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Las Vegas, Nevada April 3 rd – 5 th, 2005 Confidential – Do Not Distribute Drivers of Change in Information Management A Real-Life View: Case Study Special.

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Presentation on theme: "Las Vegas, Nevada April 3 rd – 5 th, 2005 Confidential – Do Not Distribute Drivers of Change in Information Management A Real-Life View: Case Study Special."— Presentation transcript:

1 Las Vegas, Nevada April 3 rd – 5 th, 2005 Confidential – Do Not Distribute Drivers of Change in Information Management A Real-Life View: Case Study Special Libraries Association Spring Meeting Pharmaceutical and Health Technology Division Sylvia C. Diaz, MS, MBA Director, BMS Records Management Office of Corporate Compliance Bristol-Myers Squibb Company 609-252-5149 sylvia.diaz@bms.com

2 1 Table of Contents Objectives Whats Driving the Change Closing References

3 2 Confidential – Do Not Distribute Objectives Provide a glimpse of drivers of change causing the new landscape from my experience Technological and content drivers Cultural, ethical and legislative factors

4 3 Table of Contents Objectives Technological and Content Drivers Cultural, Ethical and Legislative Factors Closing References

5 4 Confidential – Do Not Distribute Special Libraries Association Docbase WWW HTML pdf XML Origin of Recorded Information – Theory of Evolution Tablets Paper Digital

6 5 Confidential – Do Not Distribute The Current Situation Technological and Content Explosion 700 – 2,400 terabytes – annual worldwide production of new information Each terabyte is equivalent of a million ordinary books One-fifth of the information can be found in books, newspapers, periodicals, etc. The rest – OFFICE DOCUMENTS! 200% - growth rate of unstructured information 44 – 100 billion – growth rate of storage market, driven by data, video, and e- business 50 years – time it took telephone to saturate the market 7 years – time it took internet to do so

7 6 Confidential – Do Not Distribute The Current Situation Technological and Content Explosion 150 – 250 hours per year – time spent by executives looking for documents that are misplaced, misfiled or lost. 75 – 125k – minimum loss to an organization from this type of paper chase 15% - time an organization spend on information creation and management 60% - of workers day is spent on working on one form or another with records and information 75% - of all information still maintained in paper form 65% - time average worker spends of the work day looking for necessary information. Digital information is complex What constitutes a record (paper or electronic) is still under debate A record may be a combination of components Different formats, pdf, xml, html… Shift from paper to the electronic legal model Challenges with long-term archiving

8 7 Table of Contents Objectives Technological and Content Drivers Cultural, Ethical and Legislative Factors Closing References

9 8 Confidential – Do Not Distribute Corporate Corruption, Misconduct, Malfeasance…and Tragedy 9/11

10 9 Confidential – Do Not Distribute Arthur Andersens Houston Branch Office …perhaps nothing can bring a company down with such amazing speed as misconduct. M. Ingerbretsen, Why Companies Fail: The 10 Big Reasons Businesses Crumble, and How to Keep Yours Strong and Solid. (2003)

11 10 Confidential – Do Not Distribute Post-Enron Legislative Factors - Sarbanes-Oxley Act of 2002 Criminalizes records management practices misconduct Increases sanctions for improper document management - falsifying - altering - concealing - destroying Maximum sentence of 20 years Applies to documents regarding all matters under U.S. government jurisdiction

12 11 Confidential – Do Not Distribute Post 9/11 Legislative Factors – USA Patriot Act Enhances Counter-terrorism efforts Allows use of surveillance methods against crimes of terror Permits roving wiretap to a particular suspect, rather than a particular device Conduct investigation without tipping of terrorists Obtain business records in national security cases Facilitates information sharing and cooperation among government agencies Updated the law to reflect new technologies and threats Increased penalties for those who commit terrorist crimes.

