By John Mancini,

President, AIIM
AIIM Executive Leadership Council www.aiim.org
- Forget About Apps; Get Movi ng on Workfl ows
AIIM Trendscape: The New Mobile Reality
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Foreword by Thornton May ..............................................................................3
Introduction by John Mancini ..........................................................................5
Part 1 AIIM Trendscape ...............................................................................7
Part 2 The Trendscape Context .....................................................................10
Part 3 Recommendations for Action..............................................................14
AIIM Training Course: Managing Content in the Cloud.........................................16
About the Authors ...........................................................................................17
About Thornton May.................................................................................17
About John Mancini .................................................................................18
About the Research .........................................................................................19
About AIIMs Executive Leadership Council........................................................19
Thank You to our US Executive Leadership Council Companies ............................20
Thank You to our EU Executive Leadership Council Companies ............................21
Table of Contents
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On January 1, 1815 Major General Edward Pakenham ordered
the British bombardment that commenced the Battle of New
Orleans. When the smoke had cleared and the firing stopped on
January 8
th
, 251 British had been killed, 1,259 wounded, and
484 were missing. The 4,000 American combatants lead by
Major General Andrew Jackson recorded 11 killed and 23
wounded. Such victories are the stuff of Disney movies and the
launch pad for future Presidents. The less-than-entirely-
accurate sic official history represented this one-sided
contest as a victory of the American husbandman, fresh from his plough as one
Senator commented. The popular press spun their accounts touting the triumph of
citizen-soldiers over professionals and the common man over titled aristocrats. The
19
th
century American wanted to believe that untutored frontier vigor could and
would always prevail over Old World expertise.
The REAL STORY is that nobody needed to die. The battle shouldnt have
happened. One week BEFORE the battle, on December 24, 1814, officials ended
the War of 1812 by signing the Treaty of Ghent. The problem was that the content
[i.e., the Treaty] was far removed from the behavior [i.e., the battle]. This gap was a
function of the slowness of communications at the start of the 19
th
century.
Fast forward to May 24, 1844 to the chambers of the U.S. Supreme Court where
Samuel F.B. Morse is about to tap out his game-changing message: WHAT HATH
GOD WROUGHT. The message is received by his assistant Albert Vail; seated forty
miles away in Baltimore. For multiple millennia prior to the advent of electric
telegraphy the ability to more closely match content to behavior had been limited by
the speed with which a messenger could travel and the distance at which eyes could
see signals such as flags or smoke.
Neither Alexander the Great nor Benjamin Franklin [Americas first postmaster
general] two thousand years later knew anything faster than a galloping horse.
Massive innovations in communications technology from the telegraph to the
telephone to the radio to television to computing to the Internet and now totally
mobile communications and computing platforms have changed everything. The
smart phone with its ability to connect everyone to everything has the capability
to fundamentally change content and information management.
Foreward
by Thornton May, Futurist & Executive Director,
IT Leadership Academy
The connectivity inherent to mobility and
the potential value creation associated
with eliminating the gap between
content and behavior catapults AIIM
info/content managers into the spotlight.
This is our opportunity to shine.
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The World Today
The general consensus among economists is that the global GDP was
approximately $55.1 trillion in 2013. If we were to grow at a compound annual
growth rate of 3.6% the global GDP would be $76.7 trillion by 2023. But
imagine what would happen if we were to totally eradicate the gap between
content and behavior. How much faster could the global economy grow?
The animated multi-continent conversations held during the London and Ft.
Lauderdale ELC meetings surfaced four truths related to economic growth.
Truth A somebody is going to make a lot of money in the mobility space.
Truth B somebodies are going to waste a lot of money in the mobility space.
The data for the early days of the Mobility Era is breathtaking in scope, scale,
spend, and silliness. Organizations spent billions on mobile apps in 2012.
Over 70% of those mobile applications did not last a year.
Truth C is that most organizations are doing mobility wrong.
Truth D is that the AIIM supplier and user ecosystem can help fix this.
