Trad ECM is so out-of-touch


Traditional, legacy ECM platforms like Documentum, FileNet and OpenText are not ready for this new world. Those technologies were architected in a time when users and content stayed behind the firewall, on servers and PCs.

So starts paragraph two of Alfresco’s whitepaper “Next-Generation ECM”. This, and a recent post by Laurence Hart in which he says “Records Management as we know it is dead and it has dragged Enterprise Content Management (ECM) down with it.”, piqued my interest.

Preceding all this was a promotional email from Alfresco’s Melissa Meinhart: “4 reasons why Traditional ECM is dead“. Her reasons were:

  1. Users are demanding support for their new tablet and mobile devices, new remote working styles and new cloud apps. You aren’t going to change the users. You must change your approach to ECM.
  2. It’s not just users who are different today: the enterprise is different, too. A new, more expansive view of the enterprise requires a new approach to ECM… an approach that recognizes that modern enterprises are not bound by the firewall.
  3. Social content is now also enterprise content. Today’s enterprise content is driven by mobile devices and the fact that photos, videos and comment threads help companies get real work done faster. The context of the content — who posted it, at what time, in what circumstances and their opinion of the content — is now central to that content’s value.
  4. Traditional ECM vendors are failing at addressing the new realities of the IT infrastructure. ECM technology built for the new enterprise needs to span from traditional on-premise deployments, to virtualized private cloud deployments to full-fledged public-cloud SaaS deployments — and everything in between. And it needs to keep everything, and everyone, secure and in sync — no matter where users or content resides.

This got me thinking… My current role has me working with clients to help them create intranets that are “social”. Ones that foster richer collaboration, and interaction.

Customers are focusing more on this “visible” part of the social collaborative experience, along with the “content management” part that goes with it. In this case, I am talking about the content that is surfaced on the Intranet pages.

Those areas that come under the heading of “Information Management”, such as Records Management, or Enterprise Content Management (ECM), are “roadmap” items. Things that the customer knows are important, but that they also realise, needs more extensive analysis, and planning.

This awareness, by companies, that a well-thought out ECM system is a necessity, is truly excellent. But Alfresco’s white paper raises some good points…users are, more and more, disconnected from the Enterprise. They work anywhere, at any time, on any device. And there are still concerns (rightly, or wrongly) about content “in the cloud”.

Another excellent point that the white paper makes is something that I have had many long discussions on, at my current place of employment (and which is worthy of a separate blog post). This is with regards to the social content, and conversations, that are now trying to be fostered (see the above paragraphs). These often contain valuable tacit knowledge, or are artefacts that companies don’t want to lose.

Traditional ECM is not sufficiently capable of accommodating this new user behaviour, the extended enterprise, or social content. And even Microsoft’s SharePoint, now considered one of the latest members of the “ECM club”, is lacking.

Naturally, Alfresco’s white paper is a pitch for its own product. I do not have a problem with that. They raise some valid points, and their solution looks like it could have potential. I do want to look into it further though, and assess whether their solution is the “one”.

If you want to read about their offering that they claim meets the challenges of the new ways of working, as well as some other great insight to this area by, refer to the links below.

Analysis of EMC Predictions

I have just discovered the Technology Services Group (TSG) blog. It has some really great posts in it. The Technology Services Group work with ECM technologies, and their posts describe how they apply these.

On December 10 they published a post titled “Predictions for EMC Documentum in 2013“. While their other posts have had some great material in them, the above mentioned post didn’t impress me.

TSG made predictions such as “Webtop Installations will start to Fade“, “Lots of Interface Evaluations“, and “Slowly Upgrading to D7“. These predictions are not very hard to make. Whenever any software company brings out new versions of their software (often which makes the earlier version obsolete), companies start considering, and evaluating the new software, Sorry – that’s a no-brainer.

Further to that, there were predictions that, in 2013, “Performance will be a hot topic” (when isn’t performance a ‘hot topic’? I’ve never heard anyone say “performance is slow, but that’s ok”), “Mobile Demands continue to grow“, and “Cloud Discussions, but Slow Adoption“. For these last two, there is nothing really surprising about them (“wow – did you know that people will be wanting to use an EMC app on their mobile device?!”).

The second to last prediction “SharePoint Discussions are Dead” reinforces what others are also saying (Even Gartner has ranked MS SharePoint lower this year in their Magic Quadrants, and you can read more on this in Herman Prasad’s post)

This leads me to the last prediction: “Maintenance Costs Increasing“….

