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COURSE Title:
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CREATING THE INFORMATION-AGE ORGANIZATION:
for Business and Systems Effectiveness in the Information Age |
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Why This Course?
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The organization that is not managing its information cannot manage its business. Without managed, quality information, the enterprise cannot "know" what it needs to know to understand its customers and customer needs, manage operations, analyze its performance and make the strategic decisions for the future of the enterprise. This is even more crucial for service sector organizations, such as banks, insurance and government organizations whose products are, in fact, information.
This executive discussion describes how the principles used to manage other business resources, such as human and financial resources, apply to managing information and knowledge as strategic resources. Implementation of these principles is required to transform the "data processing" function into true "Information Management" (IM), and transform the enterprise from an industrial-age to an information-age organization. This presentation discusses how the organization can harness the power of today's information technology to exploit its information resources for competitive advantage.
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Learning Outcomes:
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The objectives of this discussion enable you to:
- Understand the root causes of why information is not managed effectively as a strategic business resource and how it leads to business failure
- Describe the characteristics of the effective Information-Age enterprise
- Define Information Resource Management and its required objectives
- Identify what Information Resource Management must do to enable enterprise business effectiveness
- Describe the involvement, commitment and accountability business management must have to provide quality information required to exploit information as a strategic business resource
- List critical success factors for an effective "information-managed" environment
- List several pitfalls of information management and describe steps to prevent them
- Describe the components of change facilitation for business transformation
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Audience:
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Executive and business management, strategic business planners, Chief Information Officers, IT or I/S management, information resource management staff involved with the planning of computer applications. Note: This is appropriate for organizational teams including executive management, IT management and information resource management to attend together.
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Format:
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Seminar with discussion of key issues
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Duration:
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1-2 Days
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Pre-requisites:
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Basic management principles
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Abstract:
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ABSTRACT: The organization that is not managing its information cannot manage its business. Without managed, quality information, the enterprise cannot "know" what it needs to know to understand its customers and customer needs, manage operations, analyze its performance and make the strategic decisions for the future of the enterprise. This is even more crucial for service sector organizations, such as banks, insurance and government organizations whose products are, in fact, information.
This executive discussion describes how the principles used to manage other business resources, such as human and financial resources, apply to managing information and knowledge as strategic resources. Implementation of these principles is required to transform the "data processing" function into true "Information Management" (IM), and transform the enterprise from an industrial-age to an information-age organization. This presentation discusses how the organization can harness the power of today's information technology to exploit its information resources for competitive advantage.
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The 21st Century Challenge: Realizing the Information Age
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- Business demands for competing in the Information Age
- How the ?legacy? nightmare is crippling the enterprise
- Intelligent learning organizations
- Dysfunctional learning organizations
- Why the systems approach has failed
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Information Management: Fundamentals of the Information-Age Paradigm
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- Information and knowledge capital
- Why data is a ?super? resource
- Why data should never ?flow? in the Information-Age?even in distributed environments
- Information accountability?just like other resources
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Principles of Information Management
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- Information as a product
- Single point of data creation
- Accountability of process owners, and then (and only then) information producers
- Data model as ?corporate chart of facts?
- Employees as information producers and knowledge workers (information consumers)
- Data as stewarded?not owned?
- Information policy is a guide?not a whip
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The Impact of Information Management on the Business
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- From Industrial-Age specialization to Information-Age collaboration
- From territorial hoarding to federalist collaboration
- Business value chains and information value chains
- Executive management and business roles in information
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The Impact of Information Management on Information Systems
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- Strategic information architectures
- Data models and database as information infrastructure
- How to develop quality, enterprise data models, rapidly
- How to replace the failed ?systems approach? to Value-Centric Information Systems Engineering
- From software quality to information quality
- The project team makeup in an information-managed organization
- From data administration to information leadership and information resource management
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Transforming the Enterprise for Information-Age Success
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- Solving the political and emotional barriers to information management (IRM)
- Managing culture change for IRM
- Making information technology work for you?not vice versa
- The result: The Intelligent Learning Organization
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