Facing the Future: Preparing New Information Professionals.

A relatively new practitioner in the field of information and records management discusses the rising challenges he faces in handling his organization's information needs. Focusing upon the corporate, regulatory, and technical environment, he addresses the actions that records and information managers must take to maximize their skills and effectively meet company objectives. The article offers some very practical suggestions regardless of the type of organization that one represents.

Information managers encounter rapidly changing corporate, regulatory, and technical challenges that require diverse skills, new thinking, and broadened perspectives. To successfully tackle current and future issues, information managers must be prepared to develop innovative ideas, assume leadership roles, disseminate information broadly, and demonstrate good management practices. Information managers will also be viewed by an increasingly sophisticated client base that values and expects practical, tangible benefits. What challenges can be anticipated? How can information managers prepare themselves?

The Corporate, Regulatory, and Technical Environment

Because they occur so frequently, information professionals should remain alert to significant chaotic corporate actions, regulatory changes, and technical advancements. Among likely corporate changes are mergers and acquisitions, expanding or transforming markets, and a converging of information services -- particularly archives, libraries, management information services (MIS), and records management. At the same time, companies in search of competitive advantages strive for flatter organizations, seamless business processes, and innovative teams.

Mergers and acquisitions (M&A) are common in virtually every industry today. What adversely affects companies most during these changes is a loss of "intellectual capital" (Stewart 1997). Terminated employees leave with many years of knowledge, and records -- the corporate memory -- are found to be haphazardly controlled or thoroughly neglected. Those employees who remain often slip into M&A's integration chaos, as opposed to driving through it.

Mergers and acquisitions present a tremendous opportunity and challenge. Given sound information management practices, properly managed information should be easily accessible. Such practices include practical automation, comprehensive inventories, retention schedules ("information maps," as some senior managers prefer to call them), along with effective information policies and procedures. If these are not in place, the merged entity will suffer from subsequent audit penalties, legal actions, increased risk, and reduced productivity.

M&As are prominent among corporate changes, in part, because companies are responding to globalizing markets and increasingly dynamic business environments. Global markets will place greater demands on the effectiveness and accountability of records and information programs. Relatively new businesses such as Internet services, energy marketing, and derivative securities, force action on as-yet-undefined information requirements. What information must be created and kept, and for how long? In addition, new business processes must be continually monitored because as they change, so will the records produced.

Flattened organizational structures and consolidating functions challenge records and information (RIM) programs to keep up. RIM itself can expect to be caught up, too. We may be asked to work with the archives, with the library, or with some technical information service. Do managers of these services understand our values, our functional and procedural similarities and differences? Do we? What are the future opportunities for leveraging skills and tying procedures together?

Different information disciplines may have similar organizational goals or purposes, differing only in their traditions and jargon. The push for highly effective integrated information systems of the future are likely to wear down the artificial barriers within an organization's various information services units. In preparation for future challenges, we must take the time to understand similar processes.

Over the past several months, I have come to work closely with a highly regarded archivist. While my respect for the archival sciences has grown over the years, this recent experience really opened my eyes to the values of a broader perspective and to how complementary the disciplines are Our different backgrounds and approaches helped me realize the value of upgrading my knowledge in this related area. Similarly, project teammates unfamiliar with archives and records management developed a clearer picture of alternative decisions and potential impact because we shared views. This experience, illustrates the many "shades of gray" in the overlapping approaches of archives management and records management.

Regulatory Issues

The regulatory environment is changing in response to corporations and governments employing new technologies, modifying business processes, creating new businesses, and consolidating. In some instances -- such as derivative securities investing -- organizations in private industry joined together to self-regulate. Consider as well changes brought by computer output to laser disk (COLD) and optical imaging technologies used by organizations regulated by the U.S. Internal Revenue Service and the Securities and Exchange Commission.

Regulatory change can shine a valuable spotlight on information management. Is someone in the organization constantly monitoring new and proposed regulations for their impact on the company or organization? Many changes in organizational life derive from developing policies and procedures in response to the shifting regulatory terrain. Proactive efforts to monitor regulations may include forming work alliances, creating new services by integrating business processes with the library, MIS, compliance, or legal departments. A constant scanning of the internal and external environments will be necessary to reveal opportunities for new directions and co-venturing with other organizational units.

