customers m ight say they w o u ld what a company should change to moters or detractors are sent to
recommend the company, but not do it. In addition, a score improve its customers experience, account teams by the Satmetrix
of 0 has the same impact as a score of 6both are counted says Chris Cottle, executive VP of application, and customers are con
as "detractors." Finally, the same NPS of 20 percent can be Allegiance. tacted promptly once the appropriate
produced either by having 40 percent promoters and 20 The ultimate goal is not to employee receives the information.
percent detractors, or by 20 percent promoters and no improve a score, but to create custom Data and comments are sent to mem
detractors at all, which may not be equivalent. ers for life, Cottle says. For that, a bers of the sales teams, which gener
company needs a holistic approach. ate action plans.
Nevertheless, the NPS is a simple and well-tested The use of big data is not so much Experian dedicates considerable
measure, and may be more stable than others, such as about having a lot of data stored, but effort to analysis of text responses.
satisfaction, which typically relate to a specific transaction. about being able to access and use it. These comments contain a wealth
When the complete methodology is employed, including Ideally, the analysis should not just of information, Brooks says. Many
discerning reasons for the ratings and closing the loop to produce a set of results, but tell the customers write paragraphs, sug
effect change, the NPS can be a powerful tool. company what to do, Cottle adds. gestions and things they would like,
That might be to up-sell, cross-sell, even if they are promoters. A client
rescue or predict some action in the advisory panel provides voice of the
future. Interpretation is critical. customer information that is also
individuals in each interaction receive approach. As of the end of 2013, included in analyses carried out by
feedback. For customers who have overall loyalty (NPS) scores had risen Root c a u s e a n a ly s is Satmetrix software. Two new prod
responded by phone, an interactive by more than 3 points in the onboard Satmetrix (satmetrix.com) offers ucts were introduced as a result of
voice response survey provides the service survey, while scores involv a software customer experience solu that input. One allows renters to gain
NPS by call center agent, and that ing passengers on delayed flights tion with the Net Promoter Score as credit via their on-time rental pay
information is provided to the agent rose by 12 points. Based on extensive its focal point. Its analytics platform ments, and the other enables lenders
in a coaching environment. validation studies of NPS economics, tracks NPS with other performance to quickly implement requirements
the increase in NPS equates to $12 indicators to relate customer experi contained in new legislation.
A pologies from m anagem ent million in revenue. ence with business outcomes. We Over time, companies can take
One unique policy that Aero- Aeromexicos primary customer take data from across multiple touch- the NPS to the next level. Satmet
mexico instituted was for a man experience initiative in 2014 was to points and channels and help compa rix has developed a measure called
agem ent-level em ployee to call link the e-mail surveys and IVR rat nies know what to do by looking at NP360 that assesses a companys
customers whose flights have been ings to gain a more complete picture the root cause of their customer feed maturity curve. The com panies
delayed, to apologize and to listen of customer issues. In 2015, we plan back, says Laura Brooks, PH.D., VP that are more mature spend less time
to their concern. The company esti to link social media responses to the of innovation and strategy at Satmet handling detractors, Brooks points
mates that 3,000 customers have platform, says Piquet. Right now, rix . Then our software highlights the
been retained thanks to that proactive Aeromexico is using a third party to recommended insight and action. LOYALTY continues on page 21

