Transitioning to Modern Records Management: Strategies for Success in a Changing Environment

1. The Old vs. New Records Manager Northern Virginia Chapter

2. Introduction • Leigh Isaacs, IGP, CIP • 30 + years of legal experience • 15 years of records & information management experience

3. Paper based • Back-Office Operation • Little to No Interaction or Integration with Other Departments • Reactive not Proactive • Archival

4. Electronic Data are the “Record” • Email • Documents • Email & attachments • Websites

5. Electronic Data are the “Record” • Email • Documents • Email & attachments • Websites

6. Complex Technical Environment • Enterprise systems • Line of business systems • Departmental systems • Multiple content creation systems • Multiple content management systems • Cloud Storage • Mobile Devices

7. What Does it Take to Succeed? • Do You Have What it Takes? • How do I Get Stronger? • Training, Certifications, Degrees

8. "Ninety percent of what we call 'management' consists of making it difficult for people to get things done.“ --Peter Drucker

9. 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 • BUT…we have to be ready to lead the information management discussions from a position of strength and expertise

10. 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.

11. Get the seat at the table • Understand your organization’s 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

12. Harness the Benefits of Technology • Recommend Programs for People that Continuously Improve the Business • Learn and Grow Every Day Through Every Possible Method

13. 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

14. 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

15. Records Management Organizations • ARMA International – www.arma.org • AIIM – The Global Community of Information Professionals – www.aiim.org Federal and Industry Specific Organizations • SEC – United Securities and Exchange Commission - www.sec.gov • AICPA – American Institute of CPAs – www.aicpa.org • ABA – American Bankers Association – www.aba.com • FFIEC – Federal Financial Institutions Examination Council - http://www.ffiec.gov/ Related Organizations • IAPP – International Association of Privacy Professionals - https://www.privacyassociation.org/ • PRISM – Global Trade Association for Information Management Companies - http://www.prismintl.org/

16. Information Governance Professional Certification • ARMA International http://www.arma.org/r1/professional-development/certification • Certified Information Professional • AIIM • http://www.aiim.org/Training/Certification

17. Challenges or Opportunities • Analysis Paralysis • Get your information facts • Benchmark your current maturity and determine your target maturity • Practice on some easy ROIprojects • Assemble a cross-functional Steering Committee • Build your strategy (the “why”) and framework (the “who”)

18. IG as a Career Builder

19. 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)

20. 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

21. 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 • It’s all about providing value to stay ahead

22. 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

23. 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

24. 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?

25. 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

26. 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

27. 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

29. 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

30. 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 what’s, why’s and when’s

31. Needed – Leadership Ability • Confidence • Commitment • Courage • Character • Credibility • Dedication • Passion

32. 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 tool…not a solution • Think strategically

33. 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

34. Skills – Is Understanding Information Management Enough? • No. • Project Management • Effective Communications • Leading a team • Managing up, down and across the organization

35. Developed core values for team • Empowered others to do work • Training

38. Managing Limited Resources

39. 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

40. How not to succeed in 10 easy steps • Stay isolated • Retain paper-based focus • Don’t network • Resist innovation • Refuse change • Don’t learn new things • Adopt a “small picture” approach • Lose sight of what is important to business • Abandon strategic vision • Fail to sell yourself

41. ARMA TOOLS • RIM Competencies • RIM Self-Assessment • Sources of Information • Professional Organizations

42. Be a Priority • Be Practical • Be Relevant • Be Innovative • Be Open • Be Reasonable • Be Involved • Be Tenacious • Be You

43. 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

44. IG - Defined • “IG is an enterprise-wide approach to the management and protection of a law firm’s 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.