Office 365 for SMB – Share without Tears

Office 365 for SMB

Microsoft offers a hosted service for organizations seeking the ability to have advanced email, file hosting, team sites, collaboration, and a lot more.  Small to Medium business needs this, but the cost to build and host it yourself is prohibitive. Microsoft has built world class tools on world class platforms and offers it at a monthly fee that is palatable and flexible.

Keystone Technology Consultants has become a premier partner for this service, and uses it across our client base.  We highly recommend it for the right situations.

You may be interested in knowing more, and one way to get that is the following slide deck.  And when you are ready, call Keystone to see how this would help your organization.

Adding your Exchange Account on your iPhone or iPad

One of the most popular email platforms in the world is Microsoft Exchange; many corporations use this for their email, calendaring, contacts, etc. Many users will not realize they are actually using this because what they see on their computer screen on a Windows PC is usually Microsoft Outlook.  You may open up Microsoft Outlook and be in it all day and not realize that all of your data is actually stored on a Microsoft Exchange server.

Thankfully Microsoft Exchange is widely used, and not only works extremely well with Microsoft Outlook as you would expect, but it also allows users to connect from Apple’s IOS based devices, such as the iPhone and the iPad.

In this document will take you through the steps to add your Microsoft exchange account to your Apple device. You may find this helpful in case you have to get a new phone or tablet and would like to quickly get connected and stay productive using your brand-new tool!

The screenshots shown below were all done on an Apple iPhone, the screen may look slightly different but be very similar on iPad.

Step 1:  Begin the Process in Settings

On your Apple device open the settings application which looks like a small gear and is usually found on the first page of your apps. After you’ve open this scroll down and find the “Mail, Contacts, Calendars”, when you have located that, tap it with your finger or stylus.  (Figure 1).

Apple IOS iPhone iPad Exchange Email Setup

Figure 1
















Step 2: In the screen that shows up (Figure 2), select “Add Account”.

Apple IOS iPhone iPad Exchange Email Setup

Figure 2


















Step 3: Select Exchange as your New account (Figure 3).

Apple IOS iPhone iPad Exchange Email Setup

Figure 3





















Step 4: Enter your Exchange Server Credentials (Figure 4).

You will be asked to enter your email access credentials. This usually works just fine to enter the following.

  1. Your Email address
  2. Your password – the same password you use to login on your work PC everyday.
  3. A description – this is set to default as “Exchange” and it can stay this way, or you can set it to something more personal like “Midwest Exchange” if you like. It will show up in your email iPhone or iPad email application. There is no wrong answer here but you must provide something if you are changing it from “Exchange”.

When you have completed this, tap the word “Next” in the upper right corner.

If your credentials were accepted in Step 4, you will see the screen for step 5 that allows you to select which items will be synced to your device.  If the credentials were not accepted, you will be shown a screen that asks for more information.  You may enter the fields on this screen, or tap “Cancel” in the upper left corner which takes you back to step 3. When you return to this step, re-enter the information and pay special attention to the email address and password.

Apple IOS iPhone iPad Exchange Email Setup

Figure 4





















Step 5: Configure the Items to Sync

The screen in Figure 5 has options for the various items that Exchange is storing for you.  You can move the slider bar to the right for any data type you want to sync and have available on your device. In the example shown, we are syncing Mail, Contacts, Calendar, and Notes.  Reminders (which are Outlook tasks) are not being synced.

When you have configured the options the way you like, tap the word “Save” in the upper right corner.

Apple IOS iPhone iPad Exchange Email Setup

Figure 5




















Step 6: Verify Account Exists

When you complete Step 5, you will be shown a screen similar to Figure 6. It will show the name of the account you created (“Exchange” in our example), and the lists of the things that are being synced.

Your account is now operational and opening the mail, calendar, contacts, or other apps that were set to sync should begin to show you the data.  Note that you must be connected to the Internet or internal corporate network to be able to start syncing, and it may take a few minutes to show email, etc.

