Stuck in the Middle (of Information Management) With You

If you’re reading this, you already know how valuable it can be to better manage your organization’s business-critical information, and improve the business processes that make that information available to those who need it, when they need it. (Information governance to the rescue!)

If you’ve tried doing this, then you probably also know how hard it can be to convince your higher-ups that it’s worth the time and effort to achieve these outcomes – and you may have experienced resistance from the ranks as well, where the attitude tends to be: “What do you know about how I do my job?!”

The question then is, “how do I soften this rock and hard place so I don’t get squeezed in the process?” (more…)

Overcoming IG-Related Post-Election Stress Disorder

 

Can’t sleep.
Can’t sit still.
Can’t concentrate.

No doubt about it, I have Post-Election Stress Disorder (PESD).

  • I worry what any new policies will mean for my clients, especially those in highly-regulated industries (e.g., utilities).
  • I worry their concerns about the economy will lead to short-sighted decisions regarding long-term programs (like information governance).
  • I worry they’ll become defensive and withdrawn as any new directives require a distinct change in philosophy (e.g., more or less transparency during audits).

I beg you: put down the chalupa, back away from the ledge, and don’t worry, be happy. Whether your candidate won or lost, our IG-related PESD is nothing we can’t handle – together.

They’re Just Tools

Spare us the anthropomorphism – infogov solutions are just tools. They’re neither good nor bad, transformative nor ordinary, effective nor ineffective. They simply are what they are.

We, on the other hand, project our own expectations and perspectives upon them and characterize them accordingly, even when we don’t prepare ourselves properly for their use.

A hammer used to bang nails into wood is thought to be a good thing. A hammer used to crush a skull isn’t. But in the end, it’s just a hammer. The goodness and badness is all us.

The same is true of any software solution you can think of, for whether it ends up throwing off business value – without which we would classify it as “bad” – is entirely up to us.

If we don’t do our diligence up front by first thinking through our requirements and our budgets and our timetables, we risk dooming our entire project to disappointment. Not because our solutions are no good, but because – just as with hammers – it’s not their fault if they aren’t used properly.

They are, after all, just tools.