Managing Corporate Memory: The Impact of Disruptive Forces in the Workplace


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  • Managing Corporate Memory: The Impact of Disruptive Forces in the Workplace

    1. 1. GTEC 2008: Managing Corporate Memory: The Impact of Disruptive Forces in the Workplace Cheryl McKinnon Director, Program Management – Enterprise 2.0 Strategy Team Open Text Corporation
    2. 2. Agenda <ul><li>The Changing Face of the Enterprise </li></ul><ul><ul><li>Workforce in Flux </li></ul></ul><ul><ul><li>Shift in Communication Tools </li></ul></ul><ul><li>What Can be Done? </li></ul><ul><ul><li>Alignment of Records, IT and Business Objectives </li></ul></ul><ul><li>Where to Get More Information </li></ul>
    3. 3. Changing Face of the Enterprise <ul><li>Volume and diversity of electronic communications creates risk </li></ul><ul><li>Budgets flat and costs escalate </li></ul><ul><li>Operational risk is increasing, with growing sophistication of litigation discovery and regulatory requirements </li></ul><ul><ul><li>Canada and the US – eDiscovery, ATIP/FOI </li></ul></ul><ul><li>Productivity is weakened </li></ul><ul><ul><li>barriers to corporate knowledge that hinder quick decision making </li></ul></ul><ul><li>Tech-savvy information workers demand usable tools on the job </li></ul>
    4. 4. Changing Face of the Enterprise <ul><li>Number of Persons 60 Years of Age or Older (per 100) </li></ul><ul><li>Source: United Nations (February 2006) </li></ul>Workforce In Flux – Global Patterns
    5. 5. Changing Face of the Enterprise <ul><li>Workforce In Flux – US Patterns </li></ul><ul><li>Knowledge Worker Turnover Projected </li></ul><ul><ul><li>Clinger-Cohen Study of Federal IT Staff </li></ul></ul><ul><ul><li>76% of respondents over 40 years old with most 45-50 </li></ul></ul><ul><ul><li>5% under 30 years old </li></ul></ul><ul><ul><li>Most risk for short term retirement wave </li></ul></ul><ul><ul><ul><li>Managers of people and projects </li></ul></ul></ul><ul><ul><li>Similar patterns noted in state governments </li></ul></ul><ul><ul><ul><li>California: 1/3 of state workforce entering retirement eligibility </li></ul></ul></ul><ul><ul><ul><ul><li> =92113 </li></ul></ul></ul></ul><ul><ul><ul><li>Texas: retirement eligible state workers doubling rates 2004 and beyond </li></ul></ul></ul><ul><ul><ul><li> </li></ul></ul></ul>
    6. 6. Changing Face of the Enterprise Workers Retiring Later in Life More Part Time and Contract Senior Workers Labor Deficit: Filled by Women, Immigrants, Outsourcing
    7. 7. Canadian Perspectives <ul><li>April 2007 Survey by Manpower </li></ul><ul><ul><li>1300 Companies surveyed </li></ul></ul><ul><ul><li>Two-thirds of employers in Canada do not have any strategy in place to recruit or retain workers aged 50 or over. </li></ul></ul><ul><ul><ul><li>17% have a plan to recruit such workers </li></ul></ul></ul><ul><ul><ul><li>24% have a strategy to retain them </li></ul></ul></ul><ul><ul><li>&quot;Many employers are not considering the percentage of their workforce that is set to retire in the next five to 10 years and the potential loss of productivity and intellectual capital that will occur when those people leave their company,&quot; </li></ul></ul><ul><ul><ul><li>Lori Rogers – VP, Manpower </li></ul></ul></ul>
    8. 8. Changing Face of the Enterprise <ul><li>Baby Boomer Retirement Risks </li></ul><ul><ul><li>First wave hit 65 – 2011 and beyond </li></ul></ul><ul><ul><li>44% of Current Workforce at Retirement Age by 2029 </li></ul></ul><ul><li>Stats Can </li></ul><ul><ul><li>Fastest Growing age group is 55-64 </li></ul></ul><ul><ul><li>Younger workers not entering workforce at sufficient rate to hit replacement levels </li></ul></ul><ul><ul><li>Across the G8 Nations </li></ul></ul><ul><ul><ul><li>Japan, Italy, Germany even higher rates than Canada and US </li></ul></ul></ul>
    9. 9. Canadian Perspectives <ul><li>Canadian Public Sector </li></ul><ul><ul><li>Stats Canada </li></ul></ul><ul><ul><li>March 2007 permanent public servants taking retirement 3x rate as at 2000 </li></ul></ul><ul><ul><li>Federal – average 5.3 years older than general labour force and retire 3.2 years earlier </li></ul></ul><ul><ul><li>However only 1 in 3 takes retirement at eligibility </li></ul></ul>
    10. 10. Canadian Perspectives <ul><li>Median Age – Highest Ever: 2001 Census </li></ul><ul><ul><li>Seniors aged 65 or over accounted for 13% of the nation's population in 2001, up from almost 12% in 1991. </li></ul></ul><ul><ul><li>Reach 15% by 2011. At the other end of the age spectrum, 26% of the population was aged 19 or younger, down from 28% in 1991. </li></ul></ul><ul><ul><li>Nova Scotia and Quebec nation's oldest provinces, Alberta youngest </li></ul></ul>
