The information enterprise: new challenges new dimensions: RIM professionals have many opportunities to influence the development of a stronger profession and their own programs.

At the Core

This article

* describes seven issues important to RIM professionals

* Tells how RIM professionals can address these issues

* Encourages RIM professionals to help shape the profession

The systematic management of records and other information continues to grow in complexity, placing records and information management (RIM) professionals at the center of growing challenges and opportunities. Paul Light, in his book The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results, writes, "... high-performing organizations saturate themselves with information.... information [is] an essential resource for performance." Information enterprise is a good term to describe the strategic centrality of information in organizations. There is, however, a performance gap between what is and what might be. information is inadequately managed and underworked in many organizations. This article explores several current issues where RIM professionals can advance their own programs and strengthen strategic information management in general.

1. Help Organizations Reduce "Information Squandering"

Information is important but, ironically, in most organizations, particularly where the influence of information professionals is circumscribed, information is often mismanaged, misunderstood,

squandered, or regarded as a financial burden rather than as an asset. A few recent examples of what might be called "information squandering":

* A California driver renewing his automobile registration discovered that the department of motor vehicle's registration office could not access the records of the bureau of automotive repair's office where his car's smog certificate was on electronic file. He had to print out the certificate and mail it to the registration office. This was just one (extreme) example of "outdated and inconvenient.... antiquated and fragmented" information systems that left the nation's largest, wealthiest state "stuck in 20th century technology and business practices" and saddled with hundreds of "stovepipe" systems for e-mail, human resources, and procurement, according to a California performance review called Tools for the Digital Age.

* The 9/11 Commission report is a case study in information hoarding, fumbled handoffs between agencies, and incompatible systems. The report was particularly critical of the Federal Bureau of Investigation's (FBI) uncoordinated and outmoded systems. " ... the FBI's information systems were woefully inadequate. The FBI lacked the ability to know what it knew" reported the Washington Post in a January 14 article. More than three years after the attacks, a new $170 million FBI software system designed to help agents share information and access case files was scrapped before it was implemented because it was poorly designed and dysfunctional, the Post reported.

* Congress created a new agency to coordinate and streamline intelligence gathering and sharing, but its task seemed daunting. " ... we are incapable of storing, moving, and accessing information" declared Rep. Tom Davis, chair of the House government reform committee. "We spend $150 billion a year on information technology. You'd think we could share information by now. But we are still an analog government in a digital economy and culture.... The optimal weapon is information.... moved to the right people at the right place at the right time."

* The British investigation of how that government was so mistaken about weapons of mass destruction in Iraq found many examples of misreading the information, exaggerating the significance of isolated pieces of information, reaching conclusions based on flimsy evidence, and stretching thin information to make it more impressive.

* The U.S. commission investigating the American intelligence failure in Iraq reported that most of the information used by the Bush administration to justify the war was either worthless or misleading. For example, intelligence agencies failed to question key information that turned out to be unreliable from an Iraqi defector known as "Curveball." The commission cites " ... a lack of [intelligence] community focus on intelligence missions" which led to lack of sharing and a scattering of attention. "The fundamental barriers to information sharing are not a matter of technology; they arise from the legal, policy, and cultural 'rules' that pervade the system. That is why information sharing cannot be a matter of issuing one edict or adopting one technology," the commission's report said.

Several common factors account for this pattern of stunted use of information: missing leadership from the top or pressure to move too fast, cut corners, and skew the evidence to reach a conclusion the leader has signaled he or she favors; complacency with existing systems; a culture of information hoarding rather than sharing; adoption of technological "fixes" instead of addressing underlying business processes and goals; and inattention to fundamental information management practices such as usable filing systems and records schedules. RIM professionals can make a real difference in situations such as these by stressing the need for information planning, leading analysis of needs, developing strategies for tying information to organizational strategic goals, and identifying issues where more or better information would lead to successful approaches.

2. Balance Technology with Information

Information technology is essential to modern organizations. CEOs and other executives, however, often focus on information technology rather than on the value and usefulness of the information itself. Information management is not the same as information technology management. During the past couple of years, the business press has debated whether IT matters. Harvard professor Nicholas Cart suggested that, since IT's power and ubiquity have grown, its strategic and competitive importance has diminished. Carr stressed that "IT" means the technology, including hardware and software, used to store, process, and transport information in digital form and "does not encompass the information that flows through the technology or the talent of the people using the technology." This narrow approach missed the opportunity to discuss IT more imaginatively and to analyze the value of the 'I'--information--in the IT partnership.

