ARMA LAS VEGAS OCTOBER CHAPTER MEETING

1. ARMA LAS VEGAS OCTOBER CHAPTER MEETING ANITA WARD CEO, SIGNATUREWARE CORPORATION

2. THE COOL KIDS ARE IN VEGAS WHY AREN’T THEY TALKING ABOUT US?

3. MY RECORDS MANAGEMENT RANT ANITA WARD CEO, SIGNATUREWARE CORPORATION

4. IMAGE AND BRANDING • Everyone wants cool technology • But like a bad episode of Friends, this new world of technology is a cozy chat over lattes with no controls • Image and brand are based on perception: • Cool freedom vs. structured control • Openness vs. compliance • Socks vs. SOX • James Dean vs. the Cops • The profession of RM has changed, now the perception must change too • JT … Bring Sexy Back

5. A STRATEGY MODEL

6. THERE IS A PENALTY FOR LONGEVITY • Must re-think basic tenets or they become blocks to progress • Records managers are accustomed to thinking of themselves as belonging to a new discipline whose value is just being recognized • REALLY? • In the 6th century The Emperor Justinian said,” Let your Eminence give orders throughout each and every province that a building be erected in which to store the records …

7. THE BRAND CALLED YOU WHAT IS THE BRAND?

8. What is the brand perception? • Compliance • Controls • Divorced from day-to-day business • Cost Center • Overly complex … enterprise • Standards • FOIA, SOX, Data Protection Act • Monolith • If the brand was a character, who would it be? A car? A color? A single word?

9. THE BRAND CALLED YOU WHAT CHANGE IS THE BRAND EXPERIENCING?

10. CHANGE ONE: The Nature of the Record • Definitional perspective: Records are the evidence we leave behind from the transactions we carry out. Definition is several decades old, but is the accepted rule. • A record is recorded information, regardless of physical form or characteristics, created in the course of an institution’s business • What is the record? What is evidence? • In a collaborative, open world, RM no longer manages individual objects with finite life-spans. In the collaborative new world, RM manages links, threads, conversations, and contexts. • A powerful global conversation is underway. People are discovering and inventing new ways to share relevant knowledge with blinding speed … markets are getting smarter and faster than most companies. These markets are conversations. They are genuine. They are human. • Definition implies that a record must be tangible which is confusing in a digital world … fluid, manipulable, decoupled from physical format, transitory • Electronic records yield greater challenges • The nature of the conversation is inherently seditious, undermining centralized authority. • Google Wave … everything is geared around content … email, blogs, wp, dpcument … all are inconsequential …what matters is content and the conversation it represents • Higher customer expectations • Accessibility challenges

11. CHANGE ONE: The Nature of the Record • Traditionally, RM professionals have made the distinction between information and records • Is this really the best perspective, or just the easiest? The distinctions have blurred considerably. • In contrast with the records definition, information is more than evidence. • Drucker” data endowed with relevance and purpose • The use of information is what makes it important • People and behavior need to be at the center of both discussions

12. CHANGE ONE: The Nature of the Record • Brand implications • New definitions lead to new ideas • Information has been re-conceptualized and is thought of as equal in importance to people and financial assets • The output of collaboration is a business transaction, or evidence of one • Even as an end in itself, collaboration requires some controls to work effectively: authentication, versioning, access control, audit trails … • Knowledge and information management have “intellectual curb appeal” – embracing them as segments of the RM discipline expands the brand and offers brand halo. Convergence will present synergistic results. Without convergence, the “seductive” technologies will displace the “less glamorous”. • Similar goals … make accurate, relevant info available when and where needed. KM literature generally ignores records … calling them “explicit knowledge” … dismissive.

13. CHANGE TWO: The Role of Paper We are almost there … the Holy Grail … the paperless office Unfortunately, this is a behavior change and HUMANS LOVE PAPER (so do RM professionals)

14. WE CREATED IT. WE ENSHRINED IT. WE REPRODUCED IT.

15. WE MISS IT WHEN IT’S GONE.

16. CHANGE TWO: The Role of Paper • In a paperless world, RM professionals need to develop new frameworks and enter new discussions • EDM and RM will increasingly become a part of the underlying infrastructure with an even greater degree of automation • RM cannot dismiss the Web 2.0 world as “information” • The perception of records as static, recorded, tangible, created, tied to a format (costs) • This contrasts significantly with electronic information that is changing, updating, refreshing, instantaneous (revenue) • This is not about technology but rather about behavior • Why does an individual worry about classification schemes and descriptive metadata when they have Google and Accutag? • Why should someone worry about retention policies when storage is so cheap?

17. CHANGE TWO: The Role of Paper • Brand Implications • The world is changing fast. • Strategically positioning RM for the future reinforces its relevance. • Links RM to organizational benefit, not just cost • RM needs to assume a higher profile in the organization, or senior management will focus elsewhere as the business pressures arise.

18. CHANGE THREE: RM Systems • RM technology and systems are all about “big thinking” • Size and scale are overwhelming • Everything must be transformed • Due to their size, the enterprise systems have homogenized the solution (RM one-size-fits-all) • “If it is a mess to begin with, then it will be a mess at the end” • The rest of the world has shifted to widgets • Simple specific applications designed to solve specific problems • RM has been looking at the problem from the wrong end of the telescope • Organizational vs. individual perspective • Need small solutions that solve specific problems

19. CHANGE THREE: RM Systems • Brand Implications • Enterprise systems will reinforce the unwieldy perception of RM. • Small focused solutions will demonstrate the agility and benefit of RM

20. CHANGE FOUR: Models of Work(ers) • HUMANS DON’T HELP THE SITUATION! Worker behaviors must be accommodated by RM strategies. • ME – protectionism, isolation, hierarchy, walls, single data repositories, standalone applications • Unilateral ME – Push-based sharing, knowledge as needed, closed communities, structured teams, semi-permeable walls, shared repositories, channeled communication • TeamME – team focused, shared repositories, knowledge seekers, closed communities, limited networks, cross-team collaboration, intranets, extranets, groupware • ProactiveME - Push/pull 24/7. network, extended enterprise, semi-automatic collaboration, personalized web, portals, dashboards • BilateralME – Proactive community building, knowledge management, collective intelligence, strategic collaboration, open source, social networking, information management/taxonomies • WE – social, profiling, virtual teaming, collaborative content development • EnterpriseME – transparency, participative, mass customization, agility, strategic collective intelligence

21. CHANGE FOUR: Models of Work(ers) • Brand Implications • RM professionals can reposition themselves as allies to HR and IT. • Records are language and at their core reflect humanity and behaviors. • New skills for RM professionals contribute to individual growth • Ground is shifting and new skills are necessary • Management, teamwork, communication, sales • New services can emerge

22. Anita Ward anita@signatureware.com (702) 332-7961