TSG – I’m not trying to be mean. You have written some great stuff, but these predictions are hardly that.


SharePoint and 5 Reasons

iDatix have recently posted an article on their web site titled “5 Reasons you are getting Shortchanged by SharePoint“. In it they raise some interesting points regarding some of the shortcomings of SharePoint.

Click here to see what they say…

Promise #11 – FirstDoc and D2

Refer14 Unfulfilled Promises


In my post “FirstDoc & D2” I told you all (breathlessly) that there was going to be a webinar where CSC were going to discuss their plans regarding EMC’s D2 interface.


Unable to Fulfil Due to a family commitment I was unable to attend this webinar. I had contacted with some people at CSC beforehand to to see if it would be recorded. The answer I got was “Yes”, but since then I have been advised that, because of the commercially sensitive nature of the webinar, it wasn’t. I certainly understand that that decision has been made. As such, though, I am not able to actually deliver on this promise.

  • FirstDoc & D2 – getting funky together (
  • 14 Unfulfilled Promises (

BLUG – I’ll be there


I’m going to the Belux Lotus User Group conference that is being held in Antwerp, Belgium.

Am I a big Lotus user? No – not really.

Then why am I going? Because the sessions they’ve got lined up look excellent!

There are three main streams – Development, Administration, and Business/Other. I’ll be attending the “Business/Other” sessions.

Social Business

At this years “Lotusphere” (IBM’s big conference), there was a big focus on Social Business. And and looks like this will be playing a big part at BLUG.

After what looks like a very interesting Opening Keynote, there will be a Panel Discussion on  “Social Business”. Does this “buzzword” actually has any credence?

Members of the “Panel” include Luis Suarez, who has been living without e-mail the last 4 years, Femke Goedhart, an IBM Champion (and someone that I met at a SharePoint event last year), Stuart McIntyre, a Social Business Consultant (and author of the blog Collaboration Matters, and Chris Miller (aka IdoNotes) from Connectria.

This is one discussion I’m looking forward to.

Further in the “Business/Other” stream there will also be sessions on Cloud Computing, Balancing freedom the freedom of social media with the corporate restrictions that are often necessary, hearing how to “survive” in the business world without e-mail, as well as some other interesting sessions.

As I mentioned, I’m not a big “Lotus” person, but I feel that you can learning can come from all different sources. So I’m ready to learn. I’ll be there with my notepad (yes – the paper-based version) taking notes.

I’m also looking forward to meeting some of the IBM/Lotus crowd. (If you see me there, come and say “Hello”).

Nerd Girls

And…before I forget – I’m looking forward to seeing the Nerd Girls. At Lotusphere 2012, these girls organised the “Spark Talks”. These talks are very, very good (and inspiring). I wrote about one of the Spark Talks in an earlier post, and I am keen to see what the girls have organised this time.

  • BLUG site
  • Shiny Social Tools Meet Practicality At Lotusphere (
  • Lotusphere 2012 Notes: Customer Conversation – Russell’s Convenience (
  • Lotusphere 2012, opening general session with Michael J. Fox;

Better Knowledge-Sharing: Fill The Dry Knowledge Well With These Practices

The post below was written by Sebastian Francis in 2010 for
At that time Sebastian worked for SAIC.

It’s an excellent article that describes describes some major concerns with knowledge management (including the capturing of tacit knowledge) along with making that knowledge retrievable and useful.
I’m grateful that Sebastian has given me permission to reproduce it here.


Better Knowledge-Sharing: Fill The Dry Knowledge Well With These Practices

a Guest Post by Sebastian Francis

Here are a variety of quick and easy ways to share important business information each generation needs to know.

Today, a popular need of organizational leaders is how to quickly identify, capture and reuse information from employees who are retiring, or about to do so, for these people have industry expertise and can make it quickly available to those who need it.

The ability to quickly access the right information can improve competitive position, promote innovation, reduce rework and errors, and increase the speed to identify new opportunities.

Unfortunately, searching for information (such as proven practices, lessons from prior unsuccessful attempts, tips and techniques, documented procedures and, most important, experience and intuitive expertise locked in the heads of individuals) can take far too much time.

As the crew shift change continues—Baby Boomers retire in mass and few Generation X and Y talent enter the oil and gas industry—leaders have an opportunity to manage this shift by leveraging the latest information-sharing technologies and methods. To meet business strategy, many leaders crave the ability to “google like Google.” They desire to create a deep reservoir of information that replenishes itself and deploy methods and tools that will enable each generation to find the right information within a few clicks.