    11. 11. The Changing Face of the Enterprise <ul><li>What Occupational Sectors are at most Risk? </li></ul><ul><ul><li>High value positions that cannot be easily automated using technology innovations </li></ul></ul><ul><ul><ul><li>Public Sector Management </li></ul></ul></ul><ul><ul><ul><li>Health care </li></ul></ul></ul><ul><ul><ul><li>Industrial Engineering </li></ul></ul></ul><ul><ul><ul><li>Educational Services </li></ul></ul></ul><ul><ul><ul><li>Complex Manufacturing and Resource Development </li></ul></ul></ul><ul><ul><ul><ul><li>Oil, Gas, Utilities </li></ul></ul></ul></ul><ul><ul><ul><li>Transportation </li></ul></ul></ul><ul><ul><ul><li>Agricultural/Horticultural </li></ul></ul></ul>
    12. 12. Changing Face of the Enterprise <ul><li>Why Should we Care? </li></ul><ul><ul><li>Loss of Corporate Memory is real </li></ul></ul><ul><ul><ul><li>Risk to economy, environment, health and safety </li></ul></ul></ul><ul><ul><li>July 2007 – Transportation Safety Board of Canada </li></ul></ul><ul><ul><ul><li>Report on Rail Accident in British Columbia 2005 </li></ul></ul></ul><ul><ul><ul><li>Directly identified loss of corporate memory due to retirement and staff reductions a contributing cause </li></ul></ul></ul>
    13. 13. Changing Face of the Enterprise <ul><li>Other Disruptive Forces in the Enterprise </li></ul><ul><ul><li>Elections </li></ul></ul><ul><ul><ul><li>Turnover in senior agency and departmental management </li></ul></ul></ul><ul><ul><ul><li>Information turnover – What stays in department, what leaves with outgoing elected official </li></ul></ul></ul><ul><ul><li>Corporate Mergers/Acquisitions </li></ul></ul><ul><ul><ul><li>Staff redundancies </li></ul></ul></ul><ul><ul><ul><ul><li>Risk of losing data on laptops, PDAs, diverse storage locations of paper and electronic work product </li></ul></ul></ul></ul><ul><ul><ul><li>Consolidation of products, business units, regional offices </li></ul></ul></ul><ul><ul><ul><ul><li>Corporate memory/history/best practices lost </li></ul></ul></ul></ul>
    14. 14. Changing World of the Knowledge Worker <ul><li>Other Disruptive Forces in the Enterprise </li></ul><ul><li>The Mobile Knowledge Worker </li></ul><ul><ul><li>Professionals </li></ul></ul><ul><ul><ul><li>Attorneys, Consultants, Executives, Sales Staff </li></ul></ul></ul><ul><ul><li>Law Enforcement </li></ul></ul><ul><ul><ul><li>Field Officers, Supervisors, Inspectors, Detectives, Security Officials </li></ul></ul></ul><ul><ul><li>Emergency Services </li></ul></ul><ul><ul><ul><li>Disaster Relief, Project Officers, Military, Health Care Professionals </li></ul></ul></ul><ul><ul><li>Inspection Agencies </li></ul></ul><ul><ul><ul><li>Food System, Customs, Case Workers, Transportation, Labor or Health </li></ul></ul></ul>
    15. 15. Changing Face of the Enterprise <ul><li>Risks: Loss of Institutional Knowledge </li></ul><ul><ul><li>Corporate Memory </li></ul></ul><ul><ul><ul><li>Why things are done a particular way </li></ul></ul></ul><ul><ul><ul><li>Internal Procedures </li></ul></ul></ul><ul><ul><ul><li>Human Knowledge Sources within Agency – who to ask? </li></ul></ul></ul><ul><ul><li>Record Keeping </li></ul></ul><ul><ul><ul><li>For agencies with poor electronic records policies </li></ul></ul></ul><ul><ul><ul><ul><li>Loss of data on laptops, desktop PCs, forgotten network shares, disks </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Uncontrolled backup of email, other data which may have been targeted for destruction </li></ul></ul></ul></ul>
    16. 16. Changing Face of the Enterprise <ul><li>Renewed Focus on the Needs of the Information Worker </li></ul><ul><li>Technology’s Impact on the Workplace and Society Mitigated by Human Factors </li></ul><ul><ul><li>Human behavior </li></ul></ul><ul><ul><li>Business activity </li></ul></ul><ul><ul><li>Business processes </li></ul></ul><ul><ul><li>Value to the business </li></ul></ul><ul><ul><li>Source: Gartner Research Note G00137510 </li></ul></ul>
    17. 17. Agenda <ul><li>The Changing World of the Knowledge Worker </li></ul><ul><ul><li>Workforce in Flux </li></ul></ul><ul><ul><li>Shift in Communication Tools </li></ul></ul><ul><li>What Can be Done? </li></ul><ul><ul><li>Alignment of Records, IT and Business Objectives </li></ul></ul><ul><li>Where to Get More Information </li></ul>
    18. 18. What Can Be Done? <ul><li>CIO – Retain Control Over 3 Core Areas: </li></ul><ul><li>Information management </li></ul><ul><li>Information policy </li></ul><ul><ul><li>Includes records, statistics management </li></ul></ul><ul><ul><ul><li>Often delegated, secondary focus </li></ul></ul></ul><ul><li>Technology management </li></ul>