Some of the best-managed companies in the world [e.g., Chevron, General
Electric, ING, Kroger] shared with ELC members what they were doing/how they
were thinking to ensure they were on the make money vs. waste money side
of the mobility equation. Inherent to all make money organizations was the
tenet that the mobility opportunity is much more than a device de jure
exercise.
The trade press, subscription research organizations, and many consultancies
continue to fetishize device features and functions. There is a new mobile reality
at hand, and it is more than just deploying random apps and hoping that
someone will notice. Organizations making money in the mobility space are
focusing on value creation and workflows.
The subliminal message that came through from large multinational consumers of
the products and services of the AIIM supplier ecosystem was that mobility is not
somebody elses opportunity. It is our opportunity. The connectivity inherent to
mobility and the potential value creation associated with eliminating the gap
between content and behavior catapults AIIM info/content managers into the
spotlight. This is our opportunity to shine.
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Introduction
by John Mancini, President, AIIM
This report is a summary of two sets of deliberations one in
the United States and another in the United Kingdom of
leading content and information management executives and
CIOs around the central question of the role that mobile
technologies will play in the enterprise of the future.
Heres how AIIMs Executive Leadership Council (ELC) works.
The ELC meetings are facilitated by Thornton May. Thornton
May is Futurist, Executive Director, and Dean of the IT
Leadership Academy. His extensive experience researching and
consulting on the role and behaviors of boards of directors and C-level executives in
creating value with information technology has won him an unquestioned place on
the short list of serious thinkers on this topic.
Thorntons job is to bring together the smartest people he can find to lead the
Council in discussing the implications of an issue whose impact is not immediately
clear. The act of faith inherent in these meetings is the assumption that the
collective discussion will lead to insights, observations, and conclusions that were
not readily apparent at the beginning of the discussions.
This report is divided into three sections.
The Trendscape: In the first section, we share data on opinions
about the cloud and mobility, drawn from 50 senior end-user and
industry executives in the US and Europe. Our intention was to
understand what is both likely and critical for end-users to know
about the role of mobile technologies in the enterprise over the next
18 to 24 months.
The Context: In the second section, we share a series of comments
and conclusions about the role of mobile in the future that provide
the context for the Trendscape. Our focus is on the next 18 to 24
months, and our objective was to surface issues and concerns that
are not readily apparent in most of the existing coverage about
mobile technologies. Like most technologies on the edge, there is
far more hype than light surrounding mobile, and that became very
Organizations that are still
debating the criticality of mobile
are missing the point. The mobile
ship has sailed and organizations
that do not respond do so at their
long-term peril.
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clear during our deliberations. We have structured each of the items
in this context section as a sample quotation from one of the
participants in the ELC meeting.
Recommendations for Action: What are the key issues that users
should consider in contemplating the role of mobile technologies in
their organization?
As one of our ELC speakers said, Mobile is the fifth wave of information technology
1) mainframes, 2) minis, 3) client/server, 4) Internet, and now 5) mobile. The
consequences of this fifth wave are only now being felt at the enterprise level, and
must be addressed if enterprises are to survive and remain viable in this fifth wave.
Mobile is at the top and the most customer-facing outpost of a new technology stack
that includes the cloud, the Internet of things, big data and analytics, and social.
Enjoy the paper. Let us know what you think. If you are interested in connecting
with the Council, let us know that too. And a big thank you to Thornton May, all of
our speakers, our Executive Leadership Council members, and all of the senior end-
users and CIOs that participated in the generation of this paper. The responsibility
for the final compilation is AIIMs, but the output would not have been possible
without the generous contributions of the participants.
Imagine what would happen if
we were to totally eradicate
the gap between content and
behavior
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Part 1 AIIM Trendscape
Cloud and mobile are the two great technology accelerators. They change
everything. They change our expectations of where we can work, when we can work,
with whom we can work, and on what devices we can work. A few data points
illustrate the dramatic transformation that is occurring:
According to Portio Research
(March 2013), 1.2 billion people
worldwide were using mobile apps at
the end of 2012. This is forecast to
grow at a 29.8 percent each year, to
reach 4.4 billion users by the end of
2017. Much of this growth will come
from Asia, which will account for
almost half of app users in 2017.