Too often, organizations rely on only one method, such as launching communities of practice, conducting after-action reviews, and promoting the use of best practices. Or, they use a limited number of technologies such as social networking tools, content repositories and search engines, and use the same solution across the board. This tends to produce dry knowledge wells.

A savvy strategy begins with understanding the needs of the internal talent group: Who has the information and who needs it? Next is meeting unique requirements by implementing several methods and technologies to create custom solutions. Characteristics of the solution should emulate popular knowledge-sharing practices that occur outside the organization.

Understanding generational issues

“What we’ve got here is a failure to communicate.”
–Strother Martin, Cool Hand Luke, 1967 film starring Paul Newman

Communication problems are as old as human history. Bridging gaps is a continual challenge, and industry leaders need to know how to capitalize on overcoming those gaps.

Within the oil and gas industry (as well as in other industries), there are four generations of talent: Traditionalists (birth years 1925-1945), Baby Boomers (1946-1965), Generation X (1966-1980) and Generation Y (1981-2000). Since the 1990s, professional journals have alerted oil and gas leaders that the Baby Boomers, now the largest percentage of the workforce, are exiting the workforce at an alarming rate. The potential consequences include: 
Increased competition for talent. Due to the decrease in skilled talent following the retirement of the Traditionalists and Baby Boomers, competition for workers with required professional degrees and experience will increase. 
Shifting geography. Technology enables talent to work from anywhere and teleworking is becoming more commonplace; therefore, organizations will be able to source talent globally. This shift will affect organizational communication, strategy and business processes.
Shifting generation. The corporate leaders of tomorrow will most likely be talent from Generations X and Y. Currently, organizations are balancing the activities of retiring two groups and preparing the organization for two others, while not neglecting any.
Aging workforce. A majority of Baby Boomers are predicted to exit the workforce by 2015 and are followed by a much smaller group of talent, Generation X. In addition, the next generations of talent have different learning styles, communication preferences and work/life balance requirements than their predecessors. To recruit, retain and develop the next generation of talent, organizations must recognize and adapt to these styles.
Lost information and tacit knowledge. As Traditionalists and Baby Boomers exit organizations, some for the last time, so will their communal know-how—their tacit knowledge—especially if it has not been adequately identified, captured, codified and stored in corporate knowledge repositories.
Preparing and training talent. The fact that Traditionalists and Baby Boomers are retiring does not mean that they will not re-enter the workforce in some capacity, such as starting a new career, or working as a consultant or part-time employee. In some cases, organizations will be able to leverage veteran expertise in this way. As a result, organizations will need to update the skills of these workers, or train them along with other new hires. Thus, learning/training departments may simultaneously have to train several generations, each having distinctly different learning styles. This can perplex learning organizations that do not understand the needs of each generation.

Bridging generational gaps to improve knowledge management

“When you’re 17 years old, green and inexperienced, you’re grateful for any guidance and direction you can get.”
–Christina Aguilera, pop singer

Leaders who recognize and respond to generational communication and learning commonalities and differences, can bridge gaps and prepare for the future.

Different generations favor different learning styles. Traditionalists and Baby Boomers usually prefer face-to-face, classroom and instructor-led training activities. In contrast, Generations X and Y may resist formal training sessions and prefer to connect to people informally and quickly search all information sources. Technology tools, such as handheld devices and social-networking sites, facilitate their fast connections to information.

Traditionalists and Baby Boomers tend to communicate using formal and personal methods, such as writing e-mails, meeting face to face and holding conference calls. In contrast, Generations X and Y usually like just the right amount of information, when and where they need it, such as sending abbreviated text and instant messages, and meeting via online chat sessions.

When information exchange is effective, employees seeking information receive what they need—a knowledge gem. Unfortunately, during communication, valuable information is often lost because the organization does not have an easy-to-use method of identifying and systematically collecting and depositing gained knowledge into a repository.

Capturing critical knowledge

“Any customer can have a car painted any color he wants, so long as it is black.”
–Henry Ford

Because the talent of today and tomorrow is multi-generational, a one-size-fits-all approach to information capture, collaboration and reuse does not work. What works are multiple approaches that consider each member of the audience.

Now that the typical characteristics of each generation group is understood, the next step is to understand the two phases of information flow: capturing it and accessing it for re-use. Let’s explore two key steps to capturing it.

