Challenges in information management

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What do you see as the biggest challenges to effective intelligent information management, either currently or over the next few years? How are you planning to address those challenges?

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Ron Manns
Enterprise Information Manager
Parsons
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One word answer to this one, Ron:  People ��.

Remove us as an impediment and the machines deal with the info just fine, LOL!  I think that was sort of the ever-so-subtle message in the Terminator movies��.

Obviously, I say it tongue-in-cheek, but, truly, I do believe that the people factors (the whole change management thread Rob Bogue has going) are the biggest challenges.  We’ve got some pretty nifty whiz-bangy tech available, more maturity of both understanding of organizational needs and methodologies to, at least, attempt to address them, but the problems generally circle back to the smart monkeys in the equation.

Aria

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​I agree completely with Lorne, and that was the first thought to enter my mind!  You can supply all the training, all the technology, everything needed – if you can’t get people to comply you are doomed to fail.

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Susan Gleason CIP, CRM, IGP
Manager, Information Governance
Shipman & Goodwin LLP
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There are a lot of good ideas being discussed in the thread I mentioned started by Rob Bogue.  STRONGLY recommend everyone read through that.  (yeah, Rob obviously reads wayyy too much psychology, and apparently has a review of everything somewhere in his blog archive, but that just means that much more value to discover from his camp).

Overall, beyond some of the “methodology” stuff though, I truly believe you have to get execs in your org to actively support (not just an off-handed ‘woo-hoo’ here and there) the change and to support giving some real, solid, substantial WIIFM across the organization.  If you can get people excited, make it somewhat fun (AND productive!) through approaches like gamification, and deliver real ban for the buck on WIIFM for the users for the extra efforts you inevitably need to ask of them (regardless of automation helpers as there are things the machines just can’t do the way we do….yet!), then I think you stand a really, really good chance.

Cut corners on the tech, the ONGOING training, go with typical mind-numbingly boring corporate change management and comms, and especially spend little to no time/effort/dollars on ensuring WIIFM, and I feel 100% that “your mileage will most certainly vary” ��.

Aria

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Create a course called “Innovation in Technology and Management” as a dialogue type course before you begin change management. Hear what the problems are and their solutions and fears. Show them how their jobs can be become better and not lost to other companies that operate with 21st century techniques.

Note: Keep management, C Suite, and line personnel in separate classes and tell everyone to open up as names will not   be used in the final report.

Impress upon everyone that they understand the final result if done properly will make their organization more competitive and allow their newly described jobs to be saved for the foreseeable future.  Also emphasize retraining will be given for anyone needing it at no cost to the person and paid by the employer.

Finally, allow more suggestions to be made to increase efficiency once they are operating in the 21st century with awards given for new ideas and practices.

Do not hesitate to call me if you have any questions.

Robert L. Morrison, Principal and Owner

Creative Technology and Management Services

6308 Chatham Glenn Way

Harrisburg, PA 17111-4292

(P)  717 525-7604

(C)  717 919-4499

rmorrison@…

www.creativetechmgt.com

www.linkedin.com/in/robertlmorrison Video Available

Video Link – https://youtu.be/1r_drA0Ks4k

Click here to upload files

CTMS ~ The Idea People for Cost Efficient Technology

Over 30 years experience

Specializing in Streamlining Systems via Electronic Records Management

Offering Support During the Change Management Process

Focusing on Reduced Costs and Risk

Improving Efficiency

Confronting the Ever-Changing Cyber Security Problems

Increasing Your Bottom Line!

Offering a Course Titled “Innovation in Technology and Management”

RFID – Radio Frequency Identification Security  Solutions

We Enjoy Solving Challenges

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​Hi Ron –

Again, I am agreeing with Lorne – I honestly believe the biggest key to success is finding the “WIIFM” for each person – and that is not always the same thing.  You have to develop your listening skills – pick up on the small cues, truly listen to what people are saying, make suggestions based on their comments on how IM can help them work smarter or faster – or easier!  Keep people engaged, send out constant tidbits of facts, job aids – make  a game out of getting organized, turn it into a competition – Whatever works for those you are working with.  There is no one sized fits all approach, you have to offer a mix of strategies designed to catch different types of people.

