Hi Dwight,
Thanks for the kind words. I'm glad I'm not the only one seeing these trends. :)
I will disagree slightly with you re: IG as a profession v framework. I truly believe it needs both. A framework can only be successfully implemented ... and maintained over time ... if there is direct accountability for doing it. While a cross-functional steering group is critical and should not succumb to appointed leadership, there still needs to be an operational leader in place, empowered, and accountable.
I have built the committees, and they are great, but I have seen them struggle to achieve their goals over time due to competition with other priorities.
The role of the CIO is evolving, even Gartner has said it. They are expecting a Chief Information Governance Officer role to emerge ... and I want to encourage that both for our organizations' ultimate success AND as a career path for individuals who may not have otherwise had the opportunity to compete for the role (RMs, CISOs, Risk Managers, really smart paralegals, anyone who is a primary stakeholder who gets it).
What do you think?
J
Sent from my iPhone
On Feb 21, 2013, at 4:51 PM, Dwight WALLIS <[log in to unmask]> wrote:
> Julie, I just wanted to commend you on such a great response. I'm
> particularly pleased to see your comments on cost containment. The kind of
> collaborative relations you describe have actually been occurring in
> Multnomah County for some time for similar reasons and on similar issues.
> One of the things I was recently excited about is the fact that our
> (relatively) new Department of County Assets includes Records as one of its
> critical assets along with IT (its even incorporated in the logo!).
>
> I've introduced the IG concept when appropriate, and have heard reference
> to it from our IT partners as well, so it is out there. I think this kind
> of collaborative initiative is long overdue.
>
> If I might just add: it might be best if IG is seen as a framework for
> collaboration, not necessarily as a "profession" (except, for example, for
> consultants and others who work to facilitate IG, in a similar manner to
> facilitating strategic planning). The fact that IG is not "owned" by a
> particular stakeholder group may be one of the keys to its success as a
> collaborative framework.
>
> Another key to IG's success (IMHO) - it can be grasped quickly as a
> collaborative (non-threatening) effort, literally in an elevator speech.
> Can't say the same about other initiatives of this type.
>
> --
> Dwight Wallis, CRM
> Multnomah County Records Management & Distribution Services Manager
> 1620 SE 190th Avenue
> Portland, OR 97233
> ph: Records- (503)988-3741
> ph: Distribution - (503)988-3533, x29131
> cell: (503)260-2263
> fax: (503)988-3754
> [log in to unmask]
>
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