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:
- Watch my cholesterol.
- Get out of the office and manage more by walking
- Get my blood pressure checked.
- Focus on outcomes, not on dictating everything
that must be done.
- Get more exercise.
- Travel less and spend more time at home.
- Eat more fiber.
- Get my oil changed every 3,000 miles.
- Get serious about information governance.
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