I also believe executive buy-in is key.  You need to engage leaders who not only talk the talk, but that are willing to walk the walk.  On the opposite end of the spectrum, I also tend to target admins, clerks, etc.. – the more that I get them to buy in to what I am selling, the better chance I have that they will enforce it with those they work for.  By tackling the battle at both ends, eventually I end up with the smallest resistance in the middle, and they conform to pressure!

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Susan Gleason CIP, CRM, IGP
Manager, Information Governance
Shipman & Goodwin LLP
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Create a course called “Innovation in Technology and Management” as a dialogue type course before you begin change management. Hear what the problems are and their solutions and fears. Show them how their jobs can be become better and not lost to other companies that operate with 21st century techniques.

Note: Keep management, C Suite, and line personnel in separate classes and tell everyone to open up as names will not   be used in the final report.

Impress upon everyone that they understand the final result if done properly will make their organization more competitive and allow their newly described jobs to be saved for the foreseeable future.  Also emphasize retraining will be given for anyone needing it at no cost to the person and paid by the employer.

Finally, allow more suggestions to be made to increase efficiency once they are operating in the 21st century with awards given for new ideas and practices.

Do not hesitate to call me if you have any questions.

Robert L. Morrison, Principal and Owner

Creative Technology and Management Services

6308 Chatham Glenn Way

Harrisburg, PA 17111-4292

(P)  717 525-7604

(C)  717 919-4499

rmorrison@…

www.creativetechmgt.com

www.linkedin.com/in/robertlmorrison Video Available

Video Link – https://youtu.be/1r_drA0Ks4k

Click here to upload files

CTMS ~ The Idea People for Cost Efficient Technology

Over 30 years experience

Specializing in Streamlining Systems via Electronic Records Management

Offering Support During the Change Management Process

Focusing on Reduced Costs and Risk

Improving Efficiency

Confronting the Ever-Changing Cyber Security Problems

Increasing Your Bottom Line!

Offering a Course Titled “Innovation in Technology and Management”

RFID – Radio Frequency Identification Security  Solutions

We Enjoy Solving Challenges


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Indeed, Susan! Of course, determining what each person will find valuable is the hard part, isn’t it! What are some of the key things that you might think define WIIFM for different types of persons to comply with and support enterprise information governance? I think that removing impediments, making information easier to find, facilitating collaboration, and helping people get their jobs done faster and more efficiently are generally good benefits for everyone! What else?

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Ron Manns
Enterprise Information Manager
Parsons
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Lorne/Susan –

BTW – I use What Is In It For Me (WIII-FM) and describe it as everybody’s favorite radio station.  It resonates better with people than an acronym that doesn’t make sense to them.

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Robert Bogue
President
Thor Projects LLC
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Creative!  Nice ��.  I’ve been using WIIFM for years and never came close to that idea!

Aria

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Lorne –

For fun… the full list of book reviews is at https://www.thorprojects.com/blog/book-reviews-list/  — the scary thing is that the list of things I want to read is just as long.

The one thing I’d add to your message is that a lot of getting people engaged is reducing friction (or barriers) to them doing the behavior you want.  Nudge (https://www.thorprojects.com/blog/archive/2017/04/10/book-review-nudge-improving-decisions-health-wealth-happiness/) and Demand (https://www.thorprojects.com/blog/archive/2012/03/23/book-review-demand-creating-what-people-love-before-they-know-they-want-it/) both have helpful tips.

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Robert Bogue
President
Thor Projects LLC
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VERY true, in my experience as well Rob!  Peer pressure can overcome all but the most firmly rooted change opponents.  I absolutely admit it took me a number of frustrating, unsuccessful tries in a couple of cases early on trying to push and pull a few of these folks.  Did NOT matter what I came up with in terms of WIIFM, they were just not going to get with the program.  Then a much wiser, more experienced senior consultant to me suggested I step back completely and work more energetically and enthusiastically with the supporters and watch to see what would happen.  Low and behold, when the much larger majority were headed in the desired direction, these folks started “feeling the chill” and started minimally accepting the changes.

Power to the people, one might say ��.

Aria

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Ron – in my experience effective IM starts with aligning IM with the business and making it an inherent part of tasks and processes people need to do in order to complete their work.  This is not unrelated to Lorne’s WIIFM comment, just from a different angle.

