Sam,
Makes sense - thank you. One more question that seems trivial and semantic but I don't think it is. In your experience is "RIM" the "sweet spot" when you are talking to senior management about what you plan to do? That is, if you talk to senior management and you talk too much about an "enterprise level strategy" for RM or E-D that's too low a level of granularity. And if you start talking too much about your plans for an "enterprise level strategy" for "information governance" -- that smacks too much of boil-the-ocean. Of course you talk about all those levels of generality a lot. But I'm wondering if focusing attention primarily at the level of RIM rather than lower or higher is the goldilocks solution. This would be very interesting and very useful information because a buzzword today is "information governance". But it may be that information governance is too comprehensive and nebulous for getting in the door and getting the ball rolling. I'd be very interested in your opinion.

-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On Behalf Of Sam McCollum
Sent: Tuesday, April 16, 2013 3:26 PM
To: [log in to unmask]
Subject: Re: RAINdribble: How to Develop and Implement Your Discovery Readiness Program

Richard,

    The organizations that I have worked with have arrived at the point where they have reservation about how specific projects would integrate into their overall RIM infrastructure, as well as the  how well they 'Fit'
into other key department projects. Therefore they have put the onus back on the RIM function to provide an enterprise level strategy that would support and integrate with the other strategic projects within the organization.
   Once senior management has been presented with a multi-year plan that includes all the required RIM projects to help them reach their desired future RIM infrastructure, then the focus is now on which RIM projects to do furst and what should be their timetable. These decisions would be based partly on input from affected departments who have reviewed the proposed roadmap of projects, and partly from senior management needs.
   So to answer the question, senior management wants to start certain RIM projects that will meet specific problems, but with the RIM strategic roadmap in place, they can more readily determine what effect their particular chosen RIM projects would have on the overall RIM strategy (i.e.
certain projects needs to be done first, some projects require resources that the departments don't have right now, cultural consideration may affect decisions on project selection, other non RIM projects may affect or require RIM projects first, etc).

Sam McCollum, MBA, CRM, ERMm
President and CEO of SIMC Coaching
RIM Professional since 1983
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*Coaching you on your way to success*

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