Last month, I put together the following posts containing my thoughts about the future of Information Professionals.
The first installment was called -- From Jurassic Park to Digital Transformation -- a Tale of Information Professionals. Part Two was called -- A Short History of Where Information Professionals Came From. Part Three was Disruptive Technologies Create Need for Information Professionals. The last post follows in a moment after two updates...
Since I originally published these posts, 2 updates:
It's free. Download it. Send the link to your friends and colleagues. Give it to your kids to show them what you do and why it's important! Defining the Information Professional of the Future.
I concluded my previous post with this thought:
In the mainstream, the focus is still on on-premise applications built on and for the PC. The core skills that are valued in the mainstream are focused on building and developing systems. At the edge, the focus shifts to the cloud, mobile technologies become the Lego building blocks of systems, and the skill sets that are valued within our IT staffs shift from building and developing to configuring and connecting.
More to come in the next post.
So let’s return to our PEOPLE -- PROCESS -- TECHNOLOGY triad and think about how the world has changed -- and will continue to change.
On the PROCESS side, a revolutionary thing has happened. Process owners can now implement their OWN solutions. This creates incredible pressure to take monolithic business processes and turn them into applications. On top of this, the world is rapidly shifting to one in which most interactions will be on mobile devices. This means all processes must be reformulated from a mobile perspective.
This has interesting implications when we think about the world of TECHNOLOGY. As mentioned earlier, configuring, connecting, and mobile skills are now critical and in short supply. We need to rethink the entire notion of security. Security that was once defined purely in terms of what was inside and outside the firewall now needs to be reconstructed around individual information assets. And organizations are experiencing a massive Legacy drain on their ability to innovate.
Perhaps the most extreme change has been on the PEOPLE side of the equation. We have moved into a world in which usability is EVERYTHING. Even individual users can implement their own enterprise-like solutions, and if we try to get in their way they will do it anyway. There has been an enormous blurring of the lines between what is the home and what is the office. There is no way to put this genie back in the bottle, and organizations must understand that Millennials operate in a fundamentally different fashion than the email generation.
The implications of this relative to how we manage information are profound. The kinds of questions that are being asked in our organizations vary greatly depending on whether you view the world from a PROCESS perspective, a TECHNOLOGY perspective, or a PEOPLE perspective. And in an era in which enterprise-like capabilities are increasingly available without IT intervention, the short-term pressure for each of these people to actually communicate and cooperate with each other is decreasing.
Each of these players in the information management story has a different role to play in the organization, and in some ways they are all versions of information professionals. However their needs and requirements are vastly different.
End users need education on responsible computing practices and need to understand how their organization wishes to place boundaries on their use of information. Now that process automation solutions are available to a much wider range of companies than ever before through SaaS solutions, line of business executives must be educated to better understand what is possible. And technology specialists must keep up with a wide range of content and information management solutions, understand the relative strengths and weaknesses of each, and try to forecast the survivability of individual companies into the future.
But this still leaves the fundamental question of the role of the Information Professional in all of this.
Someone needs to own the big picture.
Someone needs to provide adult supervision to the process people, technology people, and end users that interact with content and information management systems.
Someone needs to help the organization think through what it means to manage information as a critical business asset.Someone needs to act as the translator of the unique language of each of the people who interact with our information systems, whether they are from a PEOPLE perspective a PROCESS perspective or a TECHNOLOGY perspective.
Free e-book -- What is the new Role of an Information Professional?
A bit more from my keynote at #AIIM16 on the Future of Information Professionals.
Please accept our thanks for all of the comments around the future of the CIP. They have been gratifying in what they reveal about the passion that people feel for AIIM. This is a terrific thing and a trust we do not take lightly.
When the Board meets, they try to imagine the entire membership sitting around the table, and make decisions accordingly. Sometimes those decisions need reexamination and modification, and the Board has done that.
In the struggle to make ends meet — and keeping any non-profit viable is no easy feat these days — it’s easy to forget that passion is the underlying force that keeps any association alive. Given this, we would like to outline as simply as possible a path to retain and grow the CIP, and outline a path forward.
The AIIM training program represents an extremely wide net of information competencies; much wider than we originally anticipated when we launched the first two courses. The range of competencies covered by AIIM’s training program now includes content management, records management, information governance, business process management, taxonomies, metadata, capture, SharePoint governance, content analytics, and all of the underlying technologies that support these broad areas. A “Master” is one who has a deep dive understand of one particular competency. A CIP is one who has a broad grasp of all of these technologies. Both are important.
