Why Situational Intelligence Trumps Data Silos Every Time

Silos are one of the primary reasons organizations are not deriving value from data. The effort for business users to obtain one set of data in a usable format and then manually correlate it with other data in other formats is extreme…

With necessity being the mother of invention, the necessity of breaking down data silos and facilitating real-time or near-real-time decision-making across an organization has given rise to a new category of software called situational intelligence. Situational intelligence combines business intelligence techniques with operational and location intelligence to give businesses a 360-degree operational view. Key to the success of situational intelligence implementations is the application of advanced analytics to large volumes of disparate data and the rich visualization of that data in a single dashboard.

The above quote is from an interview Paul Hofmann did with the Enterprisers Project.  He goes on to say in the second part of the interview:

Situational intelligence approaches the problem as follows: Data is analyzed as it is streaming in, significantly shortening the time from sensor to decision. In addition, only the data that users need to be concerned with is presented to them. If a rapid response to certain conditions is required, there’s no need to burden users with data where those conditions are not met.

IT should realize that data is extremely important to the success of analytics initiatives. Every piece of data history that is abandoned on the roadside could have implications down the road for an organization’s ability to understand how and why assets and resources behave in certain ways, and how they might behave in the future.

He then goes on to give this example of situational intelligence in action

users might want to understand which assets (such as machines or pieces of equipment) are currently operating under stress, access the details for those assets, determine whether temperature or other environmental conditions should be considered, assess the impact on service delivery if one of those assets fails, pull up the cost and revenue implications of such a failure, and take action to prevent that scenario from taking place.

To pull this off in the past would have required multiple people accessing multiple systems and manually correlating the data. With situational intelligence, it all takes place in one application, and users in different roles all have access to consistent information as they collaborate to address issues…

If a user is trying to understand which of millions of assets are at risk of failure for example, it doesn’t make sense to show all the assets on the screen and let the user sort through them. Instead, analytics can identify and prioritize the most critical assets, helping the user focus on the task at hand. With an approach like this, it is possible to derive immediate value from data, justifying further investments in big data and analytics infrastructure.

I would highly recommend reading the two part article if you are looking for more information on Data Analytics, IoT and Big Data

It’s not just about how, when and where data is captured and stored. It’s about how, when and where value is derived from that data.

Why The Chief Digital Officer Exist

Another crucial skill for CIOs is around data analytics. I say that simply because there is so much data coming from so many sources that IT has to become adept at collecting, organizing, reducing (that is, cleaning and consolidating), and redistributing that data. The only way you can do that is if you understand the sources, have a logical course of action thought through with the data, and at the other end know how you can use the most actionable, consolidated data to the benefit of the company.

This is critical because the volumes of data that a client can have today are truly astronomical. It’s great for the companies that produce data storage. But the problem with so much data is you’ve got to do something with it. The IT department needs to take a lead in that. If they don’t, they may soon have a chief digital officer in their ranks, and in my opinion, the concept of the CDO exists because the company doesn’t believe that IT is capable of dealing with its data.

Excerpted From: Enterprisers Project

Five Truths To Consider When Managing E-Mail

1)Managing the lifecycle of information created or received in an email format is no more critical to the success of your organization than managing the lifecycle of any other electronically stored information.

2)Managing the lifecycle of information created or received in an email format is no more difficult than managing the lifecycle of any other electronically stored information in your organization

3)Very few emails actually hold any real long term value.

4)Manual email records management solutions will fail to be adopted by end users 100% of the time

5)Automated record classification using content analytics products doesn’t work for emails.

you can read more information by Don Leuders on the topic in his blog
Email Records Management- Part 1: The Truth

A Prediction From #RSD for #InfoGov in 2016

“In 2016, we see a new trend emerging: just as the content management systems and practices become decentralized, so do governance projects. In the past, this was impossible, with governance platforms aimed at the corporate-level (and priced accordingly). We see a trend towards reducing the barrier to adoption, allowing department-level records management teams to undertake these projects at a much smaller scope (and, naturally, budget).”

