Hi everyone,
 
Hold on a second--I'm glad we're talking about this because I've been thinking about it alot lately.
 
I'm working with a few organizations whose IT departments understand that taxonomies are the purview of Records--IT sees taxonomies as a difficult subject to tackle, so they shy away from it.  Also, I'm finding that the entities I'm working with agree to the tenet of, as some of our consultants in the past have said, "IT owns the software, Records owns the rules".  They're looking to me to solve bigger issues but avoid the bullet.
 
In my current experience(s), I find that it's a lack of resources (I'm a team of one and there are HUGE expectations of me) and the term "Manager" in our title that prevents us as a discipline from influencing business units to promote change.   Since I lack human resources, Records Management must become an auditing function.  It's up to the Records Ambassadors (nee Coordinators) to carry out the RIM mechanics--I'm there to train 'em and ensure they're working within certain parameters.  
 
Just a few thoughts on a hot!hot!hot! Houston evening,

Mimi Dionne, CA, CDIA+, CRM, PMP
281.386.9698
Blog: http://rimnant.blogspot.com
Email: [log in to unmask]


      

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