ECM: Transition to content services continues

The content services platform serves as a hub to ingest, manage, and distribute information. “Especially with customer information, users need ways to tie together information that is available from many sources,” Jones noted. “We are not trying to build a platform to do everything, but to provide low-code development tools for professional services, partners, and end users to build customized applications and solutions. But to have many different services work together, you need a way to link up the disparate systems and provide content in context so that it is meaningful to the user.”

One global financial services company Jones described was facing competition from fintech banks, and being hit with regulations such as the General Data Protection Regulation (GDPR). The company wanted to improve its customer experience to become more competitive, as well as ensure compliance. However, its legacy architecture was not built for responding to multiple issues and would have required an immense amount of coding. “Nuxeo helped the company take the old concept of a safety deposit box to create a vault for customer data, documents, and multiple metadata fields,” said Jones.

Gaining a 360-degree view of its customers allowed the company to launch new products and direct them to the right customers. With a move to cloud storage, the company saved money and cut its storage requirements. Along the way, it also improved its data quality, because as data was brought into the vault for analysis, the company reviewed and corrected the data as needed, and pushed some of it back into the native repositories in better condition.

Quick implementation and flexibility for the future

JetBlue is a U.S. airline company, with sales of about $1 billion per year, and about 30 million passengers travel on it per year. It is ranked in the top 50 on Forbes’ list of America’s best employers. A move to new headquarters provided a good opportunity to digitize its HR information management system, bringing it into line with JetBlue’s progressive management strategy. The project had a short timeframe of just 6 weeks.