People are like water.  We all take the shortest path possible to get to our goal.  All the “senior management sponsorship” in the world doesn’t change that.  Almost every major initiative in business starts with that statement, look how many fail completely or only achieve part of their goals.

No, you start with the work that needs to be done.  People and processes are two critical components in getting there.  The information people collect or use along the way is just part of the process.  It’s our job as IM professionals to make that happen seamlessly and transparently, while all the while people just go about their job.

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Alister Grigg
Fastman
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I agree but must add people are directed by supervisors and normally do what they are told.

Sometimes, time frames are not realistic or their tools are not in the 21st century spectrum to get the task accomplished on time.  I remember an old saying and that is “haste makes waste”. This does not condone though those who purposely do not work to their full potential.

Bob Morison

www.linkedin.com/in/robertlmorrison Video Available

Video Link – https://youtu.be/1r_drA0Ks4k

Click here to upload files

CTMS ~ The Idea People for Cost Efficient Technology

Over 30 years experience

Specializing in Streamlining Systems via Electronic Records Management

Offering Support During the Change Management Process

Focusing on Reduced Costs and Risk

Improving Efficiency

Confronting the Ever-Changing Cyber Security Problems

Increasing Your Bottom Line!

Offering a Course Titled “Innovation in Technology and Management”

RFID – Radio Frequency Identification Security  Solutions

We Enjoy Solving Challenges

Sent from Mail for Windows 10


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That is true, people do do what they are told.  But supervisors are people too, there is no reason to differentiate between levels of responsibility.  That is where leadership plays a part, setting expectations and policy.

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Alister Grigg
Fastman
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Thank you, Alister.

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Ron Manns
Enterprise Information Manager
Parsons
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Ron,

I find one of the most effective ways to stimulate , build and enforce the necessary behaviors and values is the integrate the measurable activities and objectives, that indicate success, into the organization’s Performance Objectives and Evaluation process. While this is more an HR than a IM activities it has a number of positive impacts on the planning, design and adoption of the change.

1) It takes true executive commitment to impact performance reviews

2) People pay more attention to activities that impact their pay and they will be more involved in the development of the change plan to ensure they understand and assess the impact of the change on their job.

3) If forces us to identify measurable behaviors the employees can understand, adopt, and measure at the end of the year

4) If management is not committed to embedding the new activities/behaviors into the performance review process they devalue the effort to ensure the adoption of the change.

At this point some people will feel I’m being too focused on “hard facts”. I should be more concerned with organizational values. What about the people who will be unable to make the change (older works less willing/able to adopt new  activities)? I worked with a large government organization, trying to improve the management of documents. There were older employees that management did not feel capable of adopting the new system. The early identification of the problem forced us to look at the total context. The organization had massive archives in storage (Government policy on document retention!). New employees would not be able to deal with the archives. The Change Plan included the establishment of groups of senior Records Management Staff to team/supervise the reclassification of the archives working with junior, IT literate, staff to manage the archive issue. While you might be able to run some auto-classification software you would first have to scan the paper documents. For a number of reasons, that was not an viewed as a solution.

Have other experience this issue?

Alan Frank


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Thank you, Alan.

Ron

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Ron Manns
Enterprise Information Manager
Parsons
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Hi,
In my experience, to get people in with any information management processes or initiatives, is to explain them the benefits that they are going to receive. I guess people want to know what they are going to receive in return, it can be efficiency, quality information for better decision, more time, less frustration, etc. Many times we focus on the business, for example if a business is going to raise its revenue by x%, this is a benefit for the business,  but in my opinion, there are individual benefits that people can obtain and we should tackle them as much as posible.​

Please note: when I say individual, I am not referring one by one employee, it can grupal.
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Hemaben Patel
Digital Content Management Assistant Manager
Banking Industry, Panama
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Thank you, Lorne and Susan.

What do you recommend as the most effective approaches to getting people aligned with information management processes and requirements? Obviously – there is an overarching communications (awareness-building) and training (skill-building and practice reinforcement), but what else can be done to build and enforce the necessary culture and values?

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Ron Manns
Enterprise Information Manager
Parsons
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