Only with a professional approach to management can
business integrate four distinct information worlds and beat
information overload through quality, says Sharm
Manwani
If information is the lifeblood of an organisation (along with
its people) why is it that almost all the attention is focused on
technology?
We know only too well the importance of information in competing
in a global economy or protecting our society against terrorism.
This information comes in many different forms, from a variety of
sources, and has to be validated, consolidated and presented in
order to make the right decisions. We also recognise that this
information has to be controlled and secure so that it is not
misused. Both the public and private sector have these common
challenges even though the ultimate use is different.
Technology does of course play a vital role in capturing,
storing and delivering information. Historically, it has been the
processing of structured data that has taken prominence. Accounting
was an early candidate for saving staff by automating repetitive
tasks. Adding financial numbers is an easier computing task than
searching for unstructured data such as a unique address entered in
different formats in multiple documents.
In a similar vein, there are significantly different challenges
in controlling information compared to exploiting it. Control
requires records to be held securely with data that is ideally
captured once at source and validated. Exploitation, on the other
hand, requires providing information access to empowered users,
supported by the relevant analytical and sharing tools.
If we now take the concepts - structured and unstructured - and
link them with control and exploitation, we see an interesting
phenomenon. We have ended up with four distinct information worlds
driven largely by the technology that supports them (see
diagram).
The challenge is to reintegrate these four worlds through a
professional approach to information management. It is only then
that we can fully exploit the information available to us for
organisational advantage. The alternative is a piecemeal approach
where major decisions require an understanding of four different
information worlds with their own technologies and skill sets.
How do we combine these worlds from an information perspective?
One way is to take the information skills we have gathered in one
world and apply them to the other worlds. As an example, we should
not restrict the role of an information architect to structured
databases. They should be comfortable in applying their design
skills to the other quadrants of the information management
model.
Another way is to develop new skills, like information quality
management, that span these four worlds. We have seen many project
failures where migration was seriously late due to underestimating
the data quality issues. An investment is needed in developing
quality skills that ensure information is fit for purpose. So how
shall we develop these skills?
Managers make decisions by combining structured and unstructured
data, so firstly, information professionals need to operate in both
these worlds. They also need a core understanding of how to control
and exploit information although they may then specialise in one of
these areas. A starting point is to understand the information
lifecycle, including stages such as define, capture, store, access
and monitor.
Secondly, information competency is needed by managers and
professionals from all functions. Many have a relatively hazy idea
of how to define their information requirements, seek out the
information and perform quantitative and qualitative analysis. They
need to enhance their skills and be supported by professionals who
have a broad business change capability comprising information as
well as process and systems components.
Thirdly, those who are involved in the information profession -
managers, professional bodies, government, researchers and so on -
need to work together to define and develop information roles and
skills. This will help us create the training and qualifications
needed.
We also see opportunities here to feed into the Skills Framework
for the Information Age. The SFIA offers an industry-standard
framework, which aims to provide a common reference model for the
identification of the skills needed to develop effective IT
systems. We believe the current focus of the framework is more
biased to technology than information.
So what will the future look like? We see increasing demands for
regulation and access to both structured and unstructured
information. As information bases continue to expand this will lead
to further information overload and a need for better information
quality. Organisations will seek to enhance their information
management roles and skills to be effective in this environment.
This provides a growth opportunity for professional bodies,
business schools, consultancies and, above all, information
professionals.
Curriculum vitae: Sharm Manwani
Sharm Manwani held IT and business process director positions at
leading multinationals while obtaining his MBA and doctorate at
Henley Management College.
In 2000, he joined the faculty at Henley, where he is
researching, mentoring, and lecturing in information management and
is the co-author of a CIO elective. He consults with major
organisations on strategy, programme management and IT capability
and leadership development.
Manwani is a fellow of the BCS and currently vice-president,
research at the Global IT Management Association. Publications
include "Global IT architecture: Who calls the tune?" in JGITM and
"The IT contribution in developing a transnational capability at
Electrolux" in JSIS.
He has presented at various conferences, most recently at the
2005 IT Directors Forum.
Information management group looks ahead
A wide ranging group with a strong interest in "raising the bar
in information management" has been involved in talks and workshops
on the role of professional information management and the
effective exploitation of organisations' information assets.
Members involved to date are from the following
organisations:
- Metropolitan Police Service
- Yell
- British Computer Society
- Chartered Institute of Librarians and Information
Professionals
- Gartner
- Henley Management College.
The group is now seeking to broaden its engagement with members
from other commercial and professional organisations sharing
similar aims. For further information contact:
sharm.manwani@henleymc.ac.uk