Apple IOS iPhone iPad Exchange Email Setup

Figure 6





















Step 7: Set your Default Account for Email and Calendars (if needed)

If you already have an email account setup (like Gmail, Hotmail, etc.) then you will need to set the default account that applications (like the Safari web browser use when you share something via email. Additionally, if you are already syncing a calendar you will likely want to set the fault calendar to use when creating a new appointment, to ensure it shows up on your work Exchange calendar.

  1. To do this, repeat step 1 above, but scroll down to the second mail section, and look for the option that says “Default Account”. Tap this and choose the account name you gave in step 4, or of you did not change it, it will say “Exchange”.  Then tap “<Mail…” in the upper left corner.
  2. Now scroll down to the bottom, and under the section titled “CALENDARS”, set the default calendar to the “Exchange” calendar similar to how you set the default email above.

Note that these two steps are only needed if you already have a mail server setup (like Yahoo), or a calendar setup (like Google Calendar), otherwise you can skip this last step.




Shared Calendars in IOS on iPads and iPhones

We all need to collaborate with others; it is a fact of life in a world where we specialize and are so connected electronically to others, requiring us to share our thoughts and work as we rely on each other.  One way we stay connected is through time based interactions with each other, and that is aided by sharing our calendars.  We share our schedules with others and they do so with us so we can see availability and agree on a time that mutually works. At Keystone, we have moved many of our new clients over the years to an Exchange mail server with Microsoft Outlook, and one of the great benefits they enjoy is the ability to have shared calendars on that platform.

In a post-PC, mobile first world, there is a necessity to still be able to do this. But Apples’s IOS operating system for mobile devices, like the iPhone and iPad, does not support syncing with another user’s shared calendar. You can see your calendar, but not a co-worker’s.  This may stop users from adopting and using these convenient devices, and we wanted to remedy that. We searched quite a bit and a solution was not apparent, but we were able to make it work.

In the app store on Apple iPads and iPhones, there is an app called CalendarOne, and it comes with an eval version and a paid version (now $9.99).  The evaluation version allows you to sync one other user’s calendar, and is limited to 7 days into the  future; the paid version removes this and also allows another in-app purchase which syncs automatically.

I downloaded the evaluation copy and set it up, but it did not work. The publisher, Networks 22 Limited, is aware of the issue and posted a set of steps that seem odd, in which you must stop syncing all calendars (Exchange, Google, etc.) and then re-sync them.  I followed it numerous times, but it was not reliable.  I then uninstalled the app and re-installed, stopped syncing my Exchange calendar (that was my only synced calendar), and set up a shared calendar through the CalendarOne app.  Finally I saw my coworker’s calendar on my iPad.  I then re-synced my personal Exchange calendar, and saw both my calendar and my coworkers in the same place.  Now I could actually work to schedule meetings!  I then purchased the paid version so I could add more coworkers, and a longer future period to sync.  I added another user and did not see them in my calendar.  Hmmm….I then went back to square one, and deleted the app, all calendars, and stopped syncing.  I reinstalled the paid version, added three co-workers, and saw all three – progress!  I then re-synced my personal Exchange calendar, and saw both my calendar and my coworkers – success!

CalendarOne on iPad Shared Calendar List

It looks like CalendarOne creates new local calendars on the iPad, and syncs the data from my coworkers’ shared Exchange calendar to my iPad, prefixing each entry with the user’s name in brackets.  This and color allows me to see whose schedule may be in conflict when I view it.  Note that I cannot edit any changes on my co-worker’s calendar, but I do not need to do that; I suspect a straight sync would work fine for that.

Here is what I see now, mine and a co-worker named Brian.

CalendarOne Shared Calendars Screenshot

The solution is well thought out given IOS’s native calendar limitations.  I will not use it everyday, but will a couple of times per month.  In the past, I maintained a server with Outlook installed that I would remotely connect to in order to see others’ calendar, now I can do it right on the device.