In the ensuing debate, however, critics have issued rejoinders that do little to clarify the issue or deepen the discussion. Carr's critics say he underestimates the centrality of software, the real determinant of information use, and exaggerates the ubiquity of IT; what really counts is how IT is managed and applied; that Carr is wrong to advise avoiding innovative technology; and that his view that IT's transformational power is fading is premature.

RIM professionals can add clarity, depth, and context to this discussion. It is a natural part of their work. They understand the fundamental importance of technology as a tool but recognize the transcending value of the information itself. They understand IT in context and, in planning, then factor in institutional objectives, organizational culture, customer interest and needs, information politics, legal requirements, educational and advisory needs, and the actual uses to which the information is put. In short, they apply a level of insight and sophistication that goes well beyond just IT. One of their natural roles is to educate and explain the relationship between information and the technology that creates, stores, conducts, and presents it, and to ensure that sound records management principles are followed.

3. Contribute to and Shape the Discussion of Information Worker Productivity

How should we promote and measure information worker productivity? " ... improving knowledge and information worker productivity is now a top priority for senior managers across industries;' according to Accenture, but we are still using measures of productivity from studies of industrial workers making tangible products. Bigger IT budgets do not necessarily translate into more value; high-performance businesses often get more performance from their information systems while actually spending less on IT than average companies. Accenture says " ... information--about customers, the marketplace and their own operating performance--is the lifeblood of 21st century organizations." Accenture research suggests a framework of an "insight-to-action loop" as a decision-making process designed to produce maximum business value from information: scan the environment for the emergence of new problems, trends, issues, developments; carry out analysis; consider alternatives, select objectives, and decide on a course of action; transform the decisions into action; and monitor in order to evaluate, measure, and learn.

The Information Work Productivity Council is the focal point for research on how to measure the value of IT and enhance the productivity of information workers; the work is of great interest to industry because of its financial implications. RIM professionals need to have a strong voice in these discussions and can bring several insights: information professionals are needed to analyze, organize, and provide access to information; the role of people is more important than the role of technology; information is a resource that needs to be managed rather than having a laissez-faire approach prevail by default; retention and disposition issues need to be addressed; and legal considerations are very important in this age of widespread litigation.

4. Support the Evolution of the Role of CIOs

What is the appropriate role for the CIO in the information enterprise? More and more, records management programs are becoming part of the CIO's domain or finding it necessary to coordinate with that office. In some cases, RIM professionals are becoming the CIOs. This is a natural development for some RIM professionals with a leadership bent, a strong inclination toward service, and an ambitious view of the information field. CIOs as a group are becoming more sophisticated, less wedded to technology, and more encompassing in their missions. They need to be change-embracing, innovative, strategic, and "political" in the sense of building networks and support within the organization. Many CIOs are what Ralph Szygenda, CIO at General Motors, calls "intelligent caretakers" of technology and information, but they need to be "innovative business IT brokers" who will "help change the business" as they adapt quickly to economic change, competition, and changing customer demands. "We're either drivers of change or driven by it" he says.

Technology is expensive, but information is essential, notes Gartner Consulting, and therefore CIOs need to shift from "a cost-containment orientation to revenue enhancement and growth." Given the potential of information resources to contribute to the corporate bottom line (profits), this should be a natural step. "Business leaders must see IT as a direct contributor and accountable partner in growth or they will regard IT as a commodity input.... The core contribution of the IT leader's role centers on strategy, insight, high-level planning, and resource control," says Gartner Research in its article "Redefining the Rules of IT Leadership."

The CIO's work requires a high degree of imagination, versatility, and problem solving skills; an ability to think like an executive, understand enterprise-wide issues and take the long view; and the capability to meld insights about people, technology, and organizational objectives. RIM professionals may aspire to the CIO's position and may perform that role very well. But in any case, they need to encourage a focus on information policy and management, including the systematic management of records.

5. Facilitate Development of the Information Savvy CEO 

Success in the four issues previously discussed depends on having the person at the top of the organization--the CEO--understand the value and role of information and the need for its sound, systematic management. CEOs need ways to get information themselves to direct their organizations, understand trends, get forecasting and operating metrics, listen to their customers, and (particularly in light of the requirements of the Sarbanes-Oxley Act), know the operational and fiscal details of their own programs. According to Erik Sherman, in his article "Knowing What You Need to Know" in the publication Chief Executive, the CEO's challenge is "how to get what they need to know without being overwhelmed by useless information" and most CEOs "are unsatisfied with the quality and timeliness of the information they receive." Software is only part of the solution--most companies "are sitting on an unruly mass of incompatible software used in systems all originally purchased for specific reasons?' In addition, CEOs want "soft" information that is inside the heads of employees or company files.