There has also been a revolution in the platforms we use to host content
and processes. Per ABI Research (March 2013), 56 billion smartphone
apps will be downloaded in 2013. By operating system: 58 percent will be
Google Android; 33 percent Apple iOS; 4 percent Microsoft Windows
Phone; 3 percent BlackBerry.
This cant help but influence how we ultimately think about enterprise
applications. Gartner (April 2013) predicts that by 2017, 25 percent of
enterprises will have an enterprise app store. They also note, Apps
downloaded from public app stores for mobile devices disrupt IT security,
application and procurement strategies. Bring your own application (BYOA)
has become as important as bring your own device (BYOD) in the
development of a comprehensive mobile strategy.
All of the participants at the ELC meetings in Europe and North America were asked
to review a series of statements regarding mobile technologies. They were asked to
think about each of the statements and rank them according to 1) how important is
this trend; and 2) how challenging will this trend be for organizations. The
timeframe was the next 18 to 24 months. Here are the statements we examined:
Mobile devices (instead of PCs and laptops) will become the dominant
means for interacting with the Web.
Mobility will change the nature of how and where work is done.
The dominant development platforms will be driven by mobile technologies
(Android and iOS) rather than the laptop.
Mobile devices will replace low-end scanners as the primary form of ad-hoc
scanning.
The phone will become the central means for mobile payments.
Personal devices will become the dominant means for employees to
interact with business systems.
Cloud and mobile change our
expectations of where we can
work, when we can work, with
whom we can work, and on
what devices we can work.
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Accessing business processes through mobile devices creates the potential
for geographically-tagged information tied to business processes.
Organizations will build comprehensive BYOD information governance
plans.
The business will demand that core business applications be delivered
via an app interface.
The results are reflected in the following AIIM Trendscape. The quadrants can be
interpreted as follows:
High importance, high difficulty = Start worrying!
Relatively low importance, high difficulty = Run away!
Not that important, not that difficult = Dont worry so much about it!
High importance, low difficulty = Get moving; Its already happening!
GET MOVING/ALREADY HAPPENING!
Important/not dicult
START WORRYING!
Important ANDdicult
DONT WORRY SOMUCH!
Not important ANDNOT dicult
RUNAWAY!
Not important ANDdicult
Mobile devices (instead of PCs and
Laptops) will become dominant
means for interacting with web.
Mobile devices will replace
low-end scanners as the
primary form of ad-hoc
scanning.
Mobility will change the nature of
how and where work is done.
KEY MOBILE TRENDS
DIFFICULTY
IMPORTANCE
The dominant development
platforms will be driven by
mobile technologies (Android
and iOS) rather than the
laptop.
Accessing business processes through
mobile devices creates potential
for geographically-tagged information
tied to business processes.
Personal devices will become the
dominant means for employees
to interact with business systems.
Organizations will build
comprehensive BYOD
information governance plans.
The phone will become the central
means for mobile payments.
The business will demand that core
business applications be delivered via
an app interface.
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In thinking about this AIIM Trendscape, a number of conclusions can be drawn.
Organizations that are still debating the criticality of mobile are missing the
point. The mobile ship has sailed and organizations that do not respond
do so at their long-term peril. The time for debating whether and how
mobile technologies will impact organizations and how their customers and
constituents interact with them is over. It is time to act.
Although many companies on the vendor side are focused on breaking up
previously monolithic solutions into more app-like solutions, the buy
side of the equation has not yet caught up. Many organizations are still
struggling with optimizing the legacy applications they already have.
The most urgent challenges facing organizations ultimately come down to
the revolutionary impact of the device itself. The phone is quickly
becoming the central means for mobile payments, and organizations must
act to deal with the impact of this revolution.
Organizations are caught in a conflict. On the one hand, they believe that
mobile devices will be critical in the future of how employees interact with
enterprise systems. On the other hand, they have yet to deal with the fact
that many if not most of these devices will be personal devices and see
the issues associated with a BYOD (Bring Your Own Device) environment as
particularly challenging.