— Step One: Understand and identify knowledge that fuels the organization.
What information, knowledge and expertise is valuable to the organization? Some businesses are uncertain and attempt to capture all information regardless of value. A better practice is to identify critical business processes and their associated performance targets across the organization’s value chain. In other words, identify the most important business activities that yield success, are vital to avoid failure, and identify where information gaps exist.
Analyzing key processes, creating knowledge maps and interviewing stakeholders will lead to key process identification. The output will assist leaders in understanding where the information is located, who has it and the prerequisites for information capture.

— Step Two: Capture what’s important.
Information and know-how are scattered throughout an organization in e-mails, individual and networked hard drives, binders containing operating procedures and training manuals, SharePoint or other Internet sites, conversations around water coolers, and within people’s heads.

Knowledgeable organizations use a variety of capture activities such as on-the-job team learning processes before, during and after major activities and are supplemented, when relevant, through a series of individual interviews.

“Learning before doing” is supported by a peer-assist process, which targets a specific challenge, imports knowledge from people outside the team, identifies possible approaches to address obstacles and new ideas, and promotes sharing of information and knowledge with talent through a facilitated meeting.

A U.S. Army technique called After Action Reviews involves talent in “learning while doing” by answering four questions immediately after completing each key activity: What was supposed to happen? What actually happened? Why is there a difference? What can we learn from it?

At the end of a given project or accomplishment, a process called a Retrospect encourages team members to look back at the project to discover what went well and why, with a view to helping a different team repeat their success and avoid any pitfalls.

A critical component of capture technique requires an effective method to record information that is comfortable for the information providers and appeals to the information seeker. For example, a Baby Boomer’s preferred sharing method could be a written report. In contrast, a Gen Y would have no interest in such and would ignore it.

This issue raises the importance of using a variety of communication methods as well as an opportunity to emulate information and knowledge-sharing practices that occur outside the organization.

Social-networking sites such as Facebook, Wiki sites such as Wikipedia, and video-sharing sites, such as YouTube, are popular tools for capturing information, connecting with people, sharing ideas, searching for information and viewing content. Such sites are popular, free and used by each generation. Instead of inventing something new, organizations can transfer popular features from public sites into the design and functionality of corporate tools. 

For example, attaching a webcam to a laptop or using a smartphone instantly equips anyone with just-in-time ability to capture information, especially dialogue and images that are challenging to document. A handheld production studio allows for ad hoc or planned capture of interviews with experts, after-action reviews, safety procedures, an equipment repair procedure, etc.

Uploading multimedia files (sound bites and video clips) to a knowledge repository creates a powerful capture and sharing opportunity. The “YouTube” approach makes it possible for any employee to post a video to a corporate site so that any team member can watch it instantly. “Nu-tube” is the name of a concept that a nuclear energy company gives its effort.

Launching pop technology is “hip” when end-users are engaged, needs are understood and the solution meets their requirements.

Make Information Accessible Quickly and Easily

“I try to learn from the past, but I plan for the future by focusing exclusively on the present. That’s where the fun is.” 
–Donald Trump

With a plan now for perpetually capturing valuable information, people must be enable to access and use it. Two steps help to achieve success here. The first is to leverage technology to visually present information. The second is to involve end-users in the design of the sharing process. The following case study describes these two steps in action.

Recently, a U.S. pipeline service company realized that critical information trickled throughout its business unit. The increasing inability of talent to readily tap information sources sharply diminished the value of stored resources. The service company encountered several challenges to make information available.

The overwhelming amount of information to capture, organize, store and manage caused employees to spend days (then) versus minutes (now) searching data.

A document repository contained unmanaged versions and uncontrolled copies of files scattered in network file shares, laptops, intranet sites, CDs, flash drives and filing cabinets.

Other challenges were increasing regulatory constraints, litigation and business-continuity issues, and the rising need to capture “know how” from retiring staff.

Considering generational changes as an opportunity to plan for the future and social-networking tools as an opportunity to innovate, leaders acted. The result is “e-discovery,” a solution that increases the speed to find reporting information from across disparate business units, regulatory-compliance improvements and business-performance enhancements.

Solution highlights include preserving content on an enterprise level versus only at an individual level, implementing a self-service information portal, facilitating contextual and “smart” search, and reducing administrative costs of managing paper records.

The method of designing this solution contributed to its success. The e-discovery design team:
— Identified the valuable information needed to comply with legal requirements,
— Understood learning, technology and communication preferences of each generation,
— Devised methods to allow users to share and access information in multiple formats and
–Designed a tool that emulates features of popular social-networking sites (easy, visual presentation of information, collaboration, smart search and dashboards).