w w w .k m w o r ld .c o m October 2014 KJVIw orld 9

X BY STEPHEN E. ARNOLD
hen I was returning from Europe, I read
W Why Collaborating with the Competi
tion Can Make Business Sense in The
Guardian. (See http://bit.ly/lkIFVMu.) The author
of the Guardian article is David Grayson, director
of the Doughty Centre for Corporate Responsibil
ity at Cranfield University School of Management
(som .cranfield .ac .uk).
The headline was intriguing. Competitors who
get too chummy can cook up no-poaching deals
like the one bedeviling Adobe (adobe.com), Apple
(apple.com), Intel (intel.com) and Google (google,
com). Forbes has a useful description of this col
laborative misadventure. (See Karl Marx Warned
Us Against the Apple Google No-Poaching Agree
ments, http://onforb.es/lAjyQFm.) The reference
to Marx is a signal that collaboration may be enter
ing an icy patch on the information superhighway.
For Grayson, history, it seems, is on the side of
the collaborationists. The article references medi
eval guilds, pointing out that businesses banding
together to leam from each other is nothing new.
The article explains that corporate responsibility
coalitions have been productive. Collaboration
10 K M w o rld O cto b e r 2014
with suppliers can improve the profitability and
sustainability of their extended supply chains.
The Guardians story references knowledge
sharing platforms: Major companies are using
technology to improve the profitability and sustain
ability of their extended supply chains. For exam
ple, 2degrees (2degreesnetwork.com), an online
community for sustainability professionals, pro
vides knowledge sharing platforms for companies
such as Tesco (tesco.com) and Asda (asda.com, a
Wal-Mart subsidiary). These have virtual meeting
spaces, online matchmaking between people seek
ing solutions and solutions providers, and virtual
libraries of practical knowledge and contacts. They
are backed up with sophisticated user profiles of
participating suppliers and individual employees.
Companies from different sectors can find syner
gies: Barclays (Barclays.com) and GSK (gsk.com),
for example, recently announced a partnership to
provide financing for medicines in low-income
African markets. In some cases, companies are col
laborating with competitors as well as NGOs and
public sector bodies, to address specific problems.
Refrigerants Naturally (refrigerantsnaturally.com),
for example, brings together Coca-Cola (coca-
cola.com), Pepsico (pepsico.com), as well as Red
Bull (redbull.com) and Unilever (unilever.com)
in an alliance with Greenpeace (greenpeace.org)
and Unep (unep.org) to develop more sustainable
refrigeration technologies.
Collaborative kahuna
Have the pasteboard walls between competi
tors outlived their usefulness? Where do Instagram
(instagram.com) or Google Plus figure in The
Guardians collaborative datasphere? Has mod
em real-time communication helped foster a 21st
century version of Vanderbilt-Gould business prac
tices? The Nation magazine pointed out that there
seems to be a cultural and intellectual reclamation
of the gilded age tycoonery. (See Steve Fraser,
The Misunderstood Robber Baron: On Cornelius
Vanderbilt, http://bit.ly/VrSGlu.) I would offer a
tentative yes. In addition to the cultural change,
social media and collaboration are reshaping the
intellectual view of information flows.
There may be some systemic naivete in busi
ness. Let me give an example. At a meeting I
www.kmworld.com
 attended in August, an investment banker made spider webs. Perched in the middle of the Web was Naturally is the operative word. How does one
a startling statement. He told me: In the first Lady Justice. Litigation was possible if an enforce manage a natural function?
quarter of 2014, M icrosofts (microsoft.com) ment officer took umbrage at an instance of com A few years ago, I participated in a meeting in
enterprise collaboration business was larger than petitor collaboration that was out of bounds. which several different agencies discussed data
Ciscos (cisco.com). New Zealand has been working for a number management software. When the representative
He explained that Microsofts revenue came of years to spell out Competitor Collaboration for the General Services Administration (gsa.gov)
from unified communications (UC). The word Guidelines. A draft can be found at the New Zea explained the availability of shared services, meet
unified is apt. In order for employees to collab land Commerce Commission website (comcom. ing attendees understood the potential cost savings.
orate, traditionally separate services have to work govt.nz). I am not a citizen of New Zealand, and By using software already licensed, the time and
in a cohesive, integrated manner. The idea that I am not a lawyer. The notion of creating exemp cost for launching a new initiative could be slashed.
Microsoft was the Big Kahuna of collaboration tions in the New Zealand Cartels and Other The talk was positive, but the concept of shared
made sense. SharePoint is a knowledge manage Matters regulations seems a difficult task even services has been making only modest progress.
ment system. Microsoft has Skype and a wide for lawyers and advisers. Collaboration was useful in the meeting.
range of knowledge-centric services spanning But once the agency representatives got back to
cloud storage to search and retrieval. Standard operating procedure home base, it was business as usual. Each agency
After the meeting, I did a bit of online search Reality may not be cooperating with legal rhet focused on its budget, its headcount and its abil
ing, and I learned that the investment banker oric. A few years ago, the University of Virginia ity to get plum projects. Information gained in
was recycling information from Network World. (virginia.edu) had an honor code that prohibited collaboration was valuable. Its use, in my experi
The story that contained most of the investment collaboration among students for some academic ence, was primarily selfish. The value of collab
bankers information was A First: Microsoft pursuits. When I visited the campus a few years oration was to further quite narrow goals. Even
Pulls in More from Enterprise Collaboration than ago, collaboration was visible. Mobile devices, in the government, collaboration was useful if it
Cisco. (See networkworld.com/article/2358682/ laptops and tablets were connected to Facebook furthered an agenda. Within a single government
collaboration-social/a-first-microsoft-pulls-in-more- (facebook.com) and other social sites. Old-fash unit, self-interest and other agendas retained
from-enterprise-collaboration-than-cisco.html? ioned collaboration added several decibels to the their grip on decision-making. The behavior is
entrprsid=579&userld=2875267.) The article states: library reading room. Regardless of the rules, natural and automatic in most cases.
Microsoft was helped by the fact that the strongest collaboration was as evident as the green grass of
growth segment was enterprise social Challenges ahead
networks, up 34 percent over last year As organizations take steps to
... Microsoft is growing strongly in that Collaboration was useful in the meeting. provide social and collaborative
area with its proliferation of Yammer. communications to employees, are
According to Network World, the But once the agency representatives got back vendors of knowledge enabling ser
most rapidly growing segment of the vices prepared to address these chal
enterprise collaboration market is lenges? They include:
social networking with a year-on-
to home base, it was business as usual.
preserving confidential and other
year growth of 34 percent. sensitive information for employee
the grounds. Is it possible for a researcher to author use only;
Big business a journal article without co-authors? My impres generating usage among those employees who
Network World identified the other major sion is that collaboration among academics is stan use Facebook as a way to share information,
players: IBM (ibm.com), Avaya (avaya.com) dard operating procedure for certain peer-reviewed form relationships and find information for per
and Polycom (polycom.com). Many knowledge periodicals. sonal and business use;
management systems provide collaborative tools. Is it a surprise that enterprise collaboration justifying the cost of proprietary collaboration
Examples range from Atlassian (atlassian.com) may be ubiquitous in the near future? Consul tools that, in effect, operate alongside consumer
Confluence to ZyLAB (zylab.com). KMWorld tants often state the obvious. Consider the Cut services; and
(kmworld.com) provides an annual list of 100 ter Consortiums list of enterprise collaboration ensuring that governance and regulatory con
Companies That Matter. Many of them offer trends. The list identified some trends and straints are functioning to avoid legal issues and
collaborative features or make integration with market developments that appear frequently to minimize the risk.
collaboration services an almost painless add-on. in consultants reports and entrepreneurs sales As companies embrace collaboration, the
Collaboration is a big business. But will there be pitches. By now, most professionals know that perception is that more is better. As Larry Page
increased regulatory friction that tries to articulate the clouda 21st century version of timeshar allegedly observed: If you can run the company
rules for the collaboration interchange? ingis the next big thing. Cutter offers what a bit more collaboratively, you get a better result,
I have a copy of the document from the year seems to be an obvious view of collaboration in because you have more bandwidth and checking
2000 entitled Antitrust Guidelines for Collabora Mobile Enterprise Collaboration Technology and balancing going on.
tions Among Competitors. (See http://Tusa.gov/ Trends and Market Developments (http://blog. The question that seems to be difficult to
SWyWll.) It was the joint work of the U.S. Federal cutter.com /2014/07/29/m obile-enterprise-col answer is: Are there governance measures that
Trade Commission (ftc.gov) and the U.S. Depart lab o ratio n -tech n o lo g y -tren d s-an d -m ark et- can be enabled by knowledge management sys
ment of Justice (justice.gov). One of the main ideas developments): Employees naturally want to tems to assist managers in a collaborative envi
of the 39-page document is that: In order to com be able to use their mobile devices to connect ronment? Governments seem uncertain about the
pete in modern markets, competitors sometimes with the enterprise social network to collabo relationship between collaboration and cartel
need to collaborate. rate with colleagues, exchange comments, and ization. Management appears to recognize risks
Written 15 years ago, the government profes access and share documents. In addition, inte created by collaboration and confident that exist
sionals responsible for the document were taking gration of mobile collaboration tools with the ing controls are satisfactory. Employeespartic
a common sense approach to competitor collabo enterprise social network offers a useful way for ularly young employeesfor whom Facebook
ration. A quick look at the DOJ Antitrust Division organizations to harvest employee feedback in is the killer app, may be the wild card. In this
Guidelines and Policy Statements (justice.gov/atr/ order to determine what workers like and dislike competitor-collaboration poker game, it may be
public/guidelines) reveals links to the 2008 Anti about their mobile collaboration tools. To meet time to ante up. I
trust Division Manual and then various documents this demand, mobile collaboration providers are
from 1995 to 2013. A few clicks and some brows developing their own social integration capabil Stephen E, Arnold is an expert in online systems, search and
ing of source documents make it clear that compet ities as well as partnering with enterprise social business intelligence. For more information about his services,
itor collaboration is a topic woven from intellectual network providers. navigate to amoldit.com/sitemap and xenky.com.

www.km world.com O c to b e r 2014 KJVLvorld 11

 -comm erce com panies are 11 percent more repins, likes and

E depending on knowledge man comments than the year before. The

agement systems for growth, number of followers is up 28 per
customer acquisition and retention cent. Most importantly, the new and
and to manage variable costs. ongoing followers are doing more
With better knowledge manage than just sharing pinssales are up
ment tools, e-commerce companies 42 percent from the previous year.
can expand their businesses. Such We have kept our eye on other
was the case with The Grommet solutions that have surfaced, but
(thegrommet.com), a launch plat none appear to be as robust as Cura
form for new products. The com late, Tait says. They have a repu
pany relies on engaged customers tation of showing us data we didnt
to further validate the products it even know we wanted to see. This is
includes in its online catalogs so the priceless for a fast-growing business
products succeed after launch. like ours.
Weve been using Pinterest (pin Tait hopes to use Curalate to
terest.com) from the very beginning. implement changes for larger mar
In fact, we were one of the very first keting initiatives so The Grommet
brands to jump on the platform, can continue to deliver relevant mar
explains Tori Tait, the companys keting to its customers.
senior community manager. Our
business is based on discovering new Better customer targeting
to market products, launching them Controlling customer acquisition
into the marketplace and amplifying and retention costs is one of the top
them to a large audience. A big part concerns for e-commerce compa
of this process is how our commu nies. BikeBerry (bikeberry.com),
nity lifts up our products and shares a large online store for bicycles
them with their own networks. and accessory kits most notably
While some of the benefits from engines for motorized two-wheel
the Pinterest use were erssaw that returning
fairly o b v io u s, The customers spent about
Grommet didnt have 30 percent more than
f " r ....... . w rn n t"n irr ~~'
any data to show which new custom ers, but
Pinterest efforts were was unsure how to cor
the most effective. So rectly align its e-mail
mm j u s E r :! i l
advertising efforts to
the company brought in
1 j f n Curalate (curalate.com)
A big part of
effectively market to
MM
to provide data to drive those customers while

hr j^j
|
the companys Pinter- [our business] also con tin u in g to
f

est-based m arketing attract new customers.