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Part 2 The Trendscape Context
[Note: In this section, we use quotations from the participants in the meetings to
illustrate the broader context in which cloud decisions are being made.]

In the first wave of response to mobile technologies, organizations took one of two
positions. They either approached mobile through the prism of technology
appeasement Lets watch someone else go first and make the mistakes and well
adjust later or they took the approach of jumping in without thinking Quick,
get us a mobile app right now that I can show to the Board.
Many organizations are caught in what Thornton May describes as a wilderness
moment caught between knowing you are no longer doing the right things, but
not yet sure what the right thing is. According to MGI Research, organizations spent
BILLIONS on mobile apps in 2012 and more than 70% of these applications were
discarded in the same year.
The first wave of mobile innovation parallels the first wave of Web innovation. In the
first wave of Web innovation, the objective was how do I get my brochure up on the
Web? It was only after a period of rich experimentation and many failures that
organizations began to redefine processes and workflows in Web terms. The same is
happening now in mobile. Most first-generation mobile initiatives focused on getting
an app on a device, independent of the backend processes and workflows to which
these apps were supposed to connect.
The new framework for having a
conversation about mobile must be
much more fundamental. What does
the business need? What are the most
pressing problems facing the business?
How could we use mobile not just to
put a nice veneer on a legacy process,
but also to transform and redefine the
process itself? Per Bill Seibel of
Mobiquity, Ultimately, mobile innovation is not about the device; its not about the
app; its about the workflow. In 2011, mobile represented less than 1% of most IT
budgets; in two years it will be 34%.
Quotation 1: Most organizations approach
mobile from one of two extremes: 1)
Technology appeasement; or 2) Jumping
in without thinking. Executives want
mobile, irrespective of whether it is right,
relevant, or even beneficial.
How could we use mobile not
just to put a nice veneer on a
legacy process, but to transform
and redefine the process itself?
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Mobile challenges face every industry, offering both unprecedented opportunities
and career and organization-threatening risks. Mobility is driving a future computing
environment that is radically decentralized and radically personal.
As Bill Martin, CIO of Royal Caribbean Cruise Lines notes, In ten years, guests will
come to view any venue without affordable connectivity as a form of prison to be
avoided at all costs.
The past few years have witnessed an accelerating move away from traditional mass
marketing toward ever-increasing degrees of segmentation based on mining of
structured consumer data. The consumer landscape is about to change even more
rapidly as location-based mobile services move from macro technologies (i.e.,
GPS) and micro technologies (i.e., Wi-Fi) to pico technologies (iBeacon and
Zigbee).
Per Wikipedia:
iBeacon is an indoor positioning
system that Apple Inc. calls a
new class of low-powered, low-cost
transmitters that can notify nearby
iOS 7 devices of their presence.
They can also be used by the
Android operating system. The
technology enables an iOS device
or other hardware to send push notifications to iOS devices in close
proximity. The iBeacon works on Low Energy Bluetooth (BLE), also known
as Bluetooth 4.0 or Bluetooth Smart.
ZigBee is a specification for a suite of high-level communication protocols
used to create personal area networks built from small, low-power digital
radios. ZigBee is based on an IEEE 802.15 standard. Though low-powered,
ZigBee devices can transmit data over long distances by passing data
through intermediate devices to reach more distant ones, creating a mesh
network; i.e., a network with no centralized control or high-power
transmitter/receiver able to reach all of the networked devices.
The net impact of deployment of these technologies will be Minority Report-like
location services (Minority Report being the 2002 science fiction movie in which
a special police unit is able to arrest murderers before they commit their crimes).
We will be able to track customer behavior at an extremely local level, at very low
price points, and make offers and notifications based on very specific locations.
Segmentation is dead mobile technology will now allow merchandisers to target
markets of one, based on location within a particular store.
Quotation 2a: In 45 seconds, you
can go from never having heard a
song to owning it. This is the era of
collapsing purchase cycles. Dont
just automate processes, mobile is
an opportunity to transform them.
Quotation 2b: Segmentation is
dead technology allows you to
market to a segmentation of one.
