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Everybody is an information manager - the role of the information specialist in the modern organisation
- 1. ‘Everybody is an information manager – the role of the information specialist in the modern organisation’ Katharine Schopflin IRMS 2016 Monday 16th May 2016
- 2. How did information used to be managed?
- 3. Secretaries “The 32B Secretary Treasurer's office in 1937” from Wikimedia Commons
- 4. Libraries “Works Progress Administration Librarian, 1940” from Wikimedia Commons
- 5. Document registries “Everyday Life in London, 1941: Mrs Day working as a filing clerk” (Ministry of Information Collection) from Wikimedia Commons
- 6. How it’s managed now “Portrait Of An Accountant Working On Computer" by stockimages from freedigitalphotos.com
- 7. Good information management Staff: • can find information they need • use the most authoritative version • keep items for the right length of time • keep and destroy information securely • share information at the appropriate level • recognise information as a corporate asset • understand regulatory and legal responsibilities
- 8. Why do businesses need information? • What was agreed internally / externally • Internal policies / best practice • What other people have done • Who to go to for what
- 9. Management Information Data on: • Sales • Stock • Industry trends • Staff • Competitors • Customers • Productivity
- 10. Structured Information • Sales information • Media assets • Stock inventories • Customer / contact information • Staff information • Case details • Project information
- 11. The Unstructured Information Problem “I divide my working life between writing policy and position papers and reading those that others have written” Unnamed Civil Servant, Information Management Conference, 2008
- 12. Unstructured information: what? • Records of meetings • Correspondence • Policy papers • Training documents • Building plans • Project documentation
- 13. Unstructured information: where? • Emails • Network drives • Cloud locations • EDRMS • Personal drives / workspaces • PC hard drives • Home laptops and USB sticks • Collaborative portals • Paper files
- 14. Other challenges • Technology • Culture • Ethical and legal issues • Staff concerns • Long-term preservation and access
- 15. Our traditional roles • Bin-men • Cleaners • Police officers • Rule-makers • Barriers • Policy-makers
- 16. What we mostly do • Write policies • Create retention schedules • Create information structures • Train and communicate • Enforce rules
- 17. What should we be doing? • Learn about the organisation • Consult widely • Discover how people do their jobs • Use communications channels, training, induction and performance review • Identify what is needed to eliminate risk from processes • Embed practices in project governance • Don’t be revolutionary
- 18. What should our role be? • Trusted expert • Problem-solver • Listener and communicator • Helicopter • Influencer and strategist
- 19. Questions to ask • What does our organisation most want to achieve • Where are our biggest risks? • Is there anything we can fix quickly? • How can we make it easier to do the right thing? • Do we need to acquire new expertise / technology? • What are realistic timeframes for change?
- 20. But … • Don’t aim for perfection • Think less about strategies, schedules and rules • Understand the culture of the organisation • Concentrate on biggest financial / reputational risks • Don’t imagine money / technology will fix everything • Don’t try and change things for change’s sake • Don’t be the magic bullet