efforts. is how our We were spend
With the data we community lifts ing a ton of money on
get from Curalate, were custom er acquisition
paying close attention to up our products and not enough on
what images are driving our existing customer
and shares them base, says Jack Lin,
business and sales, Tait
says. This data influ with their own the com panys pres
ences our other market id en t. The co m p a
ing efforts, like deciding
networks. nys e-mail marketing
which images to use in efforts depended on
an e-mail campaign or which images mass e-mails sent out periodically,
we use in banner ads. but always at the same time of the
The Curalate data enables The day, when it would typically be
Grommet to accurately determine noticed by only a small percentage
what images are trending best. Tait of the companys target audience.
adds, Seeing older images rise to Just as important, the company
the top signals to us its a great time wanted to avoid squandering larger
to resurface these images in things discounts on customers who were
like e-mail, advertising and onsite likely to buy again, and instead use
merchandising. the bigger offer to lure new custom
In July, the company saw a 30 ers who needed larger discounts
percent increase in clicks from Pin before they would commit to pur
terest than for the same period the chases. So a couple of years ago,
year before. Additionally, pins from BikeBerry worked with Retention
The Grommet site are producing Science (retentionscience.com) to

www.kmworld.com
 restructure the e-mail marketing
campaign.
Retention Science used its Cus
tomer Profiling Engine to auto
matically create tailored retention
campaigns for every BikeBerry
customer and prospect, tailoring
discount offers to each. Those cus
tomers and prospects who had a
high propensity to buy, according to
the Retention Science algorithms,
received discounts of 0 to 5 percent.
Those with a moderate propensity to
buy received discounts of 10 to 15
percent, and those with little likeli
hood to buy received discounts of 20
to 25 percent. Additionally, Reten
tion Sciences algorithms helped
determine the most effective times
to send e-mails to customers and
prospects.
The use of the propensity to buy
and e-mail timing data provided
BikeBerry with solid results. Bike-
Berrys e-mail campaigns saw a 133
percent increase in sales and a 200
percent boost in user activity. Bike
Berry also realized cost savings by
refraining from giving too big a dis
count to customers who converted at
a lower offer threshold.
Lin expects to work with Reten
tion Science to further refine the
com panys m arketing effo rts, customer relationship management e-commerce conversion costs due
including dynamic incentives for (CRM) and e-commerce suite from to better search capability and a 10
new customers to continue to grow NetSuite (netsuite.com). percent reduction in purchase order
the business. It has very powerful dashboards. costs due to increased automation.
It offered us the ability to custom NetSuite also enabled That Pet
Managing variable costs ize based on our APIs and had very Place to start accepting PayPal
That Pet Place (thatpetplace. strong accounting featuresmuch (paypal.com), which now accounts
com) sells online as well as from its better than other ERP systems, for 17 percent of the payments, and
brick-and-mortar store in Lancaster, Armour says. offer immediate, real-time calcula
Pa. It was relying on T hat Pet P lace tions for shipping costs, which differ
a cloud-based enter installed NetSuite in by product type.
prise resource plan
ning (ERP) solution,
but found that it didnt
provide the granular
knowledge needed to
evaluate the pro fit
ability of its 118,000
SKUs. Rick Armour,
9
To maintain
March 2012. Although
the integration was fairly
smooth, That Pet Place
had to replace some ERP
processes that NetSuite
didnt offer, using third-
party tools as add-ons
to help with warehouse
T hats had a big impact on
improving our abandonment rate.
Now we have more understandable
shipping costs, says Armour, who
credits the feature and better integra
tion with e-mail marketing for a 13
percent increase in revenue.
Armour looks forward to inte
the com panys chief our margins, management, demand grating the knowledge from Net-
operating officer, says, planning and point-of- Suite as the company further refines
To maintain our mar we need to sale transactions. its analytics, cost controls and mar
gins, we need to man There are always keting efforts.
age the variable costs manage the challenges with new As more sales shift away from
very carefully. technology solutions, brick-and-mortar to e-commerce,
In late 2011, the variable costs Armour says. But the companies will rely increasingly on
company sent out RFPs early challenges have knowledge management solutions to
and hired F. Curtis Barry very carefully. been largely forgotten handle marketing, boost margins and
& Company (fcbco. as That Pet Place has improve other aspects of business. I
com) consulting firm enjoyed a 20 percent
to evaluate the different proposals. reduction in order fulfillment labor P h il B ritt is a f r e e la n c e w r ite r w h o fo c u s e s
That Pet Place reviewed the options costs due to better reporting and on h ig h -te c h , fin a n c ia l s e r v ic e s a n d o th e r
before choosing the integrated ERP, order flow, a 16 percent increase in in d u s trie s , e -m ail s p e n te rp ris e s @ w o w w a y .c o m ,