The very nature of mobility
surprise, these devices are
mobile! creates security
challenges that never existed
before.
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Radical innovation is not confined solely to the world of consumer relationships; it is
also redefining the nature of the internal systems we use to get our work done.
Innovation is not going to occur at the center at corporate HQ its going to
occur at the edges. Organizational information management strategies strategies
that were previously defined solely in terms of the need for control need to be
redefined to include the flexibility needed for innovation to occur. In an era of
powerful consumer technologies, if the business needs something that central IT
casting cannot or will not provide, the business will simply end-run their own IT
departments. People arent asking for access, they are demanding it.

Organizations at the forefront of mobile technologies are rethinking their approaches
to information security and governance. In the stand-alone PC era in which the
technology in play was often constrained to a desktop within an office user
identities validated by passwords were sufficient.
Data and information security is often focused primarily on the challenge of creating
barriers on the network to external hackers. While this certainly remains a priority, in an
era of computing platforms with unlimited mobility and with 64GB flash drives the size of
your thumb, security needs to be rethought. The very nature of mobility surprise, these
devices are mobile! creates security challenges that never existed before.
Consider the small subset of a typical
year in seven U.S. airports. According
to Credant Technologies, from July
2011 to June 2012, people left
behind 8,016 laptops, smart phones,
and USB devices at Chicago OHare,
Denver International, San Francisco
International, Charlotte Douglas,
Miami International, Orlando
International, and Minneapolis/St.
Paul.
Per Jeff Cary from Chevron, client-based access security can be broken down into
three simple components people, devices, and networks and each of these can
be characterized as trusted, semi-trusted, or non-trusted/unknown. The good news: if
security is viewed in this way, for most organizations there are a limited number of
solution architectures they need to solve for.
In addition, traditional forms of stored password-based security are insufficient.
Eliminate passwords!
Quotation 3: You cant get to the future
without radically different next generation
security architectures. If you want to get to
a secure future, you have to get rid of
passwords.
The past few years have
witnessed an accelerating move
away from traditional mass
marketing toward ever-
increasing degrees of
segmentation based on mining
of structured consumer data.
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Many a CIO career was made or
lost in the past 15 years based on
how effective s(he) was at leading
enterprise adoption of Web and
Internet-based technologies and
transforming processes and
workflows to take advantage of
those technologies. Well, the
world is about to change again.
Gartners top 10 strategic technology trends for 2014 illustrate how critical mobile
technologies are:
Mobile device diversity and management
Mobile apps and applications
The Internet of everything
Hybrid cloud and IT as service broker
Cloud/client architecture
The era of personal cloud
Software-defined anything
Web-scale IT
Smart machines
3-D printing
Organizations and individuals will rise and fall over the next five years depending
on how effectively they manage the twin information management steroids of mobile
and cloud.

Quotation 4: The success of the
enterprise as well as the success of
your personal career trajectory will
be a reflection of your mobile
competence and mastery.
Segmentation is dead mobile
technology will now allow
merchandisers to target markets
of one, based on location within
a particular store.
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Part 3 Recommendations
for Action
It is critical to understand that a mobile strategy cannot succeed independent of the
existing systems, workflows, and processes that are in place. In order for
organizations to optimize their Systems of Engagement (mobile, cloud, social),
these systems must be more than a veneer of engagement they must tie back and
integrate with backend Systems of Record. A key challenge for organizations is to
balance the need for rapid change to take advantage of the revolutionary
opportunities created by mobile with the Amazoning of customer expectations that
demand a seamless user experience across systems and platforms. This chart by
George Parapadakis from IBM highlights the challenge facing all organizations, but
especially those that operate at large scale.
A good place to start thinking about mobile is by identifying what NOT to do.
Paraphrased from Bill Seibel, Mobiquity
Console
Data Room Anywhere
IT Only
Timeshare
Direct
Connection
PC
Ethernet Broadband
Customers
APPS Client-Server Web
Office
Worker
Location
Based
Company
Wide
Customer
Site
Home
Working
Laptop
Dial-Up
Modem
Smart
Phablet
3G / 4G
WiFi / Fibre
Mobile
Workforce
Notebook
Any
Employee
Terminals
Specialist
Multi-User
RS-232
1960 1970 1980 1990 2000 2010
Device
Connectivity
User
Interface
Location
Mobility (Distance from Source)
Mobility Evolution
AVOID this DO this
Creating random acts of mobile. Focus on business initiatives.