Related information functions, such as an audit or inquiry response service, may prove very valuable in highly regulated industries. From that can be leveraged a litigation support service. Information professionals understand the regulations enough to develop retention schedules. They certainly know where information is generated and stored. Information managers not only understand internal information policies, but also develop some of them.

A valuable proactive initiative, led by ARMA International's Industry Specific Group (ISG) program, is the submission of comments to regulatory agencies. Two years ago, the financial Services ISG submitted comments to the IRS about imaging and the need for clear regulations. Comments were submitted through the Office of Information and Regulatory Affairs. The Internal Revenue Service then issued Notice 96-09, a precursor to current regulation. Today, efforts include an alliance between ARMA International and the Securities Industry Association to effect proposed regulations. Information professionals have information about information that should be both heard and valued.

Technology Issues

Given the increasingly rapid pace of change, the technical advancements of the past several years will look modest compared to emerging hardware, software, and infrastructure developments. There are concerns about "authentic records" (Barry 1995), electronic mail, voice records, inter/intranets, electronic document management, and knowledge management. Unfortunately, as Stewart suggested, organizations tend to manage form rather than substance. The real challenges to acquiring, appraising, and preserving electronic records include confusing technical jargon, dispersed roles played in information technology (IT), and the rapid pace of change. Perhaps Y2K and the emergent Euro-environment, both of which slowed new IT development in many companies, were actually blessings in disguise for many information managers.

This wall around IT is bolstered by language barriers and an expansiveness that frightens off well-intentioned managers. IT specialists have to be understood before they can be expected to understand other information professionals. But this must be done without hesitation. Analysis of the IT terrain in a company is as crucial as "jumping into" some IT meetings. Speak with IT developers who can do something about your needs and concerns. Records managers frequently deal with the production staff only, at the back end of the IT chain, where changes are hard to develop and implement. Examining the organization's inventory of its own information systems (or creating one if needed) can be helpful.

A final note: where information management is placed organizationally influences its effectiveness. That right place, however, is not necessarily with the general counsel, chief financial officer, or IT. Organizations are unique. Perhaps the most practical approach is to determine who has the best management team and what operations can be leveraged most effectively to accomplish important objectives and thus have the greatest positive impact.

Skills, Knowledge, and Abilities

Successful managers will prepare for new challenges by continuously refining and building skills, knowledge, and abilities in records management and related fields. Key activities include developing ideas and staff skills, leading teams, and communicating broadly. Managerial and administrative skill requirements cannot be ignored. According to The Information Management Journal Web site at www.arma.org, "an integral element of all information management disciplines is the application of management techniques (e.g., cost-benefit studies, cost analyses, project management, and others)." Colleagues and management will both expect us to solve business problems, to join the systems discussions, to contribute to the strategic plans, and demonstrably to impact the organization.

An information management program's critical success factors will include

* effective client outreach

* knowledge of the industry

* knowledge of the company's structure and strategic initiatives

* embracing technology

* understanding IT appropriate use

* taking risks

* capitalizing on opportunities to assert our program and knowledge

Skills Development

Basic skills will improve by "stepping outside your comfort zone." People may have different ways of assimilating knowledge most effectively, but building skills comes only from doing. Those new to the field should try presenting, writing, or taking a leadership position in ARMA. The returns are well worth it. Ask anyone who has taken the "risk."

What kind of people should we be hiring? Do candidates have pertinent experience or education? Should graduates of library and information science programs be considered, persons with diversified work experiences, those with personal computing skills, and those with proven managerial skills? Once a person is hired, maximizing that person's possibility for success will include giving of our own time, directing time of co-workers to get to know each other and work effectively in teams, and providing appropriate training. Managing human resources is as crucial as marketing, finance, or operations.

