This document discusses managing information as an organizational asset. It defines information as a non-expiring asset that generates value for an organization similar to other intangible assets when aligned with business processes. Data becomes an information asset after processing, tagging, and cleansing. Information flows through business models and processes, while data requires more work to transform into usable information. An organization should inventory its information like raw materials, work-in-progress, and finished goods, with a Data Asset Manager role overseeing the transformation of data into usable information aligned with business processes.

1. RETHINKING INFORMATION STRATEGIES
MANAGING INFORMATION AS AN ASSET
Many organizations realize that they have an asset in the information they can wield, but few have
insight into the means and ways to measure the value of this information asset. In the series of articles
under the Rethinking Information Strategies umbrella we will discuss a framework for managing
information as an organizational asset.
This first article in the series is focused on setting the stage for what is required to manage information
as an organizational asset and why information is not the same thing as data that an organization has
at its disposal.
WHAT IS INFORMATION
Information is a non-expiring asset of an organization that behaves similarly to other intangible assets
of an organization. For example, a patent has no value until it is placed in a participative role which
results in generating value for the organization. The participative role can only be defined by the
business model that the patent participates in. Similarly, information is tagged with a portion of the
value which it helps create by successfully executing a value proposition of a business model which
results in revenue streams and other value measures for the organization (improved brand, expanded
community service, etc.)
INFORMATION AND DATA ARE NOT SYNONYMOUS
Information flows through all components of a business model, and the processes that together form
the execution plan of a business model have information as their inputs and outputs. Data on the other
hand are things that are sourced which through some level of processing, tagging with context,
cleansing and other processes become a consumable information asset of the organization. Data may
have value to the organization, but the resistance (we will talk about resistance throughout the series)
to using data limit the value extractible from data. Information on the other hand is specifically devised
so it is aligned with the processes that form the execution plan of a business model, and as such, have
less of a drag associated with their use, thereby having a potential for garnering a higher amount of
value for the organization.
INFORMATION INVENTORY
There are multiple stages of inventory associated with information, namely the raw materials (data),
the in process inventory (data in the process of being transformed into information) and the finished
goods inventory (transformed inventory that is aligned to the processes that form the execution plan of
a business model). A new role will emerge in organizations, specifically accountable for managing the
information inventory of an organization. This Data Asset Manager role is accountable for overseeing
the machinery used to transform data into information, the on hand inventory of data and information
and the recognition of information use as it flows through processes that form the execution plan of a
business model.

2. THE NEXT IN THE SERIES
In the next article in the series, we will discuss how the information inventory is managed and what
enablers are available to an organization to influence the value of information. The roles of the Chief
Information Officer (CIO), Chief Data Officer (CDO), Data Asset Manager (DAM) and the Data
Governance Council (DGC) will be reviewed and their ability to influence the value of information will be
covered.
ABOUT MARK ALBALA
Mark Albala, the author of the Rethinking Information Strategies series, is President of InfoSight
Partners. Mark provides clients advisory, architecture and strategy services based on his deep expertise
of information strategy, governance and quality.
ABOUT INFOSIGHT PARTNERS
InfoSight Partners is a business services firm whose mission is to facilitate focus into the value of
information assets of an organization. This is accomplished through technology and finance services
delivered through InfoSight Partners. The principles of InfoSight Partners, Mark Albala and Lynn
Albala, provide both technology and financial advisory and other services to client organizations and
vendors that market to client organizations.