Helping CEOs become more "information savvy" should be an important role for the CIO and other information professionals. CEOs need to deepen their understanding of the importance of information and its relationship with IT; creatively seek information from multiple sources; model good information use; initiate and support a culture of information sharing; ensure that information management is taken seriously by advocating it and including information management/application expectations in the workplans of their administrators; build in rewards for information applications that foster competitive advantage; and work closely with the CIO in developing organization-wide information plans and strategies. Information policy and business policy must be aligned and mutually reinforcing.

6. Help Shape the Next Generation of Information Professionals

In a time of great change, adequate preparation of up-and-coming information professionals becomes a major issue. Like the other issues in this article, this one is constantly changing and merits continuing attention. Clear statements of required competencies, educational standards, and expectations for continuing growth are essential. Several professional associations, including ARMA International, are at work on this issue.

One of the best visionary documents that captures the tenor and flavor of the work was developed by the Special Libraries Association (SLA). It says an information professional (IP) "strategically uses information in his/her job to advance the mission of the organization. The IP accomplishes this through the development, deployment, and management of information resources and services. The IP harnesses technology as a critical tool to accomplish goals." Information professionals manage information programs, information resources, information services, and information tools/technologies. They make sure that their programs and services visibly contribute in a strategic manner, including aligning their programs with the strategic direction of the parent organization; communicate the value of information to senior management; and contribute to senior management "strategies and decisions regarding information applications, tools and technologies, and policies for the organization."

In another promising approach, Australian archivists and records managers are developing a Statement of Professional Knowledge Required by Recordkeepers that defines core knowledge domains (needed to do the work); subsidiary domains ("that which enables the recordkeeper to work effectively in a range of work environments and to meet business and community expectations") and "other professional" domains (knowledge possessed by members of other professions but which recordkeepers need to understand in order to integrate related activities with recordkeeping work).

In the past, many people entered the RIM field from a variety of academic backgrounds and via a variety of career paths. In the future, it will be more common--and more important--for people to prepare deliberately for careers in the field and to pursue degrees in information management. Leading business schools now have concentrations in information systems and several information science programs have degrees that emphasize the real-world analytical and management skills. For example, students at Syracuse University's School of Information Studies who pursue the master of science in information management degree take such courses as management principles for information professionals, information systems analysis, managing information systems projects, behavior of information users, motivational aspects of information use, and strategic management of information resources. Educational programs such as these offer a blend of information technology, management, understanding of how people create and use information, and insight into the value of the information itself. This should be good preparation for success in the information enterprise of the future.

7. Monitor and Contribute to the High-Visibility Information Issues of the Day

A final point in this list of challenges and opportunities pertains to the larger information issues of the day. RIM professionals' work is demanding and time consuming but they--and their professional associations--need to invest time and energy to help shape issues that are determining the future course of information enterprise. A few current examples:

* What are the RIM implications of over-the-Internet telephony, whose use is predicted to rise dramatically this year?

* What are the productivity and the documentation implications of Wi-Fi and "smart" cell phones doubling as mobile computers that can handle e-mail and access the Internet?

* The courts seem inclined to define expectations for electronic information systems for e-mail and other documents that must be made available to the opposing side during the "discovery" phase of litigation. Where do the courts get their expertise and how do they develop these expectations?

* Radio Frequency Identification (RFID) technology is being used increasingly by Wal-Mart and other large companies to track and locate products and goods and manage inventory. What are the information management implications and how should they be addressed?

* How should weblogs ("blogs") be evaluated as information-dissemination mechanisms, what provision should be made to preserve at least the most important of them, and what guidance needs to be developed about access tools?

* How can we best address the security, accuracy, and privacy considerations of camera surveillance in our cities, biometric screening at U.S. airports, and the Patriot Act?

* What would constitute an acceptable solution (or solutions) to the problem of managing electronic records, how close are we to that solution (or solutions), and how will we know when we get there?

* What new monitoring and information dissemination policies and tools are needed to detect tsunamis of the magnitude that struck in the Indian Ocean in December 2004 and to quickly warn people of the threat?