Thanks Networks 22 Limited!

Apple dominating early Smartwatch Interest

It appears that Apple has grabbed the mindshare of people’s interest in Smartwatches.  While Android wear, including watches from Samsung, Motorola, and LG have been on the market for a year, and the crowd-source favorite Pebble has had a presence since 2013, many people waited, and are waiting, for an Apple Smartwatch.

I would expect Apple’s entry to legitimatize the device segment, and actually create new opportunities for both Android and Pebble, and eventually follow a pattern closer to the phone platforms, so that Android smartwatch market share will reflect the Android market share in phones, and Apple will do the same.

The following data is from a survey performed by the 451 Alliance, an Information Technology research firm.

Smartwatch Vendor choice.

Apple Watch Update 1.01

Apple just released the first update to the Apple Watch, taking it from version 1.0 to version 1.01.  I just installed it by using the Watch app on the iPhone, which downloaded the 51.6Mb file and then installed it to the watch.  There were no issues and it took about 25 minutes from start to finish. For some reason the download from Apple took longer than expected, but otherwise it worked very well. Apple Watch 1.01 Update

Apple published some update notes, which include the following improvements:

  • Siri
  • Measuring stand activity
  • Calculating calories for activities like indoor cycling and rowing
  • Distance and pace for outdoor walk and run workouts (I noticed this did not work as expected when I took a walk this past weekend, it did not record any activity though I walked about 30 minutes).
  • Accessibility
  • Third Party Apps – not sure what this is, but some apps are very slow to load (for more on this see this link). 

There are also some additional languages now supported.

And while the release notes did not mention it, the calendar app is now bolder and easier to read, and scrolls similar to what you may see when reviewing the day’s schedule in a desktop application.  This is more useful on the small screen.


Apple Watch Review – Week 2

I have now hit the two week point with my Apple Watch.  I shared my thoughts after a week, and wanted to update you on what else I have encountered with an Apple Watch Review – week 2.

Some good stuff

The watch continues to do a great job at numerous things, among them:

  • I used a Golf app (FunGolf) and played a round.  For the first 2 holes it gave a glimpse at the possibilities of using a watch for such an activity. I was able to leave my phone in the cart or in my pocket and just glance at the watch for distance to the green.  Then it stopped working.  I contacted tech support for FunGolf and they said they had a known bug, but are releasing an update.  I will try that again.
  • I did a phone call while on the course with our project manager, and at the end of the call I asked him how the quality of the call was, my voice, etc. and he said it was good.  Up to that point, he had no idea I was in a cart.
  • The navigation works very well.  I tried two things:
    • Asking Siri on the watch for directions to a nearby church: no problem and gave me directions quickly.
    • Setting a destination on the phone and since the watch was connected, I kept getting little wrist taps and an indicator to turn left, right, etc. When I parked the car and started walking, the navigation switched from driving to walking directions automatically, and as I walked the 2 blocks with a turn, the watch led me right to the restaurant for lunch.
  • I paired a blue tooth stereo ear bud set (Jaybird Bluebuds X) to the watch to test using local music and other functions.  The music sounds great as expected, but music controls are limited to play/pause, previous song, and next song.
  • Continue to track my activity.  I used the workout mode for a long walk on Saturday, and it dutifully recorded more info.  I think it used more battery during this period, and I am not sure I see an advantage, as it is always tracking activity anyway, but I will try it again.

Some not so good stuff

In the not so good category, I was surprised by the following things.

  • There seems to be no way to start a call on the watch using a paired blue tooth headset.  I can answer a call that way, but not initiate one.
  • The ear bud controls do not work the same as on the iPhone or iPad.  On those devices I can double tap the middle button on the ear buds and go to the next song, three taps for back, etc. That just wants to do a redial when connected to the watch.  I will play some more with that, but so far I am disappointed. In fact the overall value of Bluetooth ear buds is pretty low with these limitations.
  • Third party applications seem slow and buggy so far.  The golf app, a small bible verse app, and Cyclemeter are slow to load and slow to respond when compared to Apple native apps like calendar, etc. This may be due to developers having limited exposure to the actual hardware, so I hope that gets better quickly.


