The AIIM Blog
Keep your finger on the pulse of Intelligent Information Management with industry news, trends, and best practices.
Change is never easy and can be difficult and even downright frightening. A new process or technology being introduced can bring up thoughts of: How is this new process going to change what I do? Will the organization still need me with the new technology? The way we did this has worked, why should we change something that isn’t broken?
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I had a great time at our Paperfree/Process Transformation seminar in Chicago yesterday. I especially enjoyed the presentation by Jim Sibenaller, IT Director at Loyola Chicago on “Why Are Change Management and Metrics Such Crucial Aspects to Your Overall Deployment Strategy.”
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Making an ECM implementation successful requires planning and attention to detail. The best way to create the right solution is to identify organizational goals and priorities. Learn how to manage a successful implementation in our free guide.
Change permeates and envelopes us, and is the one constant in our lives. Think of all the workplace changes in just the past few years related to how we create, use, share, retain, and dispose of information. Our ever-increasing need to collaborate and communicate, to analyze and innovate, and to “be mobile” has led to sometimes massive change to existing technologies as well as new solutions that enable us to attain our objectives. Since change is inevitable, then why is the lack of managing that change the number one reason technology projects fail? The oldest and strongest emotion in mankind is fear, with fear of the unknown topping the list. So perhaps it is fear of the unknown that is behind the failure to adopt, accept, and enable change. Often, change management efforts focus on process changes and training employees on those revised processes required by the implementation of new technologies. There is so much more to change management, however, than a training plan and a communication protocol. Where change management is really needed is on the “people side” of change. What are some obvious signs of employee resistance to change? Decline in productivity as employees feel de-motivated Key employees get frustrated and quit Work-arounds (often very creative!) escalate A culture of failure grows, and employees ask themselves, “why bother?” Deterioration in morale and employees spend a lot of time sharing in the misery A mistrust of management and leadership due to a lack of transparency and availability Employees proactively try to sabotage the system Let’s look at the other side of the coin now, where change is embraced and integrated. The impact to the bottom line can be significant. Adapting to change (and doing so quickly) in response to marketplace needs or technology innovation can result in a competitive advantage, increased market share, and profits. Organizations that refuse to change get left behind. Of course, not all change management efforts are the same. The magnitude of the change (type, scope, size, number of employees affected, etc.), the potential resistance, and a vision of what the change will look like are all significant factors in determining the complexity of a change management strategy. An initial impact analysis will help define the capacity for change. However, if there is one key critical success factor to all change management initiatives, it is a clear demonstration of leadership support. Is there a leadership team that is accountable for the success of the change? Do leaders invest their personal time and attention to following through on actions related to the change? Come join me at AIIM where, straight from the trenches, I will share real-life examples of successful change management efforts as well as epic failures. We’ll investigate the winning formula for successful integration of change into the organization – whether it’s a change in information management roles and responsibilities, process and procedures, and / or technology. Incorporating key change management principles will increase the success of change management initiatives by applying a structured framework of methods, tools, and processes, to manage the change from current to future state and realize real ROI.
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Change Management | Digital Transformation | Intelligent Information Management (IIM)
As we start to think about #AIIM15, I thought I would ask a number of our sponsors a few identical questions in order to get an understanding of how they see the future of our industry -- and let those of you attending start to think about your own questions to ask them in San Diego. Here are the three questions I'll ask: What are the three biggest challenges you see your customers facing while trying to “Embrace the Chaos”? What do you see as the three most important trends related to Information Management facing organizations over the next 18-24 months? What will be different in our industry two years from now? What are the three most important things attendees should know about your company?
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Change Management | Enterprise Content Management (ECM) | Paperless Office
It’s tough to find definitive stats. No one’s altogether eager to clarify their shortcomings, and it’s remarkably hard to pin down in the best of situations. But colloquially, we hear it over and over again. No one is using their ECM. OK, so “no one” is a bit dramatic, but the numbers are as abysmal as 5% implementation. Despite being a mature market, less than 1% of all organizations worldwide have an end-to-end ECM solution deployed across functional areas. Departmental holdouts in finance are balking at using systems that can’t seamlessly handle complex linked documents. Most companies are sitting on at least 3 legacy systems splintering data across repositories. So much for a single version of the truth.
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Change Management | Information Governance
Follow along with this Slideshare presentation to learn how to sell Information Governance to executives. This presentation will help you establish an information accountability framework that reduces costs, manages risk, and optimizes value. You’ll learn how to: Get executive sponsorship Establish an Information Governance Program Identify necessary components, technologies, and instruments Assess the impact of mobile, social, cloud, and big data analytics Conduct a risk assessment and mitigation Automate records retention and disposition Identify necessary roles and responsibilities Measure for success *Presentation via Atle Skjekkeland. Feel free to use and reuse and repost and embed.
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