* A record federal budget deficit and state budget shortfalls present an opportunity to shift toward digital government to promote efficiency and save money. How can we as a community help call attention to, and foster solutions of, the information management problems that e-government presents?

* The Bush administration is considering plans for a nationwide digital health information system, with patient records and other health-related data, as a means of improving the efficiency of the healthcare system and reducing costs. How should the information be stored and managed; what are the recordkeeping implications?

Leading Change

At the dedication of his presidential library in November 2004, former President Bill Clinton said that the role of a leader such as a president is "to understand and explain the time in which he serves, to set forth a vision of where we need to go and a strategy for how to get there, and then to pursue it with all his mind and heart." That--particularly the reference to understanding and explaining--is a good summary of what information professionals need to continue to do to both greet and shape the future of the information enterprise.

References

Australian Society of Archivists and Records Management Association of Australia. "Statement of Professional Knowledge Required by Recordkeepers" (2004) http://www/archivists.org.au. (accessed 24 May 2005).

California Performance Review. "Tools For the Digital Age." 2004. Available at http://cpr.ca.gov/report/(accessed 24 May 2005).

Carr, Nicholas. Does IT Matter? Information Technology and the Corrosion of Competitive Advantage. Boston: Harvard Business School Press, 2004.

--."IT Doesn't Matter" Harvard Business Review 81 (May 2003).

Clinton, William J. "President Clinton's Remarks at Library Dedication." 18 November 2004. Available at http://www.clintonfoundation.org/speeches.htm (accessed 24 May 2005).

Commission on the Intelligence Capabilities of the United States Regarding Weapons of Mass Destruction, The "Report." 2005.

Davis, Tom. "Davis Reappointed Chairman of the House Government Reform Committee" 6 January 2005. Available at http://tomclavis.house.gov/cgi-data/news/files/145.shtml (accessed 24 May 2005).

"FBI Rejects Its New Case File Software" Washington Post, 14 January 2005.

Gartner Research. "Redefining the Rules of IT Leadership." 1 July 2004. Available at http://www3.gartner.com (accessed 24 May 2005).

Harris, Jeanne G. "IT's Contribution to Business Value" Accenture research Note. January 2005. Available at http://www.acccnture.com/xd/xd.asp?it=enweb&xd=_ins\researchnote abstract_218.xml (accessed 24 May 2005).

--."The Insight-to-Action Loop" Accenture research note. February 2005. Available at http://www.accenture.com/xd/xd.asp?it=enweb&xd=_insresearchnoteabstract_222.xml (accessed 24 May 2005).

--."Understanding the Information Worker Productivity Challenge." Accenture research note. 10 May 2004. Available at http://www.accenture.com/xd/xd.asp?it=enweb&xd=_ins/ researchnoteabstract_211.xml (accessed 24 May 2005).

Hof, Robert D. "Is Info Tech All Washed Up?" Business Week, 24 May 2004.

Kirkpatrick, David. "Stupid Journal Alert: Why HBR's View of Tech is Dangerous." Fortune, 9 June 2003.

Light, Paul C. The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. New York: McGraw-Hill, 2005.

National Commission on Terrorist Attacks on the United States. "Report." 2004.

"Review of Intelligence on Weapons of Mass Destruction-Report of a Committee of Privy Counselors." London: The Stationary Office, 2004.

Schrage, Nicholas. "Why IT Really Does Matter" CIO, 1 August 2003.

Sherman, Erik. "Knowing What You Need to Know" Chief Executive. December 2004. Available at http://www.chiefexecutive.net/depts/management/204.htm (accessed 24 May 2005).

Special Libraries Association. "Competencies for Information Professionals of the 21st Century,' June 2003. Available at http://www.slcaorg (accessed 24 May 2005).

Syracuse University School of Information Science and Technology. "Academic Programs/Curriculum/Master of Science in Information Management" 2003. Available at http://www.istweb.syr.edu/academics/graduate/msirm (accessed 24 May 2005).

Szygenda, Ralph. "The CIO: From Caretaker to IT Broker." Optimize, December 2004. Available at http://www.optimizemag.com (accessed 24 May 2005).

Bruce W. Dearstyne, Ph.D., is-Professor at the--College of Information Studies, University of Maryland, where he also served as Interim Dean, 2001-2004. He has more than 30 years of experience in records and information work. He is the author of many articles and several books, including Managing Government Records and Information, published by ARMA International.