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
“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
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 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
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
With three kids and a job that demands a lot of me finding time to blog is harder and harder to come across. Many times I have ideas for an AIIM blog post, but don’t get a chance to put them to paper. I am going to attempt something new. Here on this blog I will post thoughts that I will eventually, hopefully, make into an AIIM blog post. Who knows if it will works and people will want to see my working and in-process thoughts, but here goes nothing…
Three Scenarios For Records Management
1)Records Management is your morgue where records go to die after they have served their business purpose are no longer needed.
2)Records management is the pit crew director for a NASCAR race. The records manager is involved in one way or another in the race that information has to get to the finish line to produce a high ROI.
3)Records management is Mr. Belding from Saved By The Bell, a necessary evil that others try to avoid so they can use cooler and more and effective toys like Box or Dropbox.
“It’s crucial that the new generation of ECM must put content in context so that people and processes work more efficiently and effectively.”
The above quote is from Ben Rossi in an article entitled, “Four Trends Reshaping Traditional Content Management.” It in a section where he discusses “Massive Explosion On Digital Content. In this section he also states these surprising statistics:
We live in a data-centric world, where the sheer volume of information and content flooding IT systems is leaving many organisations battling to manage it. This tidal wave of content being created isn’t going to go away anytime soon – IDC (International Data Corporation) is projecting a stunning 50-times growth in digital content from 2010 to 2020, with 90% of it in unstructured information such as emails, documents and video.
I also enjoy what he stated about “New Ways of Working”
Allowing employees to work anywhere, anytime and on any device puts a lot of pressure on IT teams to support a new class of connected employees, whose expectations for ease of use have been shaped by consumer web services.
Information workers want to find documents as easily as they can browse for books online. The approach to work by Millennials in particular is shaped by these expectations. Over the next five years, organisations will increasingly need a solution that will support this more dynamic working style as, according to BPW Foundation,
Millennials are projected to make up 75% of the global workforce by 2020. Currently most legacy ECM systems, which are already in failure mode due to poor user adoption, can’t keep up and lack support for inter-company sharing and remote access.
Other trends he talks about are Emergence of the Extended Network and New IT Infrastructure. I would highly recommend giving the whole article a read.