Content Management: The Nerve Center of Enterprise Digital Transformation

Feb 14, 2018

Today’s business environment is characterized by a deluge of structured, semi-structured and unstructured content getting created and consumed across functions and applications. This phenomenon has created a desperate organizational need to quickly and effectively control and manage this flow of content and has forced enterprises to recognize the business critical nature of a true enterprise grade content management approach. I stress on the phrase “true enterprise grade” because too often what is peddled as a content management solution today can at best be described as iTunes on steroids for a workgroup. Having been burnt by many such “also ran” solutions and learning through those experiences, companies have started understanding how impactful an enterprise grade content management solution can be as it becomes the nerve center of any enterprise workflow. A comprehensive approach to content management unifies traditional siloed and disparate systems into a seamless, secure and highly searchable workflow that enhances collaboration, reduces costs, and optimizes workflows while empowering organizations to repurpose resources and content, while at the same time maintain information ecosystems optimized for corporate governance and compliance.    

Despite the critical need for content collaboration within the enterprise and with external stakeholders in a secure, seamless, scalable and contextual environment, too often traditional enterprise content management (ECM) solutions languish as point solutions within organizational silos. Enterprise content needs to be process aware and enterprise processes need to be context aware. This intelligence comes from the ability to harness metadata – the foundational element of any good enterprise grade content management strategy—as well as analytics related to asset usage and performance.

Effective content management is arguably the single most important issue for any organization that has embarked on its journey of digital transformation. The reality is that companies are at different levels of digital literacy and digital competence as they struggle to keep their head above the deluge of information. My recent Frost & Sullivan paper ( weaves a narrative about how companies can move closer to becoming truly digitally transformative and have an impact not just on the bottom-line through gained efficiencies but also on top-line growth. In the paper we discuss how role-based apps provide a streamlined interface and pre-built integration and automation specific to the user’s business role that improves productivity and adoption while reducing risk of exposure and data loss. Content management has involved tremendously and solutions today have cognitive intelligence that enable knowledge workers to quickly gain access to contextually relevant information from a wide range of resources for faster and more informed decision making … even before they ask for it.

Alpa Shah


This May marks my 22th year with Frost & Sullivan. Being part of a fast-growing company and dynamic industry, an entrepreneurial culture, and a fun environment is invigorating and worth every moment. My professional and volunteer experience includes business and strategy planning, product and vertical market analysis, growth consulting, event planning and execution, sales and marketing, web design, and most importantly, creating and inspiring teams to be best in class. Consulting projects have ranged from strategy development to white papers to end user analyses. My focus now is to guide visionary CXOs and IT leaders through the next era of digital transformation with the help of a IT experts and analysts across all industries. Prior to joining Frost and Sullivan, I worked for Smith Barney for 5 years in its accounting division handling incentive compensation plans. In this position I was responsible, from an accounting and payroll perspective, for the capital accumulation and deferred compensation plans of top management and account executives. Thereafter, I worked as an account executive at Edward Jones, a brokerage company for approximately one year. In these positions, I learned much about the operations of a financial company, financial instruments, and sales techniques.

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