The e-discovery impact on the pipeline business segment includes preparing litigation-status reports in one step versus multiple steps; retrieving archived documents in minutes versus days; eliminating risks associated by damage to paper-based files; reducing employee frustration of not finding who or what they need; and serving as a solution model for re-use within the enterprise.

And most importantly this method helped all generations of talent quickly find the right information when they needed it, so that they can perform their job.

“Diamonds are forever.”
–De Beers ad

Information can be a valuable organizational asset when people can quickly recall where it is stored.

Fortunately, organizations have an abundance of internal information sources: documents, expertise, lessons learned, best practices and the like. Unfortunately, waves of experts are leaving or retiring, usually without depositing their rich knowledge or revealing the location of information “gems” critical to performing business processes.

Leaders can respond by providing a variety of communication and learning methods, leveraging popular social-networking technologies, and embracing the uniqueness of each generation. The impact for the organization can be a rich field of valuable information that continuously replenishes itself.

Note – this article can also be downloaded here.

AIIM with Pie

If you have not already heard, Laurence Hart has a new job. He’s the new CIO at AIIM.

So, what does this mean? What value will he bring to AIIM? To answer that, we really need to understand what kind of a person Laurence Hart is.

I’ve never met Laurence. I don’t really know him, but I have a certain impression of him. An impression that has been built up over the years since I first got involved with Documentum.

I discovered his blog “Word of Pie” back in 2007, when I had just moved from working with FileNet to a world of Documentum.

Pie’s writings seemed to be honest, and to the point. He didn’t write about how “great” this product was, or how “fantastic” that company was. He never sounded like he had drunk the Kool-Aid.

Laurence wasn’t afraid to discuss a company’s warts. He wasn’t nasty. He just said it like it was.  And I found that valuable. (In fact, his blog was was inspired me to start my own blog (along with Andrew Chapman’s ). However he is also the reason that I put off actually starting one, for so long. (He set a very high standard.)

Obviously I was not the only one who thought that Laurence wrote some good shit. As well as having, what must be, thousands of readers, in 2008, he was the victim of plagiarism.

I think that AIIM will benefit a lot from the addition of Laurence to their staff. (Also with addition of Cheryl McKinnon.)

I think that Laurence’s honest, and critical, way of looking at things will be interesting in an organization such as AIIM.

As I mentioned I don’t really know Laurence personally. (I screwed up a chance to meet him at a Nuxeo conference in Paris, last year, and, heck … I don’t even know the “Pie” story)

There are many, many other people who know Laurence better than I do. If you have a different perspective, or can add something to what I’ve said, please, please feel free to make a comment..

  • Moving from Expert to Evangelist and Back
  • My Next Life as AIIM’s CIO (

Total Regulatory Solution – a “complete” offering from CSC – Webinar 1

The other day I received an invitation from CSC to attend a series of three webinars on their “Total Regulatory Solution” offering.

The “Total Regulatory Solution” consists of three “components”:

  • Software
  • As a service offering
  • Business Process Outsourcing.

Having described CSC’s plans for this earlier (In Part 1, and Part 2 of the FirstDoc User Group posts), I was curious to see what CSC would cover.

Webinar 1

The first webinar was entitled “Flicking the Switch: Integration Drives Greater Regulatory Efficiency” and was presented by Jennifer Webstrom. 

Here are some key points from the webinar:

  • CSC’s was primarily driven by technology (that is – what is required to make sure that their products would run on the latest, and upcoming, technology platforms).
    Approximately 18 months ago they decided to change to focus more on how they can solve business problems that their customers were having.
  • They want to be the go-to company for regulatory submissions.
    Or, to quote their mission statement, they want to…

Provide end to end business solutions for processes involving the creation, review, approval, consumption & exchange of regulated and mission critical documents and content within a Life Sciences organization

  • With the recent acquisition of ISI, CSC offer tools that allow for end-to-end regulatory information management process. These include:
    • Tracker  
    • Assembly Planner
    • FirstDoc or FirstPoint
    • eCDTXPress
    • Publisher
    • Viewer
  • These applications are, currently, disparate applications, but CSC are working to integrate these tools so that they share a common data model, have the same interface, and (ultimately) will be “aware” of the other tools, in the sense that operations in one tool trigger certain “pre-emptive” actions in the other tools.
  • The integration roadmap includes the following:
    • ensure that Publisher, eCDTXpress, FirstDoc, and Viewer work together
    • release of Tracker – integrated with Viewer
    • release of Assembly Planner – integrated with Tracker

Strategy Analysis

This had to happen. Providing an application, or a collection applications, that allow users to perform specific tasks is one thing, but to have a truly integrated suite of tools that can work together, is another. Users do not want to have to “think” about what they are doing. They just want to be able to complete a task, in the most efficient way they can, without having to consider the different interfaces that they need to work with, or the different processes that they have to follow for each application they use.

