In both our personal and professional lives, the amount of information we deal with on a daily basis is growing exponentially. At the same time, the variety of this information is evolving -- audio files, video files, and more. The cummulative effect? Information Chaos! For many organizations, information is largely viewed as an achilles heel that must be tamed and controlled. Efforts to do so have largely been focused on reducing cost and risk. However, if information is the currency that fuels digital transformation, organizations cannot continue down the path of viewing information management decisions solely through a tactical cost-minimization filter. In a digital age, the everyday decisions that organizations make about information must become strategic business decisions and must also consider information as a strategic enabler.
The phrase "the art of the possible" can mean different things to different people. For those of us in the information management business, it has come to mean "achieving what we can (possible), rather than what we want (often impossible)." For me, it's an optimistic view of the future rather than a fearful acknowledgment of our challenges and difficulties. The "art" part is where the magic happens; as we allow ourselves to explore the boundaries of what information technology permits us to achieve and how those capabilities move the needle in terms of transformation, innovation, and organizational performance; indeed pushing back those boundaries with a new, more forward-looking approach.
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.
A staple of many Information Technology (IT) policy suites is the Acceptable Use Policy (AUP), intended to govern what people working in the organization can and cannot do with the technology we provide them. IIM professionals and consultants push to have these kinds of policies in place, and countless templates and best practices are available on the Internet to use as a starting point if we don't have one already.
One would think that the rapid pace of changing technology is the primary struggle for organizations on their journey to transforming into a truly digital organization. However, based on our recent state of the intelligent information management industry research, that is simply not the case. At the top of the list of true obstacles that organizations face is money – "lack of budget and resources" (26%). This is followed by a "lack of a true strategy for managing information assets" (24%), and "an immature culture" (18%). Here's a look at the data from the research:
We surveyed members of the AIIM Community as a part of our yearly look at the state of the industry. The numbers are in— 46% of respondents graded their organizations as poor or needs improvement when it comes to dealing with the rising tide of information chaos. Even more alarming, senior executives feel more confident in their efforts than the reality would suggest. Here's a look at how the AIIM Community self-assessed on how well the strategies for business and technology align in their organization. For fun and visual effect, we've created this 2021 Informational Professionals' report card to present the results.
How many times have you left a joint meeting of members of your organization's Information Management (IM) and IT teams thinking that everyone was on the same page, only to find out a few days later that the decisions your colleagues in the "other" unit took away were totally different from what your unit did? It happens more often than we think. And when it does happen, we should consider ourselves lucky if it takes only a few days for the inconsistent understanding to surface. The tough cases are those when the misunderstanding doesn't come to light for weeks or even months.