You Dont Need New Toys to Succeed at ECM

You Don't Need New Toys to Succeed at ECM

5 minute read
Lane Severson avatar


We finally did it.

My wife and I have been threatening to throw away, donate or sell the majority of our kids' toys for years. If you are a parent you know the drill. You've accumulated a massive horde of cheap plastic dolls and plush animals with enormous cartoon eyes. Every birthday, Christmas and (let's be honest) trip to the grocery store adds to the collection. Then after what seems like mere hours that toy joins the others in the trash heap you generously refer to as a "play room."

We all know this is the pattern and still most of us fail to correct it or clean up the junk. I'm happy to say that as of Sunday evening 80 percent of the toys in my house have been sorted for disposition, to borrow an industry term. And with the holidays around the corner my wife and I are having conversations about how to handle this gift giving season without falling back into our bad habits.

You Don't Need New Toys

Over the past month I've attended several of the big industry conferences -- you know the drill. Enterprise clients have accumulated hordes of siloed solutions, each promising to finally solve the information management problem and each only half succeeding. So when the vendors carted out their new big data, predictive analytics and cloud collaboration tools my clients asked what I thought of the new offerings. (Wait, this sounds a lot like my kids!) 

What do I think? I think the technologies are great. But most of my clients don't need them. A lot of Fortune 1000 firms are struggling to provide basic content management capabilities that we've had for over a decade to their internal clients. We've got a 2014 toolset but most of us haven't solved the content management problems of 1994.

Why? Because Wearables Won't Make You Healthier

To understand why, let's take a look at the current wearables market. I see a lot of people at the tech conferences wearing a FitBit or similar tool. From a fitness perspective these products are great at quantifying your activity. But they don't make you more active.

Unless you change your habits, you'll just have an expensive device that tells you how much you don't do. On the other hand if you started a regular fitness routine and stopped eating products with high fructose corn syrup, you would get healthier -- with or without the FitBit tracking you.

Hopefully You Get Coal in Your Stocking

The best thing that can happen for many content management projects is that they don't get the funding they want to buy software. Don't get me wrong, it feels really bad putting a lot of work into building an ask for executive management and then getting shot down. I've been in those meetings. But I've also seen our clients who don't get funding for technology lay amazing foundations for their content management program and get funded the following year. These programs are easily the most successful because they have developed the disciplines necessary for employing the technology effectively.

Learning Opportunities

How To Have Fun Without the New Shiny Object

So as we wind down the conference season and rid ourselves of the marketing Kool-aid hangovers, consider the following advice to be your seltzer tablets and aspirin. As you strategize, think about different ways of getting the same -- or at least acceptable -- results without the cost and risk of buying the newest toy.

For example: what's the best way to have successful enterprise search? Don't do enterprise search. Not directly. Focus instead on consolidating the mess into a smaller number of managed repositories. Then focus your search approach on those buckets. That will cover almost all your needs. You may have some outliers -- some who need advanced specialized search over a scattering of buckets. But then you can get a specialized tool for those use cases. This approach works much better than trying to get a single solution to address "all" your enterprise needs.

Here's another one. How do you succeed at enterprise email management? Don't buy an enterprise email management solution. Instead, focus on dramatically reducing the use of email for poor man's DM and workflow. Then your need for "enterprise email management" will be much reduced and the likelihood of succeeding with an EMM tool if you do buy one will be dramatically improved.

Last one, what's your best shot at succeeding with Records Management/Information Governance? You guessed it. Don't buy an RM/IG tool to address all of your needs. Work to rationalize your retention schedule to be more business user friendly and develop an enterprise information architecture that identifies the key pieces of global metadata that you need on every piece of content. Your RM/IG software won't perform well without those pieces and even if you don't end up getting a dedicated tool to manage RM/IG a good records schedule and information architecture can be baked into most CMS systems and you'll way ahead in your ability to manage the record lifecycle.

Final Thought

The good news -- buying software doesn't preclude us from building better content management practices internally. And the opposite is also true. The tools and the practices need to be taken together. When I talk to software sales reps they are often exasperated because their clients are angry with the tool for not fixing their ECM program or discipline problems. This is like blaming the FitBit for not going on my five mile run today. Technology can give us huge advances. But if we haven’t built a mature program, the technology alone will not make us more successful. 

Where have you made progress in content management efforts without buying new technology? Or, if you bought software first, how did adding more ECM program discipline improve your efforts? Let me know in the comments.​

Creative Commons Creative Commons Attribution-Share Alike 2.0 Generic LicenseTitle image by  rabble 

About the author

Lane Severson

Lane Severson is a Managing Director at Doculabs focused on Digital Transformation and Content Management. His work focuses on aligning the goals of technology and business leaders to drive value for the Enterprise.