13 12 Confidential – Do Not Distribute Paradigm Shift…as society is changing, records management is fundamentally the same. A Records Management program still has the same fundamental building blocks: Policy Retention Schedules Vital Records Program Disaster Recovery Program Training/Education Program Awareness that the Records Management profession is a mix of risk-management function as well as an information management profession. New industry terms being coined: Assured Records Management Information Lifecycle Management Strategic Information Management

14 13 Confidential – Do Not Distribute A Necessary Cultural and Paradigm Shifts - Collaboration and Partnerships with Core Enablers and Key Stakeholders… Corporate Governance and Policy Program Implementation Compliance and Risk Management Awareness and Training Standardization Legal Audit Software Development Records Management Program Knowledge Management Information Technology Legal and Compliance Business Areas Core Enablers Corporate Security/Risk Management

15 14 Confidential – Do Not Distribute Capability/Skills Direction Capability/Skills Strategic Records Management Services worldwide policy, retention schedules and governance Advisory Services Information Classification (taxonomy/metadata) RM functionality, system upgrades and data migration Operations - Compliance Program audit Disposal management Operations - Administrative Lab notebook management, scanning/indexing, retrieval Paper archive and public release IT support for RM software Average Staff Size* Direction** 2-15 2-11 2-20 12.5-30 * External Peer Benchmark Study ** My opinion

16 15 Confidential – Do Not Distribute Four Records Management Program Principles Structure that will support effective integration across the enterprise while allowing flexibility to meet unique divisional and country/region specific needs Policies and processes must ensure accountability within the operating divisions A comprehensive education, review, and audit process implemented at multiple levels A process for capturing lessons learned and best practices All records are company assets Actionable corporate policies with clear divisional implementation directives and SOPs All divisions will review records at least annually according to approved retention schedules Implement an audit process to ensure alignment with the program All new or modified systems will incorporate RM requirements and functionality Policies must include a section for data classification and access control, allowing for flexibility to change security levels over time Each division will remain the owner of the data in any system All divisions will adopt archiving practices consistent with program requirements All divisions will participate in the development and consistent implementation of data, metadata, and other similar standards for identifying, storing, and managing information StandardsInformation Technology Governance Policy

17 16 Confidential – Do Not Distribute Elements and Skills Needed in the New Landscape Consulting skills to serve other corporate professionals as recognized and respected experts Better understanding of the business in which the company is involved. Conduct program audits with a constructive and helpful attitude, not an accusatory one. Participate and engage communities of practice in solving problems. Develop more relevant and responsive services oriented to need of the company. Developing criteria for measuring information quality. Understanding of systems and technologies. Understanding of human behavior on how records are created and share information

18 17 Confidential – Do Not Distribute Closing Great opportunity for people in information management profession and in particular records management to: advance the most senior levels Make a positive difference in their organization in the way information, records and knowledge is managed. Go from Records and Information Management professional to a Strategic Information Management professional … the platform is there.

19 18 Confidential – Do Not Distribute References Cox, R. Archives, Records and Knowledge Management in the Twenty-First Century: What is the future of the Records Professional? Records & Information Management Report, vol.20 (4), 2004 Cox, R. Truth and the Records in the Post-Truth Society. Records & Information Management Report, vol.21(2), 2005 Cox, R. The World is a Dangerous Place. Records & Information Management Report, vol.20 (9), 2004 Dietel, J.D. Recordkeeping Integrity: Assessing Records Content After Enron. The Information Management Journal, vol. 37 (3), 2003, p. 43 Eiring, H.L. The Evolving Information World. The Information Management Journal, vol. 36 (1), 2002, p. 20. Myburgh, S. From Records to intelligence: A Survival Manual. Records & Information Management Report, vol.19 (2), 2003. Myburgh, S. Strategic Information Management: Understanding a New Reality. The Information Management Journal, vol. 36 (1), 2002, p. 36. Swartz, N. Six Months that Changed the Face of Information Management. The Information Management Journal, vol. 36 (4), 2002, p. 18. The Yankee Group (statistics)


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