Focusing on sexy visual design. Focus on great design and engagement.
Focusing on the app.

Focusing on enterprise-scale mobile solutions
Internal chaos on who owns mobile. Get marketing and IT aligned.
Assuming that analytics does not change
with mobile.

Rethink big data and analytics in the
context of mobiles unique capabilities.


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Given all of this, here is our 7-point Action Plan for the next 12 months:
Dont focus your mobile strategy on devices or apps. Start by looking at
your most critical business problems through the prism of mobility. Mobile
technologies provide an opportunity to rethink and transform processes and
workflows.
Rethink traditional approaches to both how you control information. The
old command and control approach will no longer work. Traditional forms of
work for knowledge workers working from 9 to 5, in a central office, with
standard equipment issued by the organization is quickly transforming
into something far more flexible.
Think carefully about crafting consistent user experiences. Users have been
surprisingly tolerant in the first stage of mobile technologies about
inconsistent user experiences solutions and content that have not been
optimized across all of the platforms with which they interact.
Rethink what big data means in a mobile era. Mobile technologies not
just phones, but also remote sensors and cameras generate a far greater
volume and variety of data than anything that has come before. The big
data issues that will spin out of mobile devices will make the current
volume of Web-generated data pale by comparison. Fortunately, advanced
analytic capabilities are improving almost as quickly as the volume of
information.
Get ready for location-based services everywhere. This will not only create
massive new opportunities, but it will also exacerbate latent user concerns
about the accessibility and privacy of data. Organizations that are
aggressive in using what they know about customers to refine, target, and
deliver value are about to discover that the creepiness line will enter into
more and more of their conversations.
Get moving on that BYOD policy. There is a risk that many organizations
will try to define BYOD policies in technology rather than behavioral terms.
Those that try to do the former will discover that their policies cannot
possibly keep up with the accelerating rate of technology change.
Figure out who is in charge. Ask most CMOs at large organizations who is in
charge of their mobile strategy and they will say they are. Ask the CIOs at
the same organizations, and they will say they are.
And lastly, think mobile first. And second. And third.
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AIIM Training Course:
Managing Content in
the Cloud
Maximize the benefts and eliminate the risks of using information
assets in a cloud-based collaborative environment.
Course Benefts and Objectives
With growing demand by the business for IT solutions that are responsive to customers,
quick to deploy, and more agile and modular, mainstream enterprise applications and
core offce applications are heading for the cloud. And, because document and records
management systems are included in this movement, issues around stability, continuity,
security and governance must be resolved.
AIIMs Managing Content in the Cloud course is founded on these considerations and
best practices to provide you with a systematic and secure approach to breaking down
monolithic enterprise solutions into more app-like solutions that can be deployed
quickly and independent of platform. The course information is applicable across all
industries and is agnostic toward any particular technology or vendor solution.
This course is ideal for...
IT or records managers that want to see the cloud from the perspective of line-of-
business users and business process owners that want to understand the possibilities
and how to avoid the pitfalls of managing content in the cloud. Youll acquire the
necessary skills to:
n Determine when to use the cloud and when not to for collaboration and managing
content
n Manage your content assets safely and effectively
n Provide anytime, anywhere access to your content securely
n Include the cloud in your overall enterprise content management strategy
Your Learning Options
The Managing Content in the Cloud course is comprised of 5 modules that may be
purchased individually or as a complete package. Once purchased, the course module(s),
and supporting materials are accessible online and on demand from AIIMs training
portal for 6 months. Upon occasion, this course is also offered in a live, instructor-led
virtual classroom format. Our enrollment page at aiim.org/training will indicate when/if
such a class has been scheduled.
Ready?
Want us to contact you? Email us at Training@aiim.org
Cut Through Cloud Confusion.