CUSTOM ER continues from page 1
incoming to the case, the process can
be handled flexibly, but compliance
is still strictly adhered to.
Here we see the growing impact
that case management is having on
an organizations customer expe
rience management goals that are
driving improvements to be made
quickly.
Process variations
Case management has always been
a rigorous test for BPM or workflow
systems. Those systems function best
when they have a clear route through
the process, albeit via alternative routes
and qualifiers that are established,
such as order value, loan amount or
approved level. Case management,
however, frequently involves varia
tions to the process that dont always
pop up until the case moves forward.
To work effectively, they require a
high degree of flexibility integrated
into the workflow rules. But 51 per
cent of organizations we surveyed said
that half or more of their key business
processes do not follow straightfor
ward step-by-step workflows.
Beyond the 35 percent who either
dont manage cases as a process or
where case processing is entirely
manual, 28 percent use customi-
zations, workarounds and add-ons
to handle case management within
their existing systems. Surprisingly,
only 35 percent have what they
would describe as a case-capable
system using standard functionality.
The picture we are seeing is that
within the same organization there
may be a number of different sys
tems deployed, handling different
case applicationsall with varying
degrees of success.
Harvesting rewards
From those we surveyed who
have some experience with smart
processes, 41 percent have already
achieved their initial objectives,
while a further 52 percent are get
ting promising results. Only 7 per
cent were discontented with the
results. Those surveyed listed a host
of application areas for their smart
process applications, from con
tract management, claims disputes
and loan approvals to engineering
requests, litigation and FOIA (Free
dom of Information Applications).
At the top of the system benefits
list was faster, more efficient cus
tomer response, which is essential
with todays social media environment
driving customer response. Cutting
the end-to-end process time will also
enhance customer service, and could
lead to cost savings overall.
Guidance moving forward
First, we can see that cloud or
hybrid cloud would make the exter
nal collaboration of many case
applications far easier. There is also
a roadmap for mobile access to case
content and the ability to communi
cate with case processes from mobile
devices in terms of data capture,
comment and approval.
From the onset, it is important
that your organization looks at its
existing BPM and workflow poten
tial in terms of predictable business
processes and case-based processes.
Where existing systems have rigid
workflows that might block case
management or need extensive cus
tomization to do so, you might want
to look at add-on products or replace
ment systems that can be deployed.
In evaluating these options, look for
smart or adaptive capabilities that
monitor content as well as process
context in order to reroute work-
flows within a rules-based or com
pliant environment.
F o llow ing ev a lu a tio n , you
may find that merging multiple
case-handling mechanisms from
other lines of business into a single
system will be much more produc
tive and cost-effective. If you are
handling diverse or high volumes
of data, or both, look to automate
routing and sorting at capture. This
again will speed up response and
increase productivity.
It is important that you deploy
best in show monitoring, alerting
and analytics tools to ensure that all
tasks running through the system are
managed efficiently and you can see
where improvements can be made.
With the increased empowerment of
customers, driven by social media,
and the pressure faced by orga
nizations to sustain growth in an
increasingly competitive and volatile
market place, you would be missing
a trick to ignore SPAs. I
John M a n c in i is a n a u th o r , s p e a k e r a n d
le a d e r o f th e A IIM (a iim .o rg ) g lo b a l c o m m u n ity
o f in fo rm a tio n p ro fe s s io n a ls . H e b e lie v e s th a t
in th e n e x t fiv e ye a rs, a w a v e o f d ig ita l tra n s fo r
m a tio n w ill s w e e p th r o u g h o r g a n iz a tio n s a n d
th a t th e y n o w fa c e a c h o ic e b e tw e e n in fo rm a
tio n o p p o r t u n ity a n d in fo rm a tio n c h a o s , e -m a il
jo h n m a n c in i@ a iim .o r g .

www.kmworld.com O c to b e r 2014 KM world 13

 By Judith Lamont, KMWorld senior writer
ideos, im ages, photographs
V more and more information
is being conveyed visually.
Enterprise knowledge sharing, mar
keting and many other applications
for visual content are growing rap
idly. Cisco (cisco.com ) estim ates
that by 2018 , nearly 80 percent of
Internet traffic will be video. Captur
ing, organizing and presenting rich
media is a dynamic business.
Any company that has recorded
a live conference knows the chal
lenges o f obtaining high-quality
video. Expensive specialized equip
ment must be procured, along with
the technical experts to operate it.
O ften, not enough equipm ent is
available to record concurrent pre
sentations, so not all of them can be
included. A fterw ard, a prolonged
editing process may be required, tak
ing away momentum from the con
ference and delaying accessibility to
14 KMWorld O c to b e r 2 01 4
those who could not attend. Finally,
once the video is produced, users
may have trouble finding relevant
segments, because search capability
is often lacking.
Siem ens PLM Softw are (plm .
autom ation.siem ens.com ), a busi
ness unit o f the Siemens Industry
Automation Division, solved those
problem s with Panopto (panopto.
com ), a know ledge sharing video
platform. Last year, Siemens PLM
Software wanted to record sessions
from a large three-day conference
held in M adrid in a cost-effective
way that still provided good-quality
videos. Tom Doyle, director of Cur
riculum Development for Siemens
PLM Softw are, had used Panopto
previously, and saw it as a good
fit for his organization. A fter the
Siem ens PLM (SPLM ) Learning
& Developm ent team conducted a
successful pilot project to support
video-based training and onboard-
ing, the company made a decision
to use it at the conference.
In previous co n feren ces, the
breakout sessions posed the greatest
challenge in making recordings. The
main plenary sessions were to be
captured on a webcam that recorded
audio and video of the speaker, and
PowerPoint presentations synched
later. However, that method did not
work well in breakout sessions. We
had tried setting up camcorders in
the breakout sessions, Doyle says,
but the technical problem s were
significant, especially setting up
the sound. With so many sessions,
synching the Pow erPoint presen
tations took a long time and was
expensive.
Better availability
Instead, Doyle created a step-
by-step written guide to instruct
presenters on how to download and
launch the Panopto software. USB
microphones were provided to capture
the audio, and the PowerPoint presen
tations were captured from the laptops
already in synch with the audio. The
process went smoothly (no failures in
installation, recording or uploading),
and within a week, others were able
to view the sessions. People want to
see the session presentation right after
a conference, not months later, Doyle
explains. Panopto took care of this
problem too. Within a week, people
were able to view the sessions online.
One o f the prim ary factors in
the decision to use Panopto was its
ability to record on the presenters
laptop w ithout being tethered to
the Internet. Some similar products
require an Internet connection. We
can record anywhere, anytim e, says
D oyle, w hether its a hotel con
ference room , a presenters home
w w w . k m w o r ld .c o m
 P IC T U R E T H IS

ndividuals and corporations are capturing more photos than
I ever before. In 201 5 , A m ericans alone w ill take an
estim ated 105 b illio n pictures, abo u t half o f them w ith
smartphones. But m ost consumers and many corporations
w ill readily adm it that they lack a good strategy for storing
and retrieving them. ACDSee from ACD Systems International
(acdsee.com) was an early entrant into the field of photo
ACDSee 365 is th e com pany's re ce ntly in tro d u ce d
subscription-based cloud solution, which is accessed through
a browser. The on-premise software products use a W indows
desktop interface. "Our digital imaging editing and processing V*
capabilities are very strong," Lin adds. "We support many
varieties of digital SLR cameras, all of which have proprietary
raw form a ts co nta in in g unprocessed data." Rule-based i

management, w ith a community-based shareware product
developed more than 20 years ago. At the tim e, a specialized
too l was essential for viewing, because W indows 95 did not
have a native JPG viewer.
ACD Systems n ow offers a fu ll line of consum er and
enterprise products for organizing and editing photos. "Our
products are known for their speed, which results from our
algorithm fo r fast decoding," says Frank Lin, CTO of ACD
Systems. "ACDSee keeps track of various resolutions of each
image, can re-render them on the fly and of course search
by keyword."
w o rkflo w capabilities allow users to autom atically rename,
rotate, convert or process a set of editing steps repeatedly.
The software also includes integrated maps that w ork w ith
geo-tagging.
Upcoming enhancements include the ability to do pixel
targeting so th a t ju s t certain colors can be sharpened,
or exposure to just one color can be adjusted. Backlighting
p roblem s w ill be resolvable w ith one click. S upport fo r
touch-screens is also being added, and a collaborative version
of the product line is in the works that w ill allow creation
of different groups w ith access privileges.