Overall I still think it a good – very good purchase.  One thing I realized when considering the value: it is a watch.   That seems obvious, but consider what we expect of watches – we glance at them and get a tidbit of info, and move on to daily life.  The Apple Watch just gives me more to glance at, and I find that helpful.



Apple Watch Review – Week 1

Apple Watch

Apple Watch

I have had my Apple Watch for a week now, and wanted to share some first impressions. In no specific order, here is a quick Apple Watch review.

The watch is lighter than expected for the size. I have the 42mm sport version, and while it is larger than a traditional men’s Movada that I have been wearing, it is lighter.  It feels natural on the wrist.

I like the sport band, more than I thought I would.  Even before I ordered the watch I had already ordered an adapter to use standard bands, but the sport band is very comfortable. The genius part is how it hooks and then tucks under so easily; why no other watch manufacturer ever did this is beyond me, but it is slick.

The battery life is amazing.  As I write this I am at 55% at 9:42pm and have been using the watch since about 7:30am.  I have done dozens of texts, responded to alerts, took a long walk and use the activity recording features, used it for directions to a client,  and even did a phone call with it. When I ordered it, I also ordered a second charge cable, but have not even even worried about it to this point. I have heard of some getting 1.5 days out of it.  Why can’t all electronic producers be like Apple and under-promise and over-deliver?

The most handy feature that is making a difference for me is the activity tracking and alerts about progress towards goals. I listened to a podcast that said the watch was not a must have yet, and to wait for version 2 or 3, but that means you would wait 1-2 years or more to get the health benefits.  I am not going to live long enough to wait, so let’s get it on now!  I tend to look at that little gauge of activity goals and respond with more activity.

Siri works phenomenally well. The Cleveland Cavaliers are in the playoffs, and I wanted to know what time the game was starting.  If I were using my phone to check that, I tend to open a web browser and search.  But with the watch, there is no web browser.  So I just long hold the crown button and it prompts me to speak my command and I say “What time do the Cavs play tonight” and in a moment the answer is displayed with the channel, the series win-loss stats, etc. Perfect.

And finally, the fact that I can just leave my phone in my pocket and still get things done is great – as I mentioned, texting, accepting calendar invites, following somebody on Twitter is all very convenient.

I am liking it.

World Class IT

Ever see a mission statement? Your own or other organization’s? Most reflect the same sentiments – “world class” in everything we do… unmatched service… excellence.  Setting lofty goals is admirable – hyperbole or not – but it’s always important to examine the outcomes and goals you have for each initiative. Businesses today, from small to large are all stretched thin – and losing touch with what really impacts reaching your business goals can be detrimental to your company’s success, if not deadly.

So we make choices every day: what is critical to success and what can we live with as “good enough?” But be careful when deciding which is which, because it is not always clear cut. It is easy to know what is “core” to your business – but do you know all of the other areas that are critical to deliver excellence in your core business?

Often inefficiencies with technology and infrastructure are where organizations settle for “good enough?” What we lose sight of are the efficiencies in time and money that the right technology solutions can have across the organization.  “Good enough” just isn’t to deliver your products, services, and support with excellence.  Your competitors can achieve better than you – in everything you do – simply by having an infrastructure that strives to be world class, enabling them to be faster, better, and cheaper.

World-class does not have to be expensive, but it does require thought. More specifically it requires strategies and people committed to rightsizing the IT function  and making sure it is aligned with your business goals. Understanding that the organization may be small, or may not have information as a core part of its offering may cause them to consider outsourcing to gain the advantage of a world class IT function without the cost of a wholly owned unit. The best news is that the cost savings and gains in efficiencies turn your IT from a cost center to a partner in your business.

