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Information Management Impossible to Ignore

CILIP Conference 2015 July 2nd

© Beaworthy Consulting 2015

Sandra Ward, Beaworthy Consulting and Senior Associate TFPL Ltd.

Presenter

Presentation Notes

Aspects of IM I want to discuss? The long view – looking backward to go forward Getting involved in IM How I’ve seen IM evolve The activities The techniques The professional skills

Information environments IM dividends and penalties Essential elements for effective IM Information Professionals - opportunities and

barriers today


Firstly – do we all agree on the scope of IM ?

“All the activities that contribute to the effective creation, acquisition, recording, organisation, storage, distribution, flow, use, exploitation and protection of information in an organisation .......... ”Undertaken and MANAGED so that these activities and information assets contribute to the effective and efficient operation of the enterprise and its ability to achieve its objectives”


IM pre-1970


1920s- 1940s

• Aslib formed in 1924 – ‘special library’ focus -Information Management in business and industry on the agenda

1950s

• Aslib’s Handbook of Special Library and Information Work, 1955

• Institute of Information Scientists , P-D-R, PDG

1960s

• City and Sheffield - MScs in Information Science• Information Science R&D - Cranfield Text retrieval;

Assassin/Stairs; CAS; NLM MEDLARS; Elsevier; Derwent Ringdoc & Patdoc

Beaworthy Consulting 2015 © Beaworthy Consulting 2015

Moores Modern Methods Binders

R&D needs published

information!

R&D needs access to its own results

The 1970’s - opportunity beckons

Visionaryinformationleadership

Focus –Innovation

QSAR

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Beaworthy Consulting 2015 © Beaworthy Consulting 2015

The 1980’s and 90’s – expanding opportunities – and skills

Regulation – GxP, FoI, DP Archives, Records Management • Document management• Word processing standards• Email standards • Text retrieval systems –internal, external information • Systems Architecture• CBIS, Fast Follower • Competitor Intelligence• End user access - PC computing support

Information Technology• Networks• Online access• Software

• text creation • text organisation • email •data management• text and data mining

• PCsHuman genome Chemoinformatics, Bioinformatics

World Wide Web

Internet, Intranet, Content management

Knowledge Management Communities, social software

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Organisational environments Growing recognition of

information as an asset and the need for IM


Information Resource Management “We are drowning in paper work” (1977, US Govt Commission

on Federal Paperwork ) “IRM - a comprehensive approach to planning, organizing,

monitoring, & controlling the people, processes, funding and technology for acquiring, sorting, processing and distributing data for organisational benefit ” (1985, Horton)

Information Mapping (1988, Horton) “The information revolution is sweeping though our economy

stimulated by IT ” (1985, Porter) “Information is a vital resource for every organization, like

personnel and finance ” (1990, CCTA) “Information as an asset: the invisible gold mine” but... “ a

yawning gulf between organisations’ growing recognition of the value of information as a strategic asset and their ability or inclination to manage it as an asset...” (Reuters,1995)


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The forgotten report? Hawley Committee, 1995

“All significant information in an organization, regardless of its purpose, should be properly identified, even if not in an accounting sense, for consideration as an asset for business. The board of directors should address its responsibilities for information assets in the same way as for other assets – e.g. property, plant. This implies a new approach to how information should be treated and requires a board to make clear to management what actions it wishes to be taken and who is responsible for action and compliance”.


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Hawley Information Checklist


Is the information Board uses necessary and sufficient ?

Is Board advised on information relevant to our agenda ?

Does our use of information comply with laws and regulation?

Information lifecycle ? Roles & responsibilities ?

Right capabilities,skills and roles to enhance, information assets?

Is our information protected against

loss , unauthorised access ?

Are we harnessing our information assets? How do we know?

Is our IT systems strategy driven by our business and information needs?

Information Policy defined? Compliance measured?

Have we identified information assets of most value?