office or a huge convention hall. In
addition, the software is easy to use.
Presenters want to be focused on
sharing their knowledge with others,
not on technology, Doyle adds.
Panopto indexes video to make it
searchable by title, author and date,
and also makes all the spoken portions
of presentations searchable by use of
speech recognition. Once a record
ing is in our library, says Doyle,
users can search on a topic, keyword,
speaker name or event name to quickly
isolate only those topics of interest.
This is a huge improvement over tra
ditional searches that return hundreds
of results. When users want to view
a presentation, Panopto produces
instant results targeted at the viewers
interests.
The SPLM Learning & D evel
opment team is also responsible for
e-learning courseware and instruc
tor-led classroom training for more
than 6,000 Siemens associates. Using
Panopto, Siemens is able to capture
events wherever they take place, and
share them with associates through
out the world. Going forward, our
goal is to tie all Panopto recordings
into our learning m anagem ent sys
tem to increase the global reach of
important, timely topics created by
subject m atter experts, Doyle says.
improving the experience
For b e tte r or fo r w o rse, co n
sumers are dem anding not only to
be informed but also to be engaged
and even entertained. A low -qual
ity, static image is not sufficient for
todays sophisticated and sometimes
fickle online shoppers.
Otto.com (otto.de) is the largest
online store for fashion and lifestyle
in Germany. It sells a wide variety of
items, including apparel, furniture,
electronics, toys and sporting goods.
Its W eb content managem ent sys
tem required that images be saved
Customers need to be able to
engage with the product by zooming in to
see the features close up, rotating the item
or even watching a video about it,
especially on a mobile device.
in dozens of form ats for different
e-com m erce system s. C hanging
an image in the Web content m an
agement system was expensive and
time-consuming.
To address that issue, Otto eval
u ated num ero u s so lu tio n s, and
selected Adobe (adobe.com) Expe
rience M anager (AEM ), a solution
for m anaging and delivering all
types of rich media. It enables the
creation o f digital assets that pro
vide an optim al custom er experi
ence on the W eb, via mobile apps
and in social com m unities. AEM
provides dynamic multimedia man
agement, which allows the use of a
single set of m aster images that can
be m odified to adjust size, color,
format and zoom.
Customers can now view con
sistent, high-quality images that can
be appropriately scaled for multiple
devices, from the desktop to mobile
devices. They can also zoom in on
images to enlarge specific portions
of them, and play videos that demon
strate Ottos products. The company
has noted a positive impact on buyers
and return behavior as a result of the
enhanced delivery of its media assets.
Expectations
AEM manages rich media assets
from the production stage through
delivery within one platform, which
sim plifies the process for m arket
ers and reduces tim e to delivery.
O ther d ig ital asset m anagem ent
systems often use a separate online
video platform to encode, publish
and deliver videos. AEM includes
m etadata and taxonom y m anage
m ent, workflow and collaborative
capabilities.
C onsum ers have high expec
tations about how visual inform a
tion is presented on the Internet.
In retailing, a simple image does
not quite cut it now, especially at
the high end, says Elliot Sedegah,
senior product marketing m anager
for AEM , C ustom ers need to be
able to engage with the product by
zooming in to see the features close
up, rotating the item or even watch
ing a video about it, especially on a
mobile device.
Com panies vary in m aturity in
their use of digital asset m anage
ment. In some cases, a company
wants to get its digital house in order
first, by moving all its digital assets
into a centralized system, Sedegah
says. In other cases, the company
has bigger ambitions and wants to
connect their digital assets to a full
experience m anagem ent strategy
that can not only manage the assets,
but also deliver seamlessly to every
digital to u ch p o in t. E ither w ay,
AEM provides a means to make a
smooth transition from management
to delivery. I
Judith Lamont, Ph.D is a research
analyst with Zentek Corp., e-mail jlamont@
sprintmail.com.

w ww.km world.com O c to b e r 2014 KIN/Iworld 15

 Creating the future through disruptive innovation
By Art Murray
ver a decade ago, a group
O of us met to begin piecing
together a framework for the
enterprise of the future. Bill Halal,
founder of TechCast LLC and now
professor emeritus at The George
Washington University (gwu.edu),
gave a presentation on his teams
assessment of future trends (see
their latest forecast at techcast
global.com). Two predictions stood
out: Digital currencies would be in
play by 2015, and space tourism
would be firmly in place by 2020.
I recall several people whisper
ing in my ear how preposterous that
sounded to them. But if all goes as
planned, Virgin Galactic (virginga
lactic.com) will beat that forecast
by five years as it begins launching
passengers into space on a regular
basis next year. And some of Virgin
Galactics customers have report
edly paid their $200,000-plus fee
using the digital currency bitcoin
(bitcoin.org).
In the biotech sector, companies
like Organovo (organovo.com) are
merging the natural with the artifi
cial by synthetically producing liv
ing tissue for testing and ultimately
for human organ replacem ent.
Three-D printing, which has barely
begun disrupting the manufacturing
sector, has already worked its way
into medicine and life itself.
Disruptive innovation is here in
full force, with no sign of letting
up. L ets take a closer look at its
effect on the industries weve just
mentioned.
Space travel
From putting people into orbit
and on the moon, from the shuttle to
the Hubble telescope, NASA (nasa.
gov) has been the leader in space for
over half a century. Lately, many of
its functions have been transition
ing to the private sector. Thats not
to say NASA still isnt innovating.
16 KM w orld O c to b e r 2014
Theyve recently announced a con
ceptual design for a spaceship spe
cifically intended to accommodate
warp drive, should that capability
ever arise (this is another technol
ogy being closely watched by Tech-
Cast). But in the next few years,
with over two dozen private compa
nies launching passengers and other
payloads into space from nearly a
dozen spaceports around the world,
NASA will find itself focusing on
fewer, sm aller and more highly
specialized missions.
Banking
For more than a century, the
U.S. Federal Reserve Bank (fed
eralreserve.gov), along with other
large central banks in Europe and
Asia, have provided the bulk of the
worlds monetary currencies. Sud
O ve r a d e cad e ago, two p red ictio n s stood out:
D igital cu rre n c ie s would be in play by 2015, and
sp a c e to u rism would be firm ly in p lace by 2020.
denly, over a dozen private digital
currencies have emerged, with bit-
coin being the largest and most
widely recognized. Virtually any
one can create a crypto currency,
the success of which will depend
on how much the market trusts its
stability, privacy and safety, and
its ability to keep regulators at
bay. This one disruption alone will
likely impact every industry on
the planet.
Travel and hospitality
W eve already seen the first
wave of disruption as travel agen
cies and proprietary reservation
systems have given way to online
services like Priceline (priceline.
com), Travelocity (travelocity.com)
and Expedia (expedia.com). Now a
huge second wave is underway.
Airbnb (airbnb.com) was started
seven years ago by two unemployed
roommates struggling to pay their
rent. They dropped three air mat
tresses onto the floor of their living
room and rented them out. The idea
caught on and the company now
boasts over half a million listings
ranging from air mattresses in spare
rooms to exotic villas all around the
world. In the meantime, a European
competitor called 9flats (9flats.com)
has emerged which, you guessed it,
accepts payment in bitcoins.
Launched in 2010, Uber (uber.
com) was built around a simple
mobile app that connects ordinary car
drivers with passengers, using GPS to
minimize wait times. The companys
growth has skyrocketed, with a recent
valuation of around $18 billion.
In each of those cases, resistance
has been fierce. Flashbacks to the
Luddite rebellion are on full display
as European taxi drivers take to the
streets in protest, demanding that
Uber be shut down. But the genie
is out of the bottle, and apps for
renting everything from hand tools
to yachts are hitting the market
in droves.
M edicine
As weve discussed in previous
articles, institutional medicine has
not kept up with the pace of tech
nology. Along with space tourism,
medical tourism is a disrupter that
allows people to bypass the lab
yrinth of delays and obstacles in
their home country and receive
treatment elsewhere. The more that
mainstream medicine fails to keep
its practices up-to-date and its cus
tomers satisfied, the more well see
healthcare versions of Uber and
Airbnb popping up.
The common denominator in all
of this is knowledge. More specifi
cally, unclogging artificial barriers
to a consumers ability to access
timely, accurate and relevant infor
mation. And as the knowledge econ
omy and digital economy converge,
disruptive innovation will only
accelerate.
To varying degrees, each of
the above industries has enjoyed a
monopoly of sorts. For example,
many believe that taxis and limos
should continue to be regulated.
When you get into a cab. you want
to make sure youre not going to
find yourself thinking youre on the
set of an upcoming low-budget hor
ror movie. Same goes for finding a
place to stay or a medical doctor.
But in an age in which knowl
edge flows more freely and instantly,
everyone will be continually rated,
including the raters. The global
knowledge economy is fast becom
ing a m assive, self-organizing,
self-correcting system.
W hat to do
If you look at these and other dis
ruptive innovations from a KM per
spective, you can begin to identify
ways to create your own opportuni
ties. Here are three things to look for.
Situations where a monopoly on
information exists. The message
is clear. Anybody who owns a
monopoly on information is in
danger of losing that monopoly.
The new strategy is to come out
of the shadows and open things
up. The more transparency (think
D IS R U P T IV E continues on page 21
w w w .k m w o rld .c o m
 KMWorld
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A ls o In c lu d e s EnterpriseSearch
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SYMPOSIUM
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 C o n fe re n c e O v e rv ie w
FEATURING