Researching and considering what makes a “World Class IT” function has led me to believe that it embodies the following characteristics:

  1. It creates and maintains a platform that is stable and robust that business units can reliably employ through all business cycles and functions.
  2. It has people that are skilled in their roles, committed to the organization’s success, and is a stable team with low turnover.
  3. It provides the needed systems and tools to enable all business units to understand processes, and measure and manage them for improvement.
  4. It spends just the right amount, with measures in place to understand costs.  In other words, it has a budget in alignment with the rest of the organization – and has demonstrable value.
  5. It takes its knowledge of the organization through the lens of data movement and helps define and improve business process for the betterment of the whole organization.

I came across a book recently that has been helpful many CIOs, and is aptly titled for our discussion – World Class IT by Peter High.  In it he develops five principles for IT which are different than I had thought of them.  His five principles are:

  1. People form the foundation of an organization. Without the right people doing the right jobs at the right time, it is difficult to achieve excellent performance.
  2. Infrastructure distinguishes between a reactive organization and a proactive one. If software, hardware, networks, and so on are not consistently performing their tasks, the IT organization will become lodged in reactive mode. If the infrastructure works reliably, then a greater percentage of the organization can think about the future.
  3. Project and Portfolio Management is the engine through which new capabilities can emerge within the company. It is important to ensure that the portfolio collectively supports the goals of the business and that projects are delivered on time and on budget.
  4. IT and Business Partnerships are vital. It is the IT executive’s role to ensure that different groups within IT function as a team, communicating efficiently and effectively. It is equally important that IT develop partnering relationships with executive management, lines of business and key business functions to ensure ownership of and success for IT initiatives.
  5. External Partnerships are increasingly important as outsourcing becomes more common. By contributing to the discussion about business strategy, IT is in a strong position to determine which aspects of IT are best handled by external partners. Further, IT must be adept at managing those relationships to be sure the company gains the expected value from its outsourcing activity.

There are some overlaps with my list, but the differences point to areas that we need to make certain are not taken for granted.  For example, disaster recovery does not “technically” add business value – but neither does insurance.  Money to protect your business may someday be the best money you’ve ever spent. No one wants to need insurance – but you cannot accept being without it.

I especially appreciated the way High promotes Project and Portfolio Management, as it leads me to think back to the fact that the truly outstanding IT functions I have had the privilege to work with not only did that well for IT-centric projects, they actually led the rest of the organization in this discipline for non-IT projects.

Regardless of how you think of “World Class IT” – it is clear that often good enough just isn’t, and that your IT needs to be:

  • Encompassing of all functions in the department, and outside of it.
  • Measurable and actionable
  • Customized to your organization. World class is not the same for everyone as each organization has different goals and processes that support these goals.
  • Stable and reliable – never a barrier and always an enabler to great work.
  • Contributing to the growth of the business in a true partnership.

And that brings me to a concluding thought – metrics are important.  They should be aligned to the overall business goals, and organized according to whatever system you choose to use when discussing and designing your IT function (e.g. High’s World Class IT or some other system).  And to that end, metrics should also be:

  • Assigned to a person responsible for its improvement
  • Have targets
  • Have the right amount of metrics – too many causes loss of focus
  • Have specific projects and initiatives created and assigned to reach and exceed the metric’s goals.

Over the next few months I will be spending time developing this, and publishing that here.  I hope you find it helpful and welcome your comments below.

The Future Outsourced IT Model?


Outsourcing is sometimes viewed as a dirty word in organizations, and the Information Technology (IT) department is right there with that sentiment.  C level executives looking to improve the organization’s bottom line by outsourcing non-core areas create anxiety among employees who become fearful of losing their jobs.