Start Today.
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Thornt on May
Thornton May is Futurist, Executive Director, and Dean of the
IT Leadership Academy. His extensive experience researching
and consulting on the role and behaviors of boards of directors
and C-level executives in creating value with information
technology has won him an unquestioned place on the short
list of serious thinkers on this topic. Thornton combines a
scholars patience for empirical research, a stand-up comics
capacity for pattern recognition, and a second-to-none gift for
storytelling to the information technology management problems facing executives.
Thornton has established a reputation for innovation in time-compressed, collaborative
problem solving pioneering the Lyceum (an intense learning experience designed to
keep C-level executives abreast ofemerging technology trends); the Directors
Institute (a forum for Board members to increase theirawareness of technology
management issues); and the Controllers Institute (arena for European Chief Financial
Officers to fine-tune processes associated with making technology investments).
Thornton designsthe curriculum that enables the mental models that allow
organizations to outperform competitors, delightcustomers, and extract maximum value
from tools and suppliers.
Thorntons insights have appeared in the Harvard Business Review (on IT strategy), The
FinancialTimes (on IT value creation), The Wall Street Journal (on the future of the
computer industry),theM.I.T. Sloan Management Review (on the future of marketing),
American Demographics (on theevolving demographics of Electronic Commerce), USA
Today (on the future of the consumerelectronics industry), Business Week (on the
future of CEO direct reports), and on National PublicRadio (debating the future practice
of strategy with Professor Michael Porter).Thornton is acolumnist at Computerworld,
CIO Decisions and has served as an advisor to the Founding Editorsof Fast Company
Magazine.
Thornton May
Futurist & Executive Director
IT Leadership Academy
Follow Thornton on Twitter: @deanitla
About the Authors
John Manci ni
John F. Mancini joined AIIM in May 1996 as President. Prior
to joining AIIM, Mancini spent 11 years in various positions at
the American Electronics Association in Washington, D.C.,
most recently as Executive Vice President and Chief Operating
Officer. He has also served as Executive Director of the
Foundation for Public Affairs. He holds a bachelors degree
from the College of William and Mary and a masters degree
from Princeton University.
Mancini is a frequent speaker at meetings and conferences throughout the world on
various topics focused on trends in the technology marketplace and the evolving and
expanding role of information professionals in helping organizations build effective
information management strategies.
Mancini blogs under the titleDigital Landfill, is an active participant on multiple
social networks (usually as jmancini77), and is the author of OccupyIT, a series of "8
Things" ebooks, and a soon-to-be-released paper on Information Chaos.
http://www.linkedin.com/in/jmancini77
John Mancini
President, AIIM
Follow John on Twitter: @jmancini77
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As the non-profit association dedicated to nurturing, growing, and supporting the
information management and social business community, AIIM is proud to provide
this research at no charge. In this way, the entire community can leverage the
education, thought leadership, and direction provided by our work.
We would like this research to be as widely distributed as possible. Feel free to use
this research in presentations and publications with the attribution AIIM 2014,
www.aiim.org.
Rather than redistribute a copy of this report to your colleagues, we would prefer
that you direct them to www.aiim.org/research for a free download of their own.
About AIIMs Executive
Leadership Council
In 2012, AIIM formed a think tank to define, discuss and offer directives on todays
emerging issues in information management. This think tank is the Executive
Leadership Council (ELC).
The ELC brings together top thinkers, high performance practitioners and leaders in
information management for two theme-centric summits annually. Each summit
creates a shared space for dynamic conversations to determine the role of the
information management industry in a new era of business.
Want to Participate?
Details of the 2013 summit themes can be found at www.aiim.org/elc. Should you be
interested in learning more about participating in the Executive Leadership Council,
please contact Jessica Lombardo at jlombardo@aiim.org.
About the Research
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Thank you to our US Executive
Leadership Council Companies
who underwrote this research:
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Thank you to our EU Executive
Leadership Council Companies
who underwrote this research:
AIIM 2014 www.aiim.org
22
AIIM Executive Leadership Council www.aiim.org
2014
AIIM AIIM Europe
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