Success does not come so easy…

(DL Post)

As the world becomes more and more computerized we need better working systems to manage our information. The management of information is not a simplistic topic or task: it is a complex ever changing reality. We as consumers are inundated with technological solutions that are sold on the premise of better information management. Some of these solutions fail to meet the diverse needs of a changing business environment, other are adopted successfully.

Information systems are computer based tools used “for recording, processing, and dissemination of information designed to support groups of people acting together purposefully.”(1)

For example, records and information management have been slow to adopt a modern perspective on the digital transition. Looming concerns regarding risk associated with the use of new technology for information management has produced a speed bump for adoption for information systems linked to cloud and digital capture technologies. Slow to adopt yet the writing is on the wall forcing the industry to evolve, preference or not. Now it is a matter of what shoe fits. Finding the right technology solution that will fit the need of both the records aspect and the business aspect is a challenge.

In an effort to better understand what makes Information Systems (IS) use and usefulness successful I read A Review of the Factors Which Influence the Use and Usefulness of Information Systems (1). The focus of this article was information systems that are primarily for environmental information management; however I believe the analysis is general enough to apply to many information systems. The following is a discussion of that article and the connective reflection on what is occurring in the records management industry.

The authors, Diez and McIntosh, define usefulness as “[IS] can, and does support collective action through the nature of the relationships between technological attributes, individual user, and organizationally situated tasks.”(1)

Diez and McIntosh raise three questions to drive their research:

• What are the outcomes of the major processes involved in the IS life cycle?
• What factors influence the achievement of these outcomes, and how?
• Which factors are controllable, by whom, how and with what effect?

What are the outcomes of the major processes involved in the IS life cycle?

Diez and McIntosh define three process categories to describe the IS life cycle:

• Pre-implementation: design - This stage is measured based on continued use and user satisfaction
• Implementation: Diffusion, adoption, implementation, acceptance, and use -This stage is measured based on perceived ease of use and usefulness
• Post-implementation: evaluation, assessment, continued use - This stage is measured based on checks of usefulness, future use, and return on investment.

For records and information the truth is in the process. Currently, managing information is on a larger scale and is dynamically more complex than any other time in history. Physical paper, digital files, hybrid information, and diversely born records put any manual process to the test. Even the most skilled managers find this multi-colored spectrum overwhelming.

“Cost containment, compliance regulations, and accessibility are the key drivers accelerating the adoption of digital HR records management solutions… A hybrid approach to managing physical and digital HR records is far more practical and economical for most HR organizations.”(2)

The expectations to have a records program that acts as a bridge between business process, information technologies infrastructure, and records management interest are becoming a common discussion. Without a purpose built product meeting this expectation is difficult. Because business management and information technologies are growing at the rate of the market and records management is not, the evolution for records management is more of a game of catch-up. Up until the recent economic crisis I would argue that the urgency for the inter-communication between the three stakeholders was not at all a concern. But now business managers are being held accountable for records management policies and procedures.

Records management IS process outcomes are fraught with disconnect. The unique adoption pattern demonstrated by the records management industry has made assessing successful pre-implementation difficult. This maybe a factor directly linked to the diverse nature of its knowledge base, e.g., records management in the healthcare field is significantly different than airplane construction.

What factors influence the achievement of these outcomes, and how?

The factors that drive the success of IS outcomes for records management, have more to do with culture and business norms. Culture aspect of records management has long been dictated by the established principles within the industry. Records management was the last stop in most business processes. The oversight was limited and records managers were notoriously removed from many business processes.

The cultural idea that there is risk associated with technology is not an easy ship to turn. With IS in records, there is limited tangible physical item to protect, there is no chart flags to guide retention, there is no shelf or bay to remind and emphasize volume. And most of all there is a dependency needed on others to help manage a closely guarded treasure of information. How do you protect a fort that is an object typically owned by others like in the cloud?

“A recent survey in Network Computing, ‘IDC Survey: Risk in the Cloud,’ found that although most organizations see cloud computing as ‘the way of the future,’ most are also very concerned about the availability of their information, performance, interoperability, and security. These concerns are well founded: Although cloud computing may change where and how an organization’s information is stored, it does not remove its legal responsibilities to manage it properly.”(3)

The stigma of where records sat on the communication hierarchy was and is still a big factor in business processes. It is easy to describe records as the dusty, old, warehouse, where records would go to die… but no more. Previously, there was no need to communicate important business changes and priorities with record management but now this is essential.

With these key influences in mind, culture and business norms, it is important that the influences are identified and addressed prior to any consideration of IS implementation. There needs to be a clear dissemination of business need and understanding of best practices to assure a successful IS integration.

Which factors are controllable, by whom, how and with what effect?

The factors that are controllable are design, usability, and post evaluation. By focusing attention on these elements, driving adoption will be less of a challenge. Keeping an IS in the perception that it is usable and useful and a tool for communication and structuring of information will win more points.

Diez and McIntosh discussed maintaining user focused as a tool for success, I think with records management this is critically necessary. They go on to say that communication and workshops are a controllable factor that can improve implementation. In addition, they discuss that adequate upper management support is an important aspect of success.

This particular factor of communication and upper level support is a major concern within the records management industry. The “management champion” for records and information is a topic of discussion on a continuous basis. In a 2009 study about industry adoption of electronic records management, it was clear that there was still a disparity in management support and understand of key issues.

“By a 2:1 margin, the findings in these two questions show that respondents believe senior level executives in their organization do not adequately understand the relationship between records management performance and good governance (33% vs. 12%), nor the role that records management plays in risk mitigation (35% vs. 11%). Perhaps more importantly is the belief that a significant percentage of C Level management (55% and 54%) only marginally understands these interdependencies.”(4)

There are still issues with records management catching up to the information world. Successful implementation of IS is highly dependent on recognition of records management’s role in business and clear, effective communication with all process stakeholders. These dependencies will be a driving factor in the evolution and adoption of electronic records in the digital age.

1. Diez, E. and McIntosh, B.S. (May 2009). A review of the factors which influence the use and usefulness of information systems. Environmental Monitoring & Software 24(5).doi:10.1016/j.envsoft.2008.10.009
2. Iron Mountain. (2009). White paper. In Best practices: Shifting HR resources from records management to strategic initiative. , AL: Author. Retrieved July 9, 2009, from www.ironmountain.com
3. Blair, B. T. (2010). Governance for protecting information in the cloud. ARMA International’s Hot Topic, 1.
4. Ashley, L. J., & Williams, R. F. (2009). Call for sustainable capabilities. In 2009 Electronic Records Management Survey. Chicago, IL: Cohasset Associates, Inc and ARMA.
5. Presentation citation: Beiber. (Narrator). (2010). NJIT What is an Information System? [Online video]. New Jersey: NJIT. Retrieved May 17, 2011, from http://www.youtube.com/watch?v=fJYFpwbvuDc&feature=player_detailpage

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