Can all operations rely on accurate, relevant, timely information?

And what sort of information was Hawley talking about?

Markets and customers Products – intellectual property and capital – technologies Specialist sector knowledge – often personal Business process information that underpins the workings of the

business Management information, particularly that on which major policy,

competitive decisions or strategic plans will be based Human resource information (e.g. skills databases, knowledge) Supplier information Accountability information e.g. legally-required information

including shareholder information, health, safety and environmental information

The intangible assets critical to business value and growth


And in 2015? The Digital Revolution: IM

challenges have only increased


Information is exploding! • Growth unstoppable : all organisations are now information centric • Velocity, volume and variety on the up....

– EMC forecasts: digital universe will grow to 40 zettabytes by 2020 - 40% each year -

– IDC forecasts: useful data in the digital universe will almost double by 2020

– Gartner predicts data growth of 800% by 2018 (80% unstructured) – Internet of things: a major stimulus driving data growth; mobile and

customer driven content are drivers too • 51 percent of CIOs surveyed are concerned that the digital torrent is coming

faster than they can cope with and 42 percent don't feel that they have the talent needed to face this future Gartner 2014

• Reputation/brand/ competitiveness/ failure to innovate - top 20 risks, - AON 2015

• By 2017 a third of “Fortune 100 organisations will experience an information crisis due to their inability to value, govern and trust their enterprise information” Gartner 2014


INFORMATION CHAOS?

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Gartner Emerging Technologies Hype Cycle August 2014 – It will get worse!

Information – hard to locate! Although 75% of respondents agree that access to information is very

important to the organisation, in only around 15% of cases are employees totally satisfied with the performance of the search applications - 2014 Findwise

If information cannot be found easily – rework is the consequence – Knowledge workers spend 90 % of their time working to solve challenges that

have already been solved in their organisations, 2014 Coveo

Managers making difficult decisions are much more likely to go to people they view as knowledgeable than to look for information in a database. The impact of interruptions on productivity is significant - 2015 White

The average interaction worker spends an estimated 28 percent of the week managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. As messages become content and a searchable record of knowledge, this can reduce, by as much as 35 percent, the time spent searching for information 2012 Mc Kinsey

An organisation employing 1,000 knowledge workers wastes over $5.7 million annually searching for but not finding information IDC 2014


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. .

We need information management! • The need to make the most of organisational knowledge – to get as

much value from it as possible – is even greater now than in the past• Companies are finding themselves with piles of information within

multiple channels, locked away in silos – different systems, different departments, different geographies and different data types

• This makes it impossible to connect the dots and make sense of critical business information

• New computing models like cloud and social business are exacerbating organizations’ ability to collect, analyze & process data

• The data is there, but it isn’t being harnessed in the right way to increase our collective knowledge

• And it is our collective organizational knowledge that gives us the edge over our competition. Coveo, 2013, Measuring the return on knowledge in a big data world

Joining up silos is key! © Beaworthy Consulting 2015

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Benefits to be gained from IM


Business Intelligence

Market Intelligence

Competitor Intelligence

Environmental Intelligence

GovernanceCompliance

Sustainability Evidenceinformed DecisionsRapid

Information flow

ProcessImprovement

IncreasedProfitability

Swifter Product

Development

Cost reduction

Improved use of

resources Speed to market Increased

Productivity IncreasedROI

Agile Business

Operational Efficiency

InnovationCreativity

EECustomer

Responsive Security

Risk containment

Improved planning

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Presentation Notes

Realising benefits - critical questions • How do we manage the risk of growing volumes of CONTENT?

Can we identify our core information ASSETs? • Can folk FIND what they need and rely on it? Can we meet

their expectations for information ACCESS? • How do we PREVENT information leakage? Are we managing

the risks of securing content? • How do we TRANSFORM our content-intensive business

processes? • How do we use content to better ENGAGE employees,

partners and customers?• How do we get any business INSIGHT out of all the information

we are creating and gathering? Can we apply analytics to it • How do we make information management PROCESSES fit for

purpose? AIIM 2014


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Resolving information chaos – up to us?

