Transcript of Northern Virginia Chapter The Old vs. New Records Manager.
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- Northern Virginia Chapter The Old vs. New Records Manager
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- Introduction Leigh Isaacs, IGP, CIP 30 + years of legal
experience 15 years of records & information management
experience
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- Paper based Back-Office Operation Little to No Interaction or
Integration with Other Departments Reactive not Proactive
Archival
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- Electronic Data are the Record Email Documents Email &
attachments Websites
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- Electronic Data are the Record Email Documents Email &
attachments Websites
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- Complex Technical Environment Enterprise systems Line of
business systems Departmental systems Multiple content creation
systems Multiple content management systems Cloud Storage Mobile
Devices
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- What Does it Take to Succeed? Do You Have What it Takes? How do
I Get Stronger? Training, Certifications, Degrees
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- "Ninety percent of what we call 'management' consists of making
it difficult for people to get things done. --Peter Drucker
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- Exciting time to be in this industry Change is not on the
horizon- it is here now and will continue to come Organizations
need our assistance BUTwe have to be ready to lead the information
management discussions from a position of strength and
expertise
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- Change management is a structured approach to
shifting/transitioning individuals, teams, and organizations from a
current state to a desired future state. It is a process aimed at
empowering employees to accept and embrace changes. In project
management, change management refers to a project management
process where changes to a project are formally introduced and
approved.individualsteamsorganizationsproject management
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- Get the seat at the table Understand your organizations
business Share Responsibility for Business Goals and Plans Run your
department like a business Measure Outcomes and Goal Achievement
not Processes Express Thoughtful Opinions, backed with data and
study
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- Harness the Benefits of Technology Recommend Programs for
People that Continuously Improve the Business Learn and Grow Every
Day Through Every Possible Method
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- Elevator Speech States who you are, what you do and what sets
you apart in your profession. Is concise and on track Is memorable
Has a hook to entice your listeners to hear more. Needs to be
practiced Feels friendly, enthusiastic, and sincere. Must feel
spontaneous
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- Focused skills managing physical records Service oriented
reactive to customer needs Modestly educated no graduate degree
necessary Tactical and operational part of the facilities and
operations team
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- Records Management Organizations ARMA International
www.arma.orgwww.arma.org AIIM The Global Community of Information
Professionals www.aiim.orgwww.aiim.org Federal and Industry
Specific Organizations SEC United Securities and Exchange
Commission - www.sec.govwww.sec.gov AICPA American Institute of
CPAs www.aicpa.orgwww.aicpa.org ABA American Bankers Association
www.aba.comwww.aba.com FFIEC Federal Financial Institutions
Examination Council - http://www.ffiec.gov/http://www.ffiec.gov/
Related Organizations IAPP International Association of Privacy
Professionals -
https://www.privacyassociation.org/https://www.privacyassociation.org/
PRISM Global Trade Association for Information Management Companies
- http://www.prismintl.org/ http://www.prismintl.org/
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- Information Governance Professional Certification ARMA
International http://www.arma.org/r1/professional
-development/certification http://www.arma.org/r1/professional
-development/certification Certified Information Professional AIIM
http://www.aiim.org/Training/Certif ication
http://www.aiim.org/Training/Certif ication
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- Challenges or Opportunities Analysis Paralysis Get your
information facts Benchmark your current maturity and determine
your target maturity Practice on some easy ROI projects Assemble a
cross-functional Steering Committee Build your strategy (the why)
and framework (the who)
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- IG as a Career Builder
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- Competencies (skills) without results are useless. Results
without competencies will be erratic, unreliable, and difficult to
replicate in new situations. By understanding the link between
competencies and results, we can identify and develop throughout
the organization precisely those competencies and perspectives that
will most help the company achieve its long-term strategic
objectives. (Dave Ulrich)
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- A serious thing happened on the way to the file room The
economy became global Time became a commodity Need for
collaboration became critical Organizational knowledge was found to
be a strategic advantage Technology became a real tool that enabled
and empowered all users Compliance to legal statutes and
regulations for records hit the news
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- Focus on Value Too much information Not enough time or
resources Information Fatigue Syndrome Doing more with less is
critical Efficient and effective go together Its all about
providing value to stay ahead
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- Information Becomes a Valuable Asset Properly managed
information has a tangible value as a key asset of the organization
Can support and protect the organization Creates competitive and
strategic advantage Mitigates liability Improperly managed
Information can destroy an organization
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- Opportunities Exist for Those who Seize It Too much information
not enough time and resources Executives need help managing this
asset IT can only do part of the job Compliance and risk management
are continuing areas of concern Policy, process, technology are all
equally important A realization that managing the information asset
requires professional management
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- Who is Worthy? The key is in providing value to the
organization that supports its strategic mission and is lasting in
impact Anyone in the organization can do it. Why not you?