KMWorld EnterpriseSearch taXOnOIliy

& Discovery 2014 BOOT CAMP > '
SharePoint
- - - SYMPOSIUM
--------------------------
Conference At-A-Glance
Tuesday, November 4
l | i f: <
1 taxonom y
P reco n feren ce W orkshops ) BOOTCAMP
9:00 a.m. -
WELCOME & KEYNOTE Taxonomy Beyond the Enterprise Patrick Lambe
9:00 a.m. - yyi KM 101 W6 Practical Intranet 10:00 a.m.
12:00 p.m. Navigation & Design 10:00 a.m. -
SharePoint Strategy & Road Map COFFEE BREAK
10:15 a.m.
Improving Knowledge Flows: W7 Conducting Knowledge Audits
W8 Revealing Your Knowledge
TRACK 1 TRACK 2
Using Lenses to See Needs in
10:15 a.m. - 10:15 a.m. -
Systems of Engagement Strategy Taxonomy Fundamentals Workshop SO YOU HAVE A TAXONOMY NOW WHAT?
11:45 a.m. 11:45a.m.
Knowledge Manager's Toolkit W9 Flexible & Agile Workstyles &
11:45 a.m. - 11:45 a . m . -
Processes for the 21st Century Industry Insights Industry Insights
Understanding SharePoint 12:00 p.m. 12:00 p.m.
2013 Search Architecture & Organization
12:00 p.m. -
ATTENDEE LUNCHEON
Capabilities WIO New Ways of Working 1:00 p.m.
1:00 p.m. - 1:00 p.m. -
GETTING STARTED TAXONOMY CONVERSION
2:00 p.m. 2:00 p.m.

W16 2:00 p.m. - TAXONOMIES+<LINKED DATA,

1:30 p.m. - W11 Leading Organizational Change Enterprise Social Networking 2:00 p.m. -
TALKING ABOUT TAXONOMIES 3:00 p.m. ONTOLOGIES, SK0S>
4:30 p.m. for KM Adoption 3:00 p.m.
W17 Social Network Analysis
3:00 p.m. -
W12 Creating a KM Strategy Methods & Tools
3:15 p.m
COFFEE BREAK
W13 Guide to Selecting the Right W18 Text Analytics
3:15 p.m. -
Digital Workplace Technologies DEFINING VALUE
W19 Building a Mentoring Program 3:45 p.m. 3:15 p.m. -
TAXONOMIES IN SEARCH
W14 Sparking Innovation: Creative KM for Knowledge Transfer 3:45 p.m. - 4:15 p.m.
GOVERNANCE
W15 Applying SharePoint 2013 Search W20 From Traditional Hierarchy to 4:15 p.m.

Successful Projects & Practices Networked 'Wirearchy' 4:15 p.m. -

The Curious Lives of Full-Time Taxonomists
4:15 p.m. -
AUTOMATED TAXONOMY MANAGEMENT
5:00 p.m. 5:00 p.m.

6:00 p.m. - WELCOME RECEPTION

7:00 p.m.

KMWorldi Wednesday, November 5

8:45 a.m. - WELCOME & KEYNOTE Enterprise Knowledge, Work, & Customer Value Dion Hinchcliffe
9:45 a.m.

9:45 a.m. - KEYNOTE The Intranet of Everywhere: Redefining KM in the Age of the Empowered Employee Louis Tetu
10:00 a.m.
10:00 a.m. - COFFEE BREAK
10:30 a.m.

10:30 a.m. -
11:15 a.m.
TRACK A
KM Strategies & Practices

5 Knowledge Is the Business

OJ
TRACK B
r

Digital Workspace

2 Inside the Digital Workspace

CO
TRACK C

o
u

Enterprise Content Management (ECM)
Beyond Traditional ECM:
New Approaches
EnterpriseSearch
& Discovery 2ou
Turning Search Upside Down S taxonomy
boot c a m p

"SOCIAL" TAXONOMIES

11:30 a.m. - 10 Mistakes to Avoid When Purchasing ^ Content Technology Roadmap Upside Down or Right Side Up? IA/UX& Taxonomy
12:15 p.m.
5 Building Shared Knowledge Digital Workspace Technology o
12:15 p . m . -
ATTENDEE LUNCHEON & KEYNOTE Winning the Customer Experience Arms Race Seth Earley
1:15 p.m.
CO g Managing Content Across
1:15 p.m. - S Knowledge Transfer Digital Workspace at KCTCS Improving Findability at Pfizer MANAGING TERMINOLOGY
2:00 p.m.
2:15 p.m. -
3:00 p.m.
3:00 p.m. -
3:15 p.m.
5 Across Generations
o Knowledge Capture &
Transfer at Kraft Foods
S A Consolidated Mobile Enterprise
CQ
o the Product Life Cycle
Enterprise Search for KM
o

COFFEE BREAK
Case Studies in Search and Discovery
L METHODS FOR
TAXONOMY DEVELOPMENT

L
3:15 p.m. - o Gamification: Incentive o Delivering Great Mobile Solutions g Pushing the Envelope: Finding Elephants: Enhancing Search TAXONOMIES IN THE ARTS
4:00 p.m. < for KM Engagement in the Enterprise From CMS to KCMS With Predictive Analytics
4:15 p.m. - S When Knowledge o Connected Enterprises: g Using Tangible Interfaces for PANEL: 10 Years Back, 10 Years Forward
Search From the Customer Perspective
5:00 p.m. < Walks Out the Door m Industry Insights Predictive Knowledge Delivery
5:00 p.m. -
ENTERPRISE SOLUTIONS SHOWCASE GRAND OPENING RECEPTION
6:30 p.m.
KMWorldi Thursday, November 6
8:45 a.m. -
9:00 a.m. KMWORLD &INTRANET INNOVATION AWARDS
9:00 a.m. -
9:45 a.m. KEYNOTE Knowledge Sharing in the Networked World of the Internet of Things * LeeRainie
9:45 a.m. -
KEYNOTE "Working Out Loud" in Shell tan Jones
10:00 a.m.
10:00 a.m. -
10:45 a.m. COFFEE BREAK In the Enterprise Solutions Showcase

