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The foundation of any business is its people. They are directly responsible for performing functions that increase the value of the business. How do they do this? They do it by communicating with customers - sending emails, creating proposals, analyzing and processing data. As they do so, they build a knowledge base of their customers, competition, industry, employees, product information, business processes and the like. Eighty percent of this knowledge is comprised of presentations, office documents, emails, or what is otherwise referred to as unstructured data.

With each employee creating unstructured data every day, the organization quickly begins to amass a mountain of potential intelligence. But in creating that mountain of data comes the problems of managing the ever-growing volume, backing it up and protecting it, complying with regulatory data requirements, and simply just recalling this information when you need it. Most organizations spend a considerable portion of their budget and energy simply working on the problems of managing data growth without retaining the ability to fully utilize all the information being created in order to improve their operations and competitive advantage.

But what if you changed the way you thought about and dealt with information? Take yourself out of the data management paradigm and put yourself into a new world of thinking about how you leverage all the content that is created within your organization. Make content a strategic advantage by being able to put it into context for analysis and action. You can do this if you structure unstructured data objects into manageable workflows, actionable context, and governance and policy driven activities as part of a virtual corporate library of organizational intelligence that is accessible at your fingertips.

What does that really mean? Here are two real-world examples. Suppose you are head of sales working with a current customer (Company X) on a new business opportunity and are in heated competition with two of your fiercest competitors. You would want to know as much information about your organization's current relationship with Company X as you could during this negotiation. There are two other sales reps from your company working the account. You have existing orders being filling in the warehouse, you have accounts receivable personnel dealing with Company X's people, and you've initiated executive contact to help position and influence your bid. Information about Company X is being generated every day somewhere within your organization.


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