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- Necessary Skills Presentation is everything Tactful to a fault
Articulate at all times Strategic in thinking Multi-multi tasking
required Business savvy gets you noticed
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- Needed Broad Knowledge Knowledgable in: Records Archives
Information technology Compliance Risk mitigation Business
Management Working understanding of The integration of records,
document management, email and other communications systems How the
organization benefits from the strategic value of the information
in its possession
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- Needed A Diverse Experience Different areas of operation
Finance, legal, operations Multiple industry perspective Corporate,
manufacturing, consulting Broad managerial roles supervisory,
management, senior staff Diverse personal interactions
multi-cultural multi-educational
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- Needed A New Attitude Confident Belief in yourself and your
abilities Positive Bringing solutions not problems Collaborative
The collective effort of the team is most important Open minded No
idea is a bad idea Respectful Treat others as we would want to be
treated
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- Needed Big Thinking Create a vision Think in conceptual terms
Maintain a strategic perspective Have and share big audacious goals
Connect your vision and plans directly to the core mission of the
organization Communicate concisely the whats, whys and whens
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- Needed Leadership Ability Confidence Commitment Courage
Character Credibility Dedication Passion
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- Doing What It Takes Drive the information evolution Be the
architect of the future Provide value from the information Prove
yourself as a leader Be proactive Be a key player in risk
management efforts See technology as a toolnot a solution Think
strategically
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- Staying At The Table Continually provide value to the
organization Build professional alliances into the future Be an
advocate for excellence Maintain your vision and passion
positively
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- Skills Is Understanding Information Management Enough? No.
Project Management Effective Communications Leading a team Managing
up, down and across the organization
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- Developed core values for team Empowered others to do work
Training
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- Managing Limited Resources
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- Strategic Considerations Org Structure where does records fit?
Staffing skill set of employees Training transform the new
knowledge worker Technology Program Development policies,
procedures, communication, end user training
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- How not to succeed in 10 easy steps Stay isolated Retain
paper-based focus Dont network Resist innovation Refuse change Dont
learn new things Adopt a small picture approach Lose sight of what
is important to business Abandon strategic vision Fail to sell
yourself
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- ARMA TOOLS RIM Competencies RIM Self-Assessment Sources of
Information Professional Organizations
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- Be a Priority Be Practical Be Relevant Be Innovative Be Open Be
Reasonable Be Involved Be Tenacious Be You
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- Understand stakeholders Administrative Management (HR, Finance,
Marketing, etc.) Business Intelligence Information Security and
privacy Ethical/Legal Compliance Firm Intellectual Property IT
System Administration/Infrastructure Knowledge Management
Litigation Support Records and Information Management Risk
Management
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- IG - Defined IG is an enterprise-wide approach to the
management and protection of a law firms client and business
information assets. An effective IG Program: enables lawyers to
meet their professional responsibility regarding client
information. recognizes an expanding set of regulatory and privacy
requirements that apply to firm and client information, and relies
upon a culture of participation and collaboration within the entire
firm. With IG, firms are better able to mitigate risk, improve
client service through increased lawyer productivity, and reduce
the cost of managing the information needed to support the
efficient delivery of legal services.