Complexity, Challenge, Opportunity


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!”

Delivering information management


InformationTechnology

InformationManagementProfessionals

OrganisationalLeaders

Subject experts

Organisational Functions

Cooperation Partnership

© CILIP

An information management framework

Information Management Vision and Strategyembracing documents, data, records

Organisational Strategy

Information governance - policies, processes, procedures, standards

Each pillar supports

implementation of information management

Culture, behaviours, responsibilities and IM skillsunderpin effective information management

Leadership

Programm

e G

overnance

Resources

Technology

Evidence M

etrics

Road m

apIM

InitiativesInformation Architectures

Presenter

Presentation Notes

Discussing each element in depth is beyond the time we have here. The totality is daunting – but it reinforces the necessity for an integrated approach and it is logical and proven - these features appear in many recommended approaches for improving IM The framework puts business strategy on top. Reinforcing Hawley ’s message, IM vision and strategy have to position information as a key asset for the organisation, be shaped by organizational direction ,and must include all types of information . A sound analysis is needed of its critical information assets; their purpose; the interrelationships between information in different domains, and where content and its structure get in the way of business. The strategy must define priorities for improvement and ensure that mechanisms are in place to respond to new business circumstances - external and organisational change . The vertical pillars begin with leadership and governance. A senior leader needs to be charged with accountability for definition and delivery of the strategy.! Effective information governance includes defining the roles and responsibilities which will ensure information is effectively managed, information quality sustained, and that accountability for good IM practice operates throughout the organization. Resources include time , money and technology, guided by the organisation’s needs – not other way round ! Current platforms need review as strategy is formulated. So many systems -where are the gaps– which ones need to interact? – can they exchange information without losing its context? Does sensible enterprise content management exist? The final pillar stresses the importance of measuring achievement – the key feedback and learning loop The roadmap is central. And IM improvements do not start with a clean slate. The likelihood of one single corrective project is infinitesimal. The strategy provides direction and priorities – projects deliver it. These may be specific IM focused initiatives – information standards – anew search engine; But the IM component of any current or planned business project needs to align with and contribute to the IM direction. This ensures that each project progresses better than it would have and every KM, IM and data management activity yields value. Sound information management requires well designed policies, processes, specific procedures, and standards , common methods for managing information - processes for ensuring information quality. Underpinning all of this is a information, data and knowledge architecture designed by focusing on /anticipating the organization’s needs to ensure that information systems and the information resources that they support are integrated sensibly and that access to content is simplified so that enterprise search works! . And most importantly the organisation’s culture must emphasises IM’s importance and foster the skills and sense of responsibility that all staff have to make the strategy work. Leadership again.............. All common sense – but not always common practice. In an organization I worked with recently, we characterised their IM as a set of local “cottage industries” with a mix of good and bad practices. “ The principal cause - an “ applications centric” approach in which information management (IM) systems have been introduced piecemeal to meet specific local requirements – the result – silos and duplication - a complex and disjointed information environment. And I’m amused every time I look at a Gartner report from 2012 ‘Prepare to be an information leader’ - recommending that CIOs acquire the skills and methodologies needed to become a strategic information advisor and to understand and quantify the value of information and its contribution to the business! IT managers are advised to acquire the information skills needed to use information strategically . Others in IT are advised to identify themselves as information professionals ! See 2014 IDC K Quotient too p17.

