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Exploiting Corporate Information Assets within Corporations Today.


DUBLIN Dublin, city, Republic of Ireland
Dublin, Irish Baile Átha Cliath, county borough (1991 pop. 915,516), Leinster, capital of the Republic of Ireland, on Dublin Bay at the mouth of the Liffey River.
, Ireland Ireland, Irish Eire (âr`ə) [to it are related the poetic Erin and perhaps the Latin Hibernia], island, 32,598 sq mi (84,429 sq km), second largest of the British Isles.  -- Research and Markets (http://www.researchandmarkets.com/reports/c29094) has announced the addition of Exploiting Corporate Information Assets to their offering.

There are people in organizations that don't don't  

1. Contraction of do not.

2. Nonstandard Contraction of does not.

n.
A statement of what should not be done: a list of the dos and don'ts.
 recognize information as an asset, however these people still collect and use information, also certain people find it difficult to use information to the optimum level.

The advantages of Exploiting Corporate Information Assets (ECIA ECIA European Council of Information Associations
ECIA Engineering Construction Industry Association (UK) 
) in the era of the Information age are numerous. It is possible to feed captured information back into processes at almost any point in order to make them more informed and intelligent.

Instances of benefits include

--The ability to learn more rapidly from mistakes

--React more dynamically to shifts in the market

--Increase productivity in areas such as collaborative col·lab·o·rate  
intr.v. col·lab·o·rat·ed, col·lab·o·rat·ing, col·lab·o·rates
1. To work together, especially in a joint intellectual effort.

2.
 development of new products and services.

The value proposition for an ECIA information strategy will certainly vary from organization to organization, and one of the intentions of this Report is to provoke pro·voke  
tr.v. pro·voked, pro·vok·ing, pro·vokes
1. To incite to anger or resentment.

2. To stir to action or feeling.

3. To give rise to; evoke: provoke laughter.
 thought on which operational areas would benefit the most from such an initiative.

It is important to recognize that ECIA is mainly about using what the organization already has in a more effective way. The report encourages and supports more strategic initiatives involving existing resources, in order to improve the returns on investment from what the organization is already using.

As a Composite Report, ECIA presents material from the whole range of research, conveniently presented in a single volume, which covers all aspects of developing, implementing, and improving an ECIA strategy.

The topics exposed

--Corporate Information Assets

--Information Costs and Value

--Ten Information Issues

--Cost versus Value - The Balancing Act

--Knowledge Capital

--Methodologies for Applying Information

--Role of Information in Decision-Making decision-making,
n the process of coming to a conclusion or making a judgment.

decision-making, evidence-based,
n a type of informal decision-making that combines clinical expertise, patient concerns, and evidence gathered from
 

--Designing an Information Architecture

--Metadata Issues

--Managing the Information Lifecycle

--Information as an Asset

--Information Lifecycle Management

--Creating and Capturing Information

--Information Processing

--Information Storage and Archiving

--Email Management

--Exploiting Information Assets

--Applying Information to Business Processes

--The Role of Knowledge Management and Collaboration Working together on a project. See collaborative software.  

--Information Maturity Models

--Access to Information

--'Boundary less' Information

--Information Integration

--Real time Operations

--Managing Information Risks

--Information Security

--Information Governance Governance makes decisions that define expectations, grant power, or verify performance. It consists either of a separate process or of a specific part of management or leadership processes. Sometimes people set up a government to administer these processes and systems.  

--Data Quality and Integrity

--Deployment Models

--Ten Steps for Success

--Fostering an Information Culture

--Technology Supporting an Information Strategy

--Market Overview

--Compliance

--Information Issues

--Processes

--Market Analyses and Vendor Profiles

--Business Intelligence in Financial Services The examples and perspective in this article or section may not represent a worldwide view of the subject.
Please [ improve this article] or discuss the issue on the talk page.
 

--Business Process Management

--Communications Convergence

--Corporate Performance Management

--Data Quality and Integrity

--E-mail Management

--Enterprise Architecture

--Enterprise Content Management

--Enterprise Portals

--Identity and Access Management

--Integrated Business Intelligence

--IT Governance

--Solutions for Compliance

--Workgroup and Enterprise Collaboration

For more information visit http://www.researchandmarkets.com/reports/c29094.
COPYRIGHT 2005 Business Wire
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 2005, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.

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Publication:Business Wire
Date:Dec 6, 2005
Words:423
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