Traditional Outsourcing

The general thought behind outsourcing is to look for the areas in an organization that are not critical to products or services that drive the viability of the organization.  Any function that is not directly related to why a customer may buy from you is reviewed for potential outsourcing.  This is based on the assumption that an organization that focuses on a function will do it better than one that does not.  I work in an IT consulting firm; we provide services by way of having talented individuals working as a team to provide services to clients. We cannot outsource that function, because they are the way we can show a profit, and the reason people would view us favorably (based on past successful work using the same team, tools, and methodology).

But we don’t clean our office.

Not that it is dirty, but that function is not core to the services we provide.  We contract with somebody to come in daily and clean.   They do it efficiently and to our satisfaction while showing a reasonable profit.  We cannot do that by using our higher paid employee base; it would make no sense.  We outsource that non-critical function to somebody who views it as a critical function.

We may not have as many employees because of this, but the ones we have share our focus of IT services.  If we used to have our own cleaning staff, the desire to outsource would have cause significant stress for them, and been a paradigm change for us.

Therein lies the reason outsourcing is sometimes a dirty word.

Some organizations view IT the same way we view cleaning; as a non-core function that can be outsourced.  Large companies such as IBM, Perot Systems, and Hewlett-Packard make significant revenue from providing outsourced services.  We make a reasonable profit in certain clients from providing outsourced services.  If your organization manufactures widgets; then maybe the IT function is not core, right along with cleaning, payroll, tax accounting, and even sales, among others.  None of these need to be provided by somebody working exclusively at your direction, and for your singular purpose.

Everything I have alluded to implies outsourcing applies to people – reduce the headcount managed in a function by finding somebody else to perform the service, and even manage it.  This can result in the employee leaving work on Friday working for company “A”, and returning on Monday to the same cubicle but employed by company “B”, possibly with reduced benefits, career opportunities, etc.  Company “A” saves capital, and can focus on core functions. This has been the outsourcing method used popularly for the last 20 years or more.

New Technologies Change the Terms

But new technologies change the terms of outsourcing: instead of focusing on the headcount of people, focus on the specific function.   These technologies are known as Service Oriented Architecture (SOA), and are made possible by using the internet as a transport layer between systems that are made available to provide services (known as “Web Services”) to each other.  While these technologies cannot help us clean our office (that is after all a physical function) they can help us in many other areas, and any business process provided by application or even system software can be reviewed for outsourcing.  This capability was not available before technologies like the web and web services.

Service Oriented Architecture (SOA) is a model that ties disparate systems together using communication interfaces that allow them to talk to each other in industry standard terms.  You might consider it an evolution of long established Electronic Data Interface (EDI).  But EDI, while still providing value in many functions, has two inherent problems.  First of all, it is focused on the format of the messages, not the means of actually transporting them.  Because of this, so called Value Added Networks grew to provide connection services and clearing houses between two systems that could not natively talk to each other. This increases costs, and reduces flexibility.  Secondly they only cover specific transactions that a standards board has set.  So you can transport a Purchase Order and an invoice, but not a flight reservation, request for properly formatted +4 zip codes, or product specification; some things that various organizations would be very interested in.  So EDI has a standard, but it is limited to specific functions and specific data elements within those functions.  This in turn limits an organization from responding to their own needs.

What SOA provides is the ability of two organizations to agree to outsource a function, but not necessarily a person, as has been the approach to outsourcing. We are not implying that no employment will be lost, but are viewing future outsourcing as being service or function based, as opposed to being team and job based. The employee headcount may be reduced or held steady as a side effect, but the focus is finding some web service that can process information and return it to us better than we can ourselves.