The Knowledge Quotient


The Knowledge Quotient is a score developed by IDC that identifies an organization's ability to unlock the hidden value of information by its current state of information access . Those with high scores are significantly more able to unlock the value from their organization’s information assets. IDC Coveo 2014

Presenter

Presentation Notes

I mentioned measurement and thought you would be interested in this model which suggest four factors likely to affect an organization's ability to unlock the ‘hidden’ value of unstructured information via search and content analytics. The calculation used a matrix of measurements of process capability, technology, the sharing and reuse of information and the extent to which the organisation sees information as an asset. IDC’s survey ( sponsored by several information solutions companies) explored organization’s information access and handling processes. 2155 knowledge workers ( who use the Intranet and a computer for creating, sharing, accessing or inputting information) were involved and case material sought in in-depth interviews . From the survey IDC identified about 10% of the survey cohort to be in the 90th percentile, and defined these as KQ Leaders. Martin White commented ironically on the results “The scores of others are substantially poorer to the point of wondering how they manage without information!” Fragmentation of systems is a factor – the information is locked in file shares, content management systems, intranets, bespoke systems and the rest. Knowledge workers reported that they found what they needed only 50% of the time. 16% of the working week is spent searching for information and this work is wasted when the relevant information cannot be found. 72% of the Leaders (against just 25% of the Others) cited unstructured information access and analysis as very important for revenue growth. One of the themes of the report is again a growing requirement for unified information access across multiple repositories and applications. 2014 IDC –Coveo and http://www.intranetfocus.com/archives/1938

Resolving information chaos

What can information management professionals

contribute?


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Presentation Notes

!”

Information Professionals – an evolving classification

FAMILY: Hominidae GENUS: Information professional SPECIES: Digital Librarian, Digital Archivist, Digital

Curator, Digital Steward, Digital Media Manager, Digital Asset Manager, Data Curator, Knowledge Manager, Records Manager, Content Manager, Information Accountant, Information Architect, Digital Strategist, Information Technology Analyst, …and many more species yet to be catalogued.

TRADITIONAL HABITAT: libraries, archives , and museums MODERN HABITAT: ubiquitous Deborah Fanslow 2015


Info Pros – Big Data


Where should we focus?

What are our roles?

The opportunities from big data are limitless

Info Pros – areas to contribute IM essentials • Vision and Strategy• Business Opportunity• Information policy and

standards - quality & access • Information Architecture• Information organization:

standards and structures• Info. quality / consistency• Governance, risk and security

management • Rights Management

Info Pro Toolbox• Information Audit, User needs• Audit, Business process analysis • Information policy and

standards – quality & access • Logical Designs for navigation• Metadata, taxonomy,

classification, indexing, ontology • Content verification • Information lifecycle, records

management and archiving • Copyright and contracts


Info Pros – areas to contribute IM essentials Data set identification Data set verification Vendor selection Enterprise search Analytics tools Content curation Database management Culture and IM skills Business, Competitive,

Environmental Intelligence

Info Pro Toolbox Source identification Source & content verification Vendor selection Expert search knowledge Analysis , text & data mining Knowledge Management Database, info. asset mgmt Training and culture change Expert scanning, searching,

research, analytics, visualisation


Getting involved – the barriers


Visibility?

Strategic Influence

? Skills

Recognition?

IT?

?

Presenter

Presentation Notes

Info Pros – securing a place • Look at your organization through an IM lens – find out what

is happening in IT and business functions on IM • Think strategically – big picture• Identify IM barriers and their consequences

– information assets invisible and/or replicated– search suboptimal

• confusion and duplication of results • known information lost, work repeated

– business processes, big data direction impeded by poor information.... currency, quality and identification, relevance.....

• Audit your IM skills, find routes to exploit & extend them • Cultivate the stakeholders you need to convince – IT! • Prioritise opportunities; don’t oversell - play the long game


A Multitudeof TalentsandPotential

Information Management Impossible to Ignore

Thank you [email protected]


Sandra Ward, Beaworthy Consulting and Senior Associate TFPL Ltd.

Presenter

Presentation Notes

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The Long Viewcilipconference.org.uk/wp-content/uploads/... · “IRM - a comprehensive approach to planning, organizing, monitoring, & controlling the people, processes, funding and