TRACK A
Social KM
TRACK B
Never Fail: Learn & Change
TRACK C
KM Tools
fc-rfHPvPL.. EnterpriseSearch f SharePoint
& Discovery 2014 SYMPOSIUM
10:45 a.m. -
11:45 a.m.
12:00 p.m. -
12:45 p.m.
12:45 p.m. -
2:00 p.m.
o KM Enterprise Adoption:
5 How to Make It Stick!
o Creating a Strategy to Share
Critical Insights More Broadly

C
Q
Capability Through KM

o Integrating Learning
m Development &KM
5 Knowledge Sharing Tools:
2 Industry Insights
g Evolution of &Migration
2 to SharePoint I Semantic and Graph Search

User Behavior Testing

ATTENDEE LUNCHEON In the Enterprise Solutions Showcase

KEYNOTE The Future of SharePoint
in the New Digital Workplace
12:00 p.m. - Customer Panel:
1:00p.m. SharePoint at Scale

o Innovative Learning Formats to S Taxonomies &Students =

s
2:00 p.m. - o Using Metrics to Tune Up
cjj Practical Social Media Tips Taming Your Data in SharePoint
2:45 p.m. m Make Knowledge Stick 2 New People Profile System Your SharePoint Estate
3:00p.m. - Ensuring Success With S Creating Learning Organizations: Tuning Up Search Relevance: Tuning Up Your SharePoint
< Enterprise Social
Twitter &Office Graph
3:45 p.m. mCommitment not Compliance o The Gold Sample Implementation
3:45 p.m. -
4:15 p.m.
4:15 p.m. -
5:00 p.m.
5:00 p.m. -
6:00 p.m.
g Using Social Media
< Platforms for KM Engagement
g Change Strategies &
coExperiences
g Wikis, Product KM &
2 Improving Search
COMMUNITIES OF INTEREST
1
COFFEE BREAK In the Enterprise Solutions Showcase

Security and Compliance

I Best Practices in Enterprise
SharePoint Info Architecture

___________________ ___________________________________

KNIWorldi Friday, November 7

8:45 a.m. -
9:45 a.m. KEYNOTE It's a Process Jim, but Not as We Know It! Dave Snowden
9:45 a.m. -
10:00 a.m.
KEYNOTE * Achieving Successful Search * Kamran Khan
10:00 a.m. -
10:45 a.m. COFFEE BREAK In the Enterprise Solutions Showcase

TR A C K A TR A C K B TRA CK C
K now ledge Sharing in th e Flow Innovation

Trends in Evolving K now ledge W o rld
EnterpriseSearch
& Discovery 2014
SharePoint
SYMPOSIUM
10:45 a.m. - 0 Assessing an Organization's
m Defense Innovation Marketplace S Cognitive Computing & KM Who's Who in the Zoo Stump the SharePoint Guru
11:30 a.m. S. KM Program
CNJ
11:45 a .m .-
12:30 p.m.
0 Delivering Global Business Value 0
m
Knowledge Transfer &
Adjacent Innovation
Stories Are Serious Business
0
Future of the Query 111:45 a.m. - Collaboration in the Cloud:
12:45 p.m. Office 365 vs. Alternatives
12:30 p.m. -

:
2:00 p.m. ATTENDEE LUNCHEON In the Enterprise Solutions Showcase

I
CO
2:00 p.m. -
Social Enabling Your Extranet 0 Driving Innovation
Work, Content & the Next 10 Years Extracting Value From Existing Data Spotlight on Solutions
2:45 p.m. 2 With Work Practices
Of or
3:00 p.m. - Evaluating Social and Mobile
co Experts: Utilizing & Growing m Building Innovative KM Programs r ; Knowledge Transfer & the Future Searching or Finding?
3:45 p.m. <c Add-ons to SharePoint
4:00 p.m. - CLOSING KEYNOTE Town-Hall
CLOSING KEYNOTE * Social Media Business: Using Online Connections to Increase ROI Eve Mayer
4:45 p.m. Discussion: What Did We Learn?

Expand Your Horizons, Accelerate Your Education, 8 REGISTER

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 Conference Overview

KMWorldi Who Should Attend

CIOs & CKOs
Intranet Managers


Knowledge Managers
C-Level Executives
Attendees will have the opportunity to hear and learn IS/IT Professionals Communications Managers
Information & Knowledge Architects Information Professionals
from eight industry leading keynotes as they discuss
Scientists, Engineers, & Researchers Content Managers
how companies are adapting to digital business, Competitive Intelligence Professionals
empowering your employees, customer service as a And professionals who plan, manage, or deploy systems and business
competitive advantage, enhancing knowledge sharing practices for:
and productivity, following a business sponsored KM Content Management Sales Force Automation
strategy, human sensor networks, achieving successful Human Resources Marketing & Sales
search, and boosting your ROI through online Electronic Commerce Supply Chain
connections. This event is packed with everything you Customer Relationship Management Competitive Intelligence
need to make KM work for you! Anyone who wants to run an innovative enterprise!

Coming Soon! KMWorld Bookstore

KEYNOTES Interested in collaboration, innovation, and organizational improvement? Take
advantage of the KMWorld Bookstore browse our great collection of KM
and related books at discount prices from our speakers, industry authors, and
Enterprise Knowledge, more plus speak with the speaker/authors directly, and have them sign your
Work, & Customer Value books! The KMWorld Bookstore a choice destination not to be missed!
Dion Hinchcliffe, Adjuvi LLC
Preconference Workshops
The Intranet of Everywhere: Choose among 20 workshops to concentrate on your special areas of interest.
Taught by experts, the workshops offer you a chance for interactive, small-
Redefining KM in the Age of group learning. Mix and match morning and afternoon workshops to customize
the Empowered Employee your conference program and jump-start your week. Lunch is included when
you register for a morning and afternoon workshop. (Workshops are separately
Louis Tetu, Coveo
priced or available with the KMWorld Conference Pass PLUS Workshops or
Winning the Customer Platinum Pass options.)
Experience Arms Race
Seth Earley, Earley & Associates
Enterprise Solutions Showcase
Featuring the top companies in the KM, CM, search, taxonomy, and intranets
marketplace, the Enterprise Solutions Showcase offers attendees the
Knowledge Sharing in opportunity to network with peers and explore the hottest new product and
the Networked World of service solutions. Whether you're looking for a specific solution, evaluating
a new one, or just keeping up with the latest industry trends, the Enterprise
the Internet of Things Solutions Showcase is one place you can't miss!
Lee Rainie, Pew Research Center's
Internet & American Life Project
Showcase Hours
Achieving Wednesday, November 5 ...............................................5:00 p.m. - 6:30 p.m.
Grand Opening Reception
Successful Search
Thursday, November 6................................................. 10:00 a.m.-4:30 p.m.
Kamran Khan, Search Technologies
Friday, November 7 ...................................................... 10:00 a.m. - 2:00 p.m.