You can read the rest at 2016 will be a tipping point in the Information Governance Space

Why Your Organization Needs A Chief Information Governance Officer

According to technologist Robert F. Smallwood, approximately 90% of information was generated in the last two years, but only about a quarter of this information is considered a major asset. Yet, despite this huge opportunity to leverage a larger percentage of this data, many organizations still have not implemented mature information governance (IG) programs, believing that their records management programs fill this critical role. However, an effective IG program provides an additional level of value: an enterprise-wide framework for managing information throughout the entire document life cycle to support an organization’s objectives and legal requirements…

To implement a successful IG program, appoint a C-level executive to own the process and explain to key stakeholders how the proposed program will resolve pain points and mitigate risk across the organization. To win buy-in from multiple functions, detail the program’s true value, demonstrating that without good, actionable information, your company could be missing opportunities to seize competitive advantage.

Excerpted from 5 Document Management Tips To Tackle In 2016.

The Role of the Chief Information Governance Officer

“The CIGO is the person who ensures the facets of IG across an enterprise are working together to achieve the common goal of gaining value from information while also balancing risk.  If these IG facets are not working together it can lead to a data bloat, compliance risks, and a silo mentality where a lack of sharing and cooperation will lead to operational inefficiencies and waste time, money, and resources.”

Excerpted from Three Reasons Your Organization Needs A Chief Information Governance Officer

Is This Blog Still The Musings of a Certified Information Professional

It’s ironic that the CIP program is dead and this blog has been pretty dead in recent months. I believe the CIP was an ambitious program to start with and can see how it was doomed to fail. Do I believe that AIIM should have given up on the program? By no means!

First, a little context.  In 2005 I obtained my graduate degree in library science with a heavy emphasis on digital archives and metadata.  It was around 2011 that I first heard of AIIM and the mission of the organization as well as the CIP deeply resonated with me. I was CIP before there was CIP. My work experience in those six years after grad school consisted of DBA work, content management, records management and project management. Unfortunately what I learned as I applied for jobs is that employers didn’t want a broad spectrum of cross functional skills, but a deep dive.  This is the direction AIIM is going with the CIP program as it’s being merged into the Master’s program.

A former colleague who was on the job market told me he was going to pursue the CIP in 2016. From previous job hunting experience I knew that CIP was not on many job ads as a desired qualification. I didn’t want to ask him if that had changed and if he was seeing this certification as more sought after because I didn’t want to discourage him if brought no competitive advantage on job market. Regardless of the monetary value of the CIP I find the educational value priceless as it prepares an information professional not to be siloed, but able to professionally hold their own talking across the table to anyone in the organization.

Unless AIIM tells me to cease and desist I still plan to call myself a CIP.  The importance in the CIP is not in becoming one, but maintaining it.  Currently I am in the process of prepping for the Certified Records Manager (CRM) exam and it’s interesting comparing these two exams. Someone can use a six year timeframe to successfully prepare for the CRM.  In a twelve year time frame I doubt the CRM changes a ton. A CIP has to recertify every three years and I believe that in that same twelve years the CIP exam has potential to take on so many different flavors because the landscape is changing so quickly in terms of how we capture information, secure and access information.

I like many others believe that the death of the CIP is untimely. It needed more time to mature before putting it out to pasture. I think the one thing that AIIM didn’t have a good grasp on that I think the InfoTask Force will really need to consider is what is the market need for the CIP. Every records manager should take the profession seriously enough that they want to be a CRM (whether they want it enough to commit to all the exam requires is a different story).  Depending on where you are in your information management journey the CIP may not be for you. As a government contractor when I obtained the CIP all I got was a pat on the back, but I imagine depending on the project someone with a CIP could be indispensable. In an organization like mine where IT is outsourced a CIP is definitely crucial.  Define what is the market need and not just project need for a CIP and you will have a thriving certification

One closing thought, information governance has still not gained a lot of traction in the enterprise. As the information governance role grows so to will the need for someone to govern information across the organization and that someone is a certified information professional