WHAT EXECUTIVE THINKS ABOUT INFORMATION MANAGEMENT

8/8/2019 WHAT EXECUTIVE THINKS ABOUT INFORMATION MANAGEMENT

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Information management (IM) is the collection andmanagement of information from one or more sourcesand the distribution of that information to one or more

audiences. This sometimes involves those who have astake in, or a right to that information. Managementmeans the organization of and control over thestructure, processing and delivery of information.

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` The organizational structure must be capable ofmanaging this information throughout the informationlifecycle regardless of source or format (data, paperdocuments, electronic documents, audio, video, etc.) for

delivery through multiple channels that may include cellphones and web interfaces. Given these criteria, we canthen say that the focus of IM is the ability oforganizations to capture, manage, preserve, store and

deliver the right information to the right people at theright time

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Good Decisions Depends on Good Information:

Information is the foundation on which decisions are made.

To make strong business decisions we should have the best, mosttimely information. If we dont have the correct information, we may

make faulty decisions.

Good decision making in turn is based on the rapid acquisition of

the proper amount and kind of data, building a framework fordeciding, moving forward, and incorporating feedback from pastdecisions as the feedback becomes available.


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IM Must Align With Organizational Goal :

The key things for the future are to stay connected to thebusiness, to align with business strategy, and beproactive.

This includes the capacity to ensure that the trainingmeets acceptable design and evaluation standards, fitsthe requirements of the job being targeted and is alignedwith organizational goals and values.

Integrate into the business. Know what the CEO is aboutand work to that. Stay ahead of industry trends and beproactive about serving information around those.


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More visibility required:

Who? and What? are frequently asked when thelibrary is mentioned because people at the VP level arent aware of it. Libraries add an incredible amount ofvalue but they can improve their value by better communicating to executives what the library can do for

them.


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Holistic view of information:

externally procured information and internally generatedinformation holistically as one body of information.

findability and that information assets are logically andcogently linked together.

The IM group specializes in connecting people with what

they need. They provide an architecture a map ofwhere all the company information assets are and howthey relate to each other


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Challenge of performance measure:

Quantitative measures are important, but the biggestimpact would be to get some good wins with executives.Find an issue that an executive cares about and wow

her or him with research and information about it. Couplethis with cost justifications. Especially for those for whomvalue of the information function isnt intuitive, this willhave impact.


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Go mobile

Blog your ways into executive radars.

Monitor and report in to the competition.

What the internet got that you havent.

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Capturing and understanding executive requirements byholding regular meetings or creation of regular advisorygroups

One of the Outsells research shows reveals many

avenues to be considered:

Go mobile. -Matching up an executives businessfocus and requirements with a targeted news feed

delivered to her PDA is a customized and easy way toput real time, critical information literally in the hands ofa decision-maker whenever and wherever she needs it.

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Blog Culture: - By getting a handle on your top executives blog preferences and sources you have theopportunity to connect them to other, similarly valuablevoices and communities that they may not know about.

Keeping an eye on the competitive market: - It is critical to understand the business and the competitivelandscape in order to deliver the right stuff to theorganization. IM has an additional opportunity to pump

up the value of competitive tracking by summarizing,synthesizing, and providing analysis in an easily digestible format.


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Appoint someone to do the Job:-Informationprofessionals might consider a specially designed, high-

touch, highly customized tier of service to drive downwasted time and ratchet up productivity around executive information consumption.

Choosing between internet and intranet- It is imperative for information professionals to differentiatetheir role and value within the competitive information

landscape and articulate that value to executivesthrough increased visibility, promotion, and awareness.



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Executives are clear about the importance and value ofinformation . Theres one magic bullet when it comes tometrics, that is to tie IM deliverables to business impact,both short-term and long-term.

Following recommendations would surely help IM leaders

Talk to Your Own Executives:- Nothing can substituteinformation about your organization. Use this knowledgespecifically to guide IMs direction, strategies, and plans.


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Segment andTarget YourAudience:Know what ismeaningful for different players and deliver according towhat youve learned. One size fits all doesnt work at thislevel.

Show Value throughAction:Send the IM valuemessage to executives by working to executives painpoints and delivering something unforgettable.


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Drive Awareness of IM: Use the delivery point of your research as an opportunity to talk some more with executives tostay visible and cement awareness . Use the opportunity tounderstand how else you can partner with the executive and hisor her group.

Enlist ExecutiveSupport:- Enlist your managing executives tohelp drive awareness: provide success stories, data, or soundbites that they can use when talking to their peers in their ownoperations or budget reviews, strategic planning sessions, etc.

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Think Like an Executive:- Consider everything you doin terms of whats in it for them and be prepared toarticulate your function that way .

Think Expansively:- take your cues accordingly toidentify snarls or barriers to information flow within theorganization and then propose a team or a project toaddress them


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THANK YOU

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WHAT EXECUTIVE THINKS ABOUT INFORMATION MANAGEMENT