"Working Out
Loud" in Shell
Ian Jones, Shell Projects
and Technology

It's a Process Jim,

but Not as W e Know It!
Dave Snowden, Cognitive Edge Pte Ltd

Social M edia Business:

Using Online Connections
to Increase ROI
Eve Mayer, Social Media Delivered

kmworld.com/conference
MVP continues from page 1
based on the realities of the market.
Driving was so novel that most driv
ers were bad at it, so the new car
should be easy to drive, especially
when it came to shifting. Because
paved roads were infrequent, it had
to ride high enough for all sorts of
conditions. It should be lightweight
but strong. And cheap enough to sell
to the masses.
In n o v a tiv e a s s e m b la g e s
So Ford gathered a handful of his
best engineers and for months met
with them in a room 12 feet by 25
feet equipped with blackboards and
a few tools. Because Ford preferred
to see objects rather than designs,
the engineers brought in m odels
for the pieces they w ere pro p o s
ing. A ssem blage by assem blage,
they came up with innovative solu
tio n sa firm er way to connect the
axle and fram e, the use of new steel
alloys, separating the cylinder head
from the cylinder block, casting the
cylinders as part of the crankcase, a
two-speed gearbox, and a transm is
sion housing and oil pan stam ped
out of a single piece of metal, about
LO YA LTY continues from page 9
out, because they have few o f
them. They are not always in recov
ery mode, but can focus on innova
tion and creating the next positive
performance that will mobilize the
prom oters. Those individuals can
be leveraged to be the voice and a
surrogate sales force. W hen you
get this promotional spiral, you can
capture that m om entum , and the
marketing seems to happen almost
spontaneously, she adds.
B e h a v io ra l d a ta too
NICE Systems (nice.com) provides
a platform that collects multichannel,
D IS R U P T IV E continues from page 16
open source), the better the chance
for continuous and rapid learn
ing and im provem ent. The more
opaqueness, the better the chance
of ending up as disruption roadkill.
The key question is: How much
o f your organizations business
model is built upon creating arti
ficial scarcity by limiting access
to information that people want?
Ways to take advantage of the ele
ment of surprise. History is replete
with exam ples o f sm all arm ies
su c c e ssfu lly d e fe a tin g m uch
www.kmworld.com
which Duncan says: No man will
ever design a structure as w onder
ful as our skeleton, but among m an
made artefacts, this stamping has to
rank highly.
In fact, sheet m etal stam ping
became such an important part of the
Model T that Ford bought the com
pany that did the initial pressings
even though it was far more expen
sive to set up the castings than the
process used by car manufacturers
Mr. Ford was one of the first to
see that even if a die C O S t
cheap if it made a million parts,
John Duncan wrote.
up to that point. Mr. Ford was one
of the first to see that even if a die
cost $10,000, it was cheap if it made
a million parts.
In fa c t, m an ufacturing costs
guided the design process all the way
through. The gas tank was positioned
high under the front seat so gravity
would do the work of a fuel pump.
The frame was designed to reduce
direct customer feedback and adds
information obtained from CRM sys
tems. The direct customer feedback
is a good start, says Matthew Storm,
director of innovations & solutions at
NICE, but there is also a lot of infor
mation recorded in contact centers. By
analyzing that information, you can
infer a great deal about their moments
of dissatisfaction, or what prompts
them to buy more, and so on.
In addition to direct and inferred
feedback, NICE also collects behav
ioral data and incorporates it into the
analyses. If a customer expresses a
negative attitude toward a product or
service but then buys it again, that
is an important part of the picture,
larger opponents through the ele
ment of surprise. Look for places
where you can catch the status quo
sleeping on the job.
Ways to extract signals from noise.
You dont have to start a revolution.
You can be just as successful if you
know how to spot emerging trends
early and go along for the ride. Just
look at the many public cloud pro
viders making healthy profits as their
nascent industry continues to grow
at a compound annual rate of 23.5
percent, according to IDC (idc.com).
A key attribute of the enterprise of
the future is it must keep reinventing
the number of bolts that would have
to be screwed in place.
R apid re p e titio n
So, why d id n t Flenry Ford, a
genius of innovation, come up with
the concept of the minimum viable
product?
In one sense, he did. The Model
T was designed as a minimum via
ble vehicle. It w asnt particularly
fast or com fortable, and it sure
$10,000, it was
w asnt as pretty as some o f its com
petitors. But it achieved Fords min
imal design goals.
But the aim of a modern MVP is
not just to be minimal. Its to enable
rapid iteration. But rapid iteration
is hard when yo u re dealing with
atom s, not bits. And these atoms
required that metal be cast and entire
factories tooled. There was a high
Storm says. Some customer expe
rience management systems do not
include behavioral information.
NICE collects and integrates all
three types of informationdirect,
inferred and behavioral information.
We consolidate this information and
make it actionable to different parts
of the organization, Storm explains.
If the customer has given feedback
about an employee, it is sent to the
supervisor and used as a coaching
opportunity. If the feedback is about
an e-commerce process, it would go
to the website team, and if its about
the product or service, it goes to the
m arketing departm ent or product
development.
itself. Take on the role of lead dis
rupter. You can start by organizing
a small incubator/accelerator within
your organization. Brainstorm and
shake loose some new ideas (see
k m w o rld .c o m /A rtic le s/C o lu m n /
T h e -F u tu re-o f-th e-F u tu re/A n -u n
common-view-of-collaborative-com
p e te n c ie s-9 2 0 0 2 .asp x ). O r take
something the disrupters are already
doing and adapt it to your situation.
As w eve seen with Uber, Airbnb
and others, disruption at its core is
very basictaking something that
has metastasized into an inefficient
blob and releasing fresh oxygen into
price for not getting things right on
the first try.
And if you did, you could become
very reluctant to change. In his book,
Duncan writes:
It is reported that in the early
1920s when many felt that the Model
T should be drastically redesigned,
a group o f men built a prototype
that had all the improvements they
w anted; his response w hen they
proudly showed it to him was to pick
up a sledgehammer, smash the car to
pieces and walk away without saying
a thing.
The M VP process strikes us
as attractive not only because bits
make it feasible, but also because
w eve come to believe that a tech
nology that isnt changing every six
months is failing. Yet, in the almost
20 years it took Ford to introduce a
new m odel, 15 m illion Model T s
had been sold. And during that entire
stretch, never once did Henry Ford
put on a black turtleneck and tease
an audience with what would be new
next month. I
David W einberger (self@evident.com) is a se
nior researcher at Harvard's Berkman Center
for Internet & Society.
The information collected can be
fed into other solutions from NICE,
such as NICE Customer Journey Opti
mization, which allows companies
to make sense of the cross-channel
behavior of their customer base. For
example, changes in behavior patterns
can be detected, which in turn allows
companies to modify their operations.
Key moments such as the point at
which a customer might be about to
chum, can be identified, so that the
company can intervene with a prob
lem-solving action or an appropriate
promotional offer. I
Judith Lamont, Ph.D., is a research analyst with
Zentek Corp., e-mail jlamont@sprintmaii.com.
the ecosystem. W hether your pref
erence is for a low -tech disrupter
like an air mattress or a high-tech
spaceship, or perhaps just a better,
simpler way of doing something that
has become jumbled up and overly
complicated, now is the time to step
up and help create a better future.
Warp travel, anyone? I
A rt M u rray is C EO of A p p lie d K n ow led ge
Sciences (aksciences.com) and co-director
of the Enterprise of the Future Program at the
G eo rge W ashing ton U niversity Institute for
K now ledge and Innovation (gw u.edu/~iki),
e-mail amurray@aksciences.com.
October 2014 KlV lV orld 21
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