Distributed and Mobile Document Capture carries with it a very similar paradigm shift that the FedEx overnight delivery service and the facsimile machine had in the 70s, 80s and 90s. The rise, proliferation and ever increasing bandwidth of the internet, along with new hardware devices such as multi-function printers (MFPs), desktop-personal use scanners, digital senders, tablets PCs and smartphones make it possible to capture documents at the point-of-origination, or “the first mile”, a phrase coined by Kofax. Despite all of the innovative technology available today for implementing distributed and mobile document capture, there is a lot more to it than the common marketing slogans of, ”Put your paper in the automatic-feeder, push the button and walk-away.” In reality, “Getting it Right” takes a great deal more fore-thought, planning, execution and on-going support to make the usability simple for end-users while ensuring the end-to-end process is fast, secure and visible to those who handle exceptions and/or need self-service access to the documents. Continue reading
I am not a fan of the cliché “Best Business Practices”. It is a very over used term and seems to imply there is some magic solution out there that will make everything better. The truth be known, best business practice is leveraging knowledge gained through experience at someone else’s expense. Why would you reinvent the wheel if someone has already figured it out? You wouldn’t. Many times I see companies selling software to customers for the sake of selling something, only to have it sit on a shelf and collect dust.
People seem to be busier than they ever have been. One result we have experienced due to the decrease in hiring over the last few years is that employees are taking on more work and working longer hours. Some people are doing the work of two people.
As the Fourth of July approaches, we reflect on the formation of our government and the fact that the 3 branches of government are co-equal, as laid out in the first three Articles of the Constitution and several amendments. If you think of Capture, Content Management Repository and Business Process Management (BPM) they are the three pillars of successful ECM in the enterprise. Having one without the other does not give the enterprise the full benefit and ROI the technologies have to offer.
Sometimes explaining the value of utilizing all three of these to customers can be challenging. So, here’s a fun and simple way to think about it: The concept is best illustrated by the game, “Rock, Paper, Scissors“, which is a game everyone knows. Depending on circumstances, each application has a chance to provide more ROI than another one, but without one the other cannot truly provide processes efficiencies. Just like our government and if any one branch vetos or stops a bill.
Organizations are realizing more and more every day the need to reduce paper, automate labor-intense processes and eliminate duplicate tasks. Since we all know time is money, this is important now more than ever. But how do you choose the right technology to assist with this? We hear quite frequently that users are comfortable working within their line-of-business systems and that bringing in a large, complicated content management system will only confuse them. My response to this is, “Are you Powered by ILINX?”
Utopia ECM (Enterprise Content Management) can be defined many different ways. My definition is when the ECM system is so intertwined with the business process and business software applications that one really can’t exist without the others. The users of the systems don’t even think about the fact that they are using ECM technology. Here are some examples:
- The sales rep submitting an expense report and scanning their receipts into an electronic workflow, doesn’t even think of the technology that they are using to start a business process.
- Traveling executives can retrieve, review and approve invoices and expenses from their laptop computer in a hotel room anywhere there is an internet connection.
- The employee on the order fulfillment line pulls up the supporting documents for the order details and instructions directly from their business application, but the source of documents were really from an integrated ECM system.
Remember how things like this used to happen without imaging, document management, workflow and system integration?
This concept of Utopia ECM became very apparent to me recently in an upgrade and migration project for an existing customer who is moving from an antiquated ECM application to ILINX. It made me actually stop and wonder how they went from the simple concept of creating an electronic file cabinet, to a system that is virtually integrated into every department and many of their business processes throughout the company. What I found out is that they took things one step at a time and have been sticklers about the following: 1) You get what you plan for, not what you pay for and 2) select vendor/supplier partners who have your best interests at heart. The rest is just details.
Utopia ECM, isn’t that what we all want for our businesses?
VP, ILINX ECM Sales
Recently, I had an opportunity to visit a former colleague that I hadn’t seen in almost 15 years. This individual works for a company that happens to be one of the top 5 hospitality organizations in the US. I can remember, like it was yesterday, having just graduated from school and being granted the opportunity to work as an operations analyst for this company. At this capacity, I was responsible for reviewing a multitude of business units, tasked with seeking areas for operational efficiencies and cost containment (an assignment that is not too different from my role today). Recalling how convoluted some of their paper processes had been at the time of my employment is what prompted the recent consultation with my friend. Today, I work as a sales consultant for ImageSource (www.imagesourceinc.com), a major ECM solution integrator and software manufacturer. I felt that, with my current knowledge, I might be of use to them. After all, I have helped numerous organizations with similar problems.
I could not believe my eyes. I walked into the Shipping & Receiving Department to meet my friend, the Director of Procurement. To my surprise, they are still manually receiving goods from paper content, and then walking down the hall, down the stairs, and submitting this paper to the Finance Department. Upon receipt, the Finance Department manually enters the invoice data and cross references the content with the paper sent to them by Receiving. In darn near every major business unit I walked through, there were paper and files overflowing off of desks. I couldn’t stand it anymore and felt compelled to ask my old friend a question… ”Why are you doing it this way? With all of the technical innovations within the enterprise content management space available to you today, why not leverage one to streamline the processes here?” My buddy replied… ”I’ve been here for 30 years and that’s how we’ve always done it.” Sadly, my dear friend was layed off just a few weeks ago.
This reminded me of an interesting story:
A very old traditional brewery decided to install a new canning line, so as to enable its beer products to be marketed through the supermarket sector. This represented a major change for the little company, and local dignitaries and past employees were invited to witness the first running of the new canning line, which was followed by a dinner banquet at the plant.
After the new line had been switched on successfully, and the formalities completed, the guests relaxed in small groups to chat and enjoy their dinner. In a quiet corner stood three men discussing trucks and transport and distribution, since one was the present distribution manager, and the other two were past holders of the post, having retired many years ago. The three men represented three generations of company distribution management, spanning over sixty years.
The present distribution manager confessed that his job was becoming more stressful because company policy required long deliveries to be made on Monday and Tuesday, short deliveries on Fridays, and all other deliveries mid-week.
“It’s so difficult to schedule things efficiently – heaven knows what we’ll do with these new cans and the tight demands of the supermarkets…”
The other two men nodded in agreement.
“It was the same in my day,” sympathized the present manager’s predecessor. “It always seemed strange to me that trucks returning early on Mondays and Tuesdays couldn’t be used for little local runs because the local deliveries had to be left until Friday…”
The third man nodded, and was thinking hard, struggling to recall the policy’s roots many years ago when he’d have been a junior in the dispatch department. After a pause, the third man smiled and then ventured a suggestion.
“I think I remember now,” he said. “It was the horses… During the Second World War fuel rationing was introduced. So, we mothballed the trucks and went back to using the horses. On Mondays, the horses were well-rested after the weekend – hence the long deliveries. By Friday, the horses were so tired that they could only handle the short local drops…”
Soon after the opening of the new canning line, the company changed its delivery policy.
There is a valuable lesson in this story for all of us.
I believe that it’s easy to fall into routine. Let’s challenge ourselves to question what we might do as individuals to better our companies. How can we invoke necessary change? Perhaps your company is trapped in a state of inefficiency (like many others), utilizing an archaic process. Given present economic conditions, it’s imperative that we remain competitive and relevant, or it could cost us our own jobs.
The method that we may have used 30 years ago may not be the best one today. When was the last time you checked for movie times in the newspaper? Today, I use my IPhone. When was the last time you called your travel agent to book a flight? I just booked mine online this morning. Do you still keep Thomas Guide in your car? I use Google Maps.
Invoke change. Change keeps us relevant.
Sr. ILINX Account Manager