Business Process Engineering and SOA

Businesses have spent a lot of time thinking about the process they used, and they have defined and redefined it using Business Process Reengineering, Six Sigma, Total Quality Management, Continuous Improvement, etc. ad nauseam.  Many improvements were made, and that unique business process, designed for the organization that employs it, has been encapsulated in the organization that uses it.  It is hidden in business rules and databases, web pages and email clients, ready to be forced on users at the appropriate time to make sure the business process is followed. This gives rise to ERP systems, and large Line of Business applications (LOB) that perform functions across an enterprise, following a predefined business process to ensure uniformity, predictability, and cohesion among business functions.  Take for example the simple Zip Code + 4 function: an organization wants to ensure that every mailing is successfully delivered to the right location, and so as part of the process they run the address against a computer application that returns the correct nine digit zip code.  In this way, costs are reduced, and the correct targets receive the content in the mailing.  But sometimes the rules or even underlying data change in this specific function.  New addresses are added, street names changes, zip codes redefined, etc.  This may necessitate a change deep within the LOB or ERP, and your organization, with its very organizational specific business process built into the system, is the only one capable of making the change using internal employees familiar with the code and structure.  You bear the full cost of the change, and can only amortize it across your organization.  But the Zip Code + 4 function is NOT core to the business. It needs to be done, but it is not how you actually generate revenue.  The content of the mailing should do that, but the commonly used Zip Code + 4 does not.

The architecture organizations have traditionally used over this re-engineering period is monolithic.  They built single system, or tightly integrated systems, that they owned or highly customized to the point of not even looking like the application they procured.  These were often hidden behind a firewall, focused on the broad and internal needs of the organization’s process.  What they did not invite was the ability to simply integrate one little external function into the business process. So the Zip Code + 4 function remains locked in the LOB or ERP.   This limits flexibility to reuse and share the function, expand it to new acquisitions; in short to generally focus on the core process.

But what if you found another organization, that focuses only on this functional need, and which would allow you to connect your business process directly to theirs? You send them the address, and they send you back the properly formatted address with the correct Zip Code + 4?  That is what SOA and web services can provide.  You can pick from various vendors who will provide the service, selecting the one that best meets your quality and budgetary needs.


This provides in the end an outsourcing model that looks at specific functions within a business process, instead of specific departments or personnel.  You may reduce headcount, and in fact likely will, but that was not the focus. The focus was on improving quality and flexibility, and at the same time turning your attention to the core functions and systems that encapsulate enforces those functions.

This may be the future of outsourcing as a part of the process of reviewing for opportunities to do so.  I invite your thoughts on the subject.


Document Retention and Protection

Organizations generate a lot of data, and usually want to protect it. They store it in reliable media, secure it from unauthorized use, and back it up. This information, especially historical data such as sales history, contracts, emails, etc. is essential to make decisions pertinent to the future of the organization. Many organizations use a Document Management System (DMS) to store them. These systems then ensure they are versioned over time so that it is easy to find them, and see the various changes that were applied, while at the same time enforcing retention rules that dictate what must and must not be kept. This forms a repository to ensure data is both secure and can be located easily.

Which made it interesting to know that Google, king of search engines, was tripped up by a search engine on documents in their own possession. (Read full article here)

Google has been sued by Oracle for use of a programming technology called Java in their Android phone and tablet operating system. Most lawsuits have a discovery period, in which each litigant turns over all documents pertinent to the case, but can exclude any client-attorney privileged documents. For example, original blueprints of an alleged copycat product must be turned over, but a letter between an attorney for the litigant and the engineer which discusses the blueprints is protected and can be held back from disclosure.

In order to facilitate discovery assembly, legal analysts use tools similar to the Google search engine, which allows them to collect information from across the organization’s systems using keywords like “Java” while at the same time excluding documents with phrases like “attorney work product”. In this case Google was caught by a draft email stored on the server; one of 9 drafts before the final. This particular version stated that Google should license the Java technology from Oracle. But because it was an early draft, it did not include the key phrase “attorney work product”, and was released to Oracle’s attorneys. It may change the case completely.

This illustrates the key point: that you need to know what you keep and what you should not keep, and how it is encoded. Document Management Systems can help with this, by setting up and enforcing retention or coding rules, they can automatically add a tag, or delete documents over a certain age.

Google shows us a great lesson; what do you learn from it? If you would like an opportunity to discuss how you can put the right systems and polices in place, feel free to place your feedback below.