The CIP was intended to cover a broad set of information management technologies — broader than our two training courses at the time. The original body of knowledge for the CIP was defined separately from that of our training program, never fully realizing at the time how expansive our own content and information management training would become. The lack of linkage between the two bodies of knowledge created a virtually impossible task in keeping both up to date and current in an era of rapidly changing technologies.
Given the above, we will proceed as follows:
Thanks again for all of the passion for AIIM. If there are any comments or questions or confusion about your particular situation re the CIP (I know the past week has been confusing), please direct them specifically to me (johnmancini [at] aiim.org) and I will get them answered .
We look forward to celebrating the accomplishments of all of our Masters and CIPs at AIIM16, and we hope to see you there.
As you may know, the AIIM Board of Directors recently reached the decision to combine our Masters and Certified Information Professional (CIP) programs. A few of our members contacted me about this, and I thought I would expand upon my reply to them and give everyone the backstory on why and how that decision was reached.
For the past 12 years, AIIM has produced deep-dive skills development programs in a variety of information management disciplines, with Enterprise Content Management as the overall body of knowledge -- Electronic Records Management, Business Process Management, Information Governance, SharePoint Governance, Taxonomy and Metadata, and other courses as subsets. For most of these courses, we offered Practitioner, Specialist and Master level designations. As of this writing, there are 2,000 Masters, each of whom has successfully completed course work, an examination, and a peer reviewed case study.
We launched our CIP program a few years later, with the objective of assembling a broad base of knowledge extending beyond the realm of information management. This body of knowledge was captured in a series of videos offering a high level summary of dozens of topics. Individuals who felt they understood this body of knowledge were encouraged to take a proctored examination to demonstrate their understanding of these topics. As of this writing, there are 1,000 CIPs.
As these separate but parallel programs evolved, certain disconnects became apparent to us and our community:
We believe that having a unified network of 3000+ AIIM Masters will give us a much larger, critical mass of certified professionals, and allow us to focus on increasing the value of the credential in our industry. I hope that this helps to explain the iterative approach that the Board has taken. I realize and respect that this is a challenging issue for many.
I welcome your thoughts and opinions -- ping me at johnmancini [at] aiim.org.
It’s time to have an executive “conversation.” You know which one. The one that is tied to personal and
organizational health. Here’s a typical checklist:
OK, OK, OK. I’ll do 1
through 8. I promise. I’ll be serious this time. I’ll do them ALL if you’ll just lay off number
9. Just please, please, please, don’t
talk to me about information governance.
When I talk to executives, I often explain the importance of
effective information management in terms something like this:
“You have financial systems in
place to manage your organization’s financial assets. You have ERP systems in place to manage its
physical assets. You have HR systems to
manage your people assets. In the
Information Age, you need a system and a process to manage your information
Usually I get a lot of executive head nods when I say things
like this. Yet when push comes to shove,
there’s a lot more good intention going on relative to information governance
than concrete action.
According to AIIM’s Information Governance - records, risks and retention in the litigation age in only 15% of
organization’s is Information Governance “in place, important and communicated
and enforced.” 15%.
There are a lot of reasons for this gap between intentions
I recently did a webinar with Sue Trombley from Iron Mountain on the impact of the Obama Administration's records management initiative -- not just on the federal government, but on records management in general. The archived webinar is HERE.
Technology has always been fast-moving, but it seems that there is a “perfect storm” of change right now. Cloud, mobile, social and big data are forces that create dramatic opportunities for improved business process, better employee collaboration and closer customer engagement. Meanwhile, content overload, security, litigation and compliance create huge potential risks for most organizations.
OK. We all swore on Election Day that we didn't want to hear one more word about anything to do with the Presidential election. Living in a swing state (Virgina), we were treated to an endless onslaught of horrendous negative ads from both candidates, plus at least 5-10 robo calls per day. The calls were not lost on kids as young as first graders. A friend of ours who teaches first grade reported that a student came in one morning, very excited, and reported, "Ms. Willis, you won't believe it. We got a personal phone call at home last night from BOTH Mitt Romney and Barack Obama."
[Note: We will be doing a webinar on this topic, primarily for NA and SA audiences given the time of day, on Wednesday, December 12 at 2 pm Eastern time. We'll be doing a second webinar, at a time more convenient for European audiences at 2 pm British time on Thursday the 13th.]
Many may have
noticed the coverage of the Directive
outlining new records management requirements in the federal government. The
directive is NARA's
and OMB's response to a memo issued by President Obama in late 2011. Among the requirements outlined in the