By changing their focus from one of technology to one that is more on the business challenges that pharmaceuticals companies face, means that CSC can streamline the whole regulatory submission process so that there is as little “pain” as possible.

And, naturally, if they can achieve this, they do help to position themselves in the market as the “one-stop shop” that they want to be.

The other webinars

As mentioned above, there are three webinars in which CSC are describing their new “Total Regulatory Solution”. The other webinars are:

  • Data in the Sky: Finding Flexible Solutions in the Cloud
  • Clearing the Path to Innovation: Exploring Total Regulatory Outsourcing

I plan to write posts on these as well.

Reference sites

  • CSC’s Life Sciences: CSC Total Regulatory Solution Webinar Series
  • Webinar 1 – download site

A couple of reasons for me to travel to Switzerland – ARMA & Chris Walker

On Monday morning, I’m heading to Switzerland.

The Swiss Chapter of ARMA, is having their inaugural meeting, in Basel, and a fellow tweeter of mine, Christian Walker, will be giving the key note speech there.

Because I’m “in the neighborhood”, (sort of), he suggested I come along to it.

I’m really excited…for two reasons.

This is going to be the ever first meeting of the ARMA’s Swiss Chapter!
I’m really pleased that I have the opportunity to be present during this.

The second reason is that I really, really enjoy the chance to meet some of the really smart ECM people that I tweet with. Christian is a senior consultant at Oracle in Edmonton, as well as an “expert blogger” for AIIM. I’ve be connected to Christian for over a year now, and have been involved in many Twitter discussions with him (and others) on subjects ranging from ECM through to “toilet paper” (long story…maybe I’ll cover this in a separate blog).   Needless to say – I am looking forward to meeting him in person.

(I had an excellent opportunity recently to meet up with another fellow Tweeter, Laurence Hart, in Paris, a few months ago (I was invited as a guest blogger to Nuxeoworld, where Laurence was giving the keynote speech.)
Because of various circumstances, I couldn’t make it – something I still regret).

Needless to say – I’ll be taking notes during the sessions (especially the keynote speech), and plan to write a blog post once I get back.

Related Links

  • ARMA website
  • ARMA Europe
  • Swiss Chapter Inaugural Conference
  • Christian Walkers blog
  • Laurence Hart’s blog
  • The Inaugural Conference of the Swiss ARMA Chapter
  • ARMA International Releases Three New Guidelines for Information Management (

Momentum – another year – another set of announcements

As mentioned – I didn’t get a chance to go to Momentum in Berlin this year.

However I was able to get a pretty good idea of what was covered thanks to the great streaming video that EMC had, as well as the great tweets that be “tweeted”, and the excellent blog posts that were written.

I’ve been to a few Momentum’s now, and while they are a great opportunity to really “talk” with the EMC people, and their partners, I always had the feeling that the things I heard, I had, more or less, heard at the previous Momentum, or that what was big one year, suddenly falls to the wayside.

Now I realise that changes to strategy get made all the time, and that new technology takes more than one year to design, develop and integrate, and it’s great to see that EMC is: a) responsive to changes in the market environment, b) keeping its customers well informed of the progress that they are making, but to mention a few examples…

  1. Centerstage – in 2009 this was being hawked as the new Documentum interface. Now where is it?
  2. XPlore – really glad to see that EMC have been busy with their own search engine. And I have been following this with interest. However has there been anything new over the last couple of Momentums?
  3. SharePoint – also really interested in this but, again, are we hearing anything new with regards to the EMC offering for integration with SharePoint?

It wasn’t until I spoke with a colleague, who made a similar comment, that I started to really think about this. Then I saw this tweet from Jed Spink that I realised that others also had the same thought.

I appreciate that my view might not be a perfect one, and that there might be situations where I am wrong.

I want to hear what you think? Am I right? Or am I totally wrong?…

  • EMC Intros VMware-Integrated Hybrid Cloud Solution
  • EMC CORPORATION : EMC Delivers Documentum Platform 7.0
  • EMC CORPORATION : EMC Global Partners Embrace Documentum xCP 2.0
  • Europe Momentum 2011 – Resources for those who won’t couldn’t be there…