How many of us consider ourselves good information managers? What makes us think so? Frequently we compare ourselves to other information managers. Is this really the way to prove -- or improve -- our value? Perhaps our views in general will change and drive us toward success if we begin comparing our contributions and basic competencies to peers throughout our companies. Think less about having a "complete" records program and more about adding the greatest value. Considering high-value efforts from a broader selection of projects and programs may also be an option.

Of course, there are benefits to comparing oneself to successful information managers. Such persons may possess marketing, financial, analytical, and project management skills that extend far beyond those limited to records related practices. Emulating someone else's superior process or product may prove a wise course. Why reinvent the wheel? In this age of reducing risks, imitating success is not only the sincerest form of flattery, it is good business.

Is a certified records manager (CRM) a better information professional who is more capable than one not certified? Not necessarily. As so many have said -- those with and without the designation -- success depends on many factors. Obtaining the CRM designation does, however, demonstrate understanding of a body of knowledge that is valuable in the work of those in the same field. Attaining and maintaining the CRM status demonstrates dedication to the profession and commitment to one's own education. Certainly this has value.

Knowledge Acquisition

One of the most valuable learning approaches for new information managers will be networking inside and outside the company. This methodology is associated with a particular "community of practice." Such communities reward sharing ideas and experience with reciprocal benefits that may lead to personal growth or valuable innovation -- or both. Such collaborative networks proliferate, but without contribution there will be no benefits received. Professional associations provide clusters of these communities within the larger framework. Making the most of such groups is an important investment in professional time.

If the purpose or value of a new product or market developed by your company is not clear, ask someone involved to explain it. People generally welcome such interest. Not clear on some corporate initiative? Is there an internally offered seminar or training addressing it? Problems keeping abreast of regulatory changes? Join a relevant ARMA ISG. The ISGs provide many resources -- newsletters, membership rosters, and other industry association links -- that help keep the practitioner in tune with the industry.

The most effective learning is active. The more we put into it -- questioning, discussing, testing -- the better we learn. The ISGs can play a major role here as well.

Several reference sources yield tremendous benefits at low cost. The corporate intranet can offer a wealth of information; much can be learned about the company as well as the efforts of your colleagues. Taking an interest in something a co-worker is involved in can create a new perception of you as a colleague. By using these simple techniques, you are creating allies and champions for your own program.

Other helpful sources include networking through universities, reading CIO and Information Week magazines, and talking with vendors about issues they see at other companies. There are opportunities to learn and resources to build upon in almost every effort made in the workplace. For instance, I realize the different mind-sets that colleagues have, but I've always found it very valuable to share ideas with people who have differing views. Many times adjustments can be made based on those discussions, and this leads to a much better idea -- and implementation -- for me and my company.

Conclusion

We all believe that businesses need sound information practices, but it is up to individual practitioners to stake a claim in information management. There is much more to success now and in the future than is discussed in textbooks on technique and technology for getting done day-to-day work.

Understanding the bigger picture will be increasingly critical. Understanding how senior managers think will be vital as well. Developing the understanding, the skills, and knowledge noted above are central features to our future success. Debbie Gearhart suggested during the 1998 ARMA International Conference that "[we must] adapt practices and position ourselves" so that we may achieve our goals in the new order. Take action. In the words of Ralph Waldo Emerson, "That which we persist in doing becomes easier -- not that the nature of the task has changed, but our ability to do it has increased."

BIBLIOGRAPHY

Stewart, Thomas A. Intellectual Capital: The New Wealth of Organizations. 1997.

Barry, Rick. "The Changing Workplace and the Nature of the Record." An essay available from http://www.rbarry.com.

David W. Smythe is Director, Records & Information Management (RIM)for Warburg, Dillion, Read, the investment banking division of UBS-AG. RIM supports all UBS-AG divisions in the North American region. Smythe's duties include records retention, imaging services, and related business, legal, and regulatory document control functions. In the past decade, Smythe has developed information management programs for financial services, pharmaceutical, manufacturing, and other industries. He has presented on topics including records management in mergers and acquisitions and converging information services. His education includes bachelor's and master's degrees in economics. The author may be reached at [e-mail].