    19. 19. Emerging Best Practices: Electronic Communications <ul><li>Requirements for Managing Electronic Messages as Records (ANSI/ARMA 9-2004) </li></ul><ul><li>Part of a holistic strategy for Information Governance </li></ul><ul><li>The business value of communications content should drive retention, not arbitrary date or capacity limits </li></ul><ul><li>eCommunications policies must ensure that the organization’s business requirements are met </li></ul><ul><ul><li>Preservation of evidence of business activity for accountability and business continuity </li></ul></ul><ul><ul><li>Content and attachments may constitute a record and be handled according to RM policies </li></ul></ul>
    20. 20. Emerging Best Practices <ul><li>Develop Enterprise Strategy for Information Governance </li></ul><ul><li>Cross functional team to include: </li></ul><ul><ul><li>IT, Management, HR, Legal, End Users, Records Managers, Archives </li></ul></ul><ul><ul><ul><li>Must recognize how email is used throughout organization </li></ul></ul></ul><ul><ul><ul><li>Consider issues from each business area on policy development team </li></ul></ul></ul>
    21. 21. What’s On the Horizon? <ul><li>E-mail </li></ul><ul><li>Instant Messaging (IM) </li></ul><ul><li>VoIP </li></ul><ul><li>Blogs </li></ul><ul><li>Wikis </li></ul><ul><li>Podcasts </li></ul><ul><li>The Enterprise 2.0 Phenomenon </li></ul>
    22. 22. What Can be Done? <ul><li>Prepare for Disruptive Forces </li></ul><ul><ul><li>Enterprise Architecture Initiatives </li></ul></ul><ul><ul><li>Information Governance Strategies </li></ul></ul><ul><ul><li>Corporate Memory Retention as a Priority </li></ul></ul><ul><li>IT investments aligned with the core goals and strategic direction of the organization </li></ul><ul><ul><li>Set of principles, standards and processes to guide the deployment of IT systems </li></ul></ul><ul><ul><li>Framework to allow IT-enabled innovation to bring value to the business </li></ul></ul><ul><ul><li>Develop framework and set of practices to allow the organization to be agile and adaptable to changing conditions </li></ul></ul>
    23. 23. What Can Be Done? <ul><li>Plan Now – Assess Your Organization </li></ul><ul><ul><li>What are your company’s demographics? </li></ul></ul><ul><ul><li>What are your company’s retirement policies? </li></ul></ul><ul><ul><li>What mechanisms and programs must be put in place now to capture key competencies and critical work knowledge of employees who will be retiring? </li></ul></ul><ul><ul><li>Demographic trends show that you may be faced with large groups of both very young workers and very old workers. Will these two groups have different learning needs? Are you prepared to customize your current programs? </li></ul></ul><ul><ul><li>Source: Preparing for Baby Boomer Retirement June 2005 - James J. L’Allier, Ph.D. & Kenneth Kolosh </li></ul></ul>
    24. 24. What Can Be Done? <ul><li>Prepare Now for Different Work Models </li></ul><ul><ul><li>Teaming </li></ul></ul><ul><ul><ul><li>Bring Mature Knowledge Workers into Collaborative Work Teams to Diffuse Information and Best Practices </li></ul></ul></ul><ul><ul><ul><li>Recognize trends toward part-time or term employees – often returning retirees “on call” or “on contract </li></ul></ul></ul><ul><ul><ul><li>Consider technology tools and training to facilitate collaborative work across virtual offices or remote geographies </li></ul></ul></ul>
    25. 25. What Can Be Done? Archive Use blogs to make announcements, share news, write articles and share opinions
    26. 26. What Can Be Done? Conversations, hosted in forums provide rich exchanges of thoughts and ideas on different topics
    27. 27. What Can Be Done <ul><li>Get Ready for the Next Generation of Workforce </li></ul><ul><li>“Born Digital” </li></ul><ul><ul><li>Born after 1981, have always have omnipresent access to technology </li></ul></ul><ul><ul><li>(Most of us are “Digital Immigrants”) </li></ul></ul><ul><ul><li>Education experience colored by the internet, collaborative work habits, instant messaging, rapid search expectations, cut-and-paste acceptance </li></ul></ul>
    28. 28. What Can Be Done? Getting Ready for Digital Natives
    29. 29. Suggested Reading <ul><ul><li>Preparing for Baby Boomer Retirement June 2005 - James J. L’Allier, Ph.D. & Kenneth Kolosh </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> , pg 10. </li></ul></ul><ul><ul><li>Public CIO, November 2004. </li></ul></ul><ul><ul><li> </li></ul></ul>
    30. 30. <Final thoughts here..>