As a speaker at many technology events, it’s always fun to see the reaction the phrase "information governance" illicits — I’ve seen everything from eye rolls to head nods. “Easy for you to say — try and implement it!” said one particularly feisty individual. “Yeah, we are still trying to figure it out,” grumbles another. I am employed by a developer of an enterprise content management (ECM) software vendor and clients constantly express that they are overwhelmed by the wealth of their own information: “What should we keep? What should we purge? How do we manage information so that it becomes an asset rather than a liability? How can we use our information to operate more successfully? What controls do we need to put into place?” While many approach information management from a technology nuts-and-bolts standpoint, what is not often addressed is the top-down, strategic management of information. I like to explain it this way: You’ve seen the trees, now let’s view the forest. Step back for a second and consider the adaption of information management within an enterprise. When your organization first implemented information management, I bet it was all about "finding and filing". You had paper files, electronic documents, etc. and you had to put them somewhere where you could easily find them. Essentially, you were setting up a central point of information control. Then you started to consider how much valuable information that can be found in your business critical applications like your ERP, CRM, GIS and you thought about your users and the fact they had to toggle around three or four applications to get the information they needed to do their job. You then made the bold move of using your content management system as a sort of integrative middleware, so the information delivery to your users became much more dynamic. To Continue Reading: Click Here --------------------------------------------- Source: cioupdate.com By: Kimberly Samuelson

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