I have some real, thoughtful, posts that I want to get out there. Okay, maybe only one. However, I don’t want to post them at the end of the week, so I am grabbing one of my rough draft articles to throw out for public ridicule and dissection.
This particular article is pretty raw, though I’ve smoothed a few rough edges. I’m posting it because one of the comments on my Preaching to the Content Management Choir post was from Steve Weisman who said,
I’ve said it for years and will say it again: the ECM industry’s greatest obstacle — never mind that it isn’t an “industry” at all — is psychology, not technology. Change management, organizational (mis)behavior, corporate culture etc. are all more in the way than the systems themselves, which all do work, more or less, pretty well. But only if you plan for and use them right — and therein lies the rub!
I think a lot of the reason that those are overlooked is because we lose time doing things that should be simple at this point. When schedules slip, the tasks aimed to deal with the psychological obstacles is cut.
So without further ado, the tech problem with a few inserted rants…
There has been a lot of talk of late in the great ether called the Content Management community about all of the different terms and systems. The focus has been both semantic and feature related. This debate is largely academic as a major challenge that a lot of companies are facing is the simplification of the operations and maintenance of a system.
Enterprise Content Management wasn’t a reality, but we thought it was just waiting for the blending of the core technical capabilities. When it came to selecting a technology, it was a simple matter of matching capabilities with requirements.
I’ve said that it isn’t something you can buy because 
Word of Pie 