As we know, the term CIO stands for chief information officer – but is this an accurate job title? Are CIOs focused more on technology than on information? If so – and if they want to make the shift to managing information – how can they make it happen?
Let us start with the title and historical focus of the CIO role. In practice, most CIOs have specialised in information technology (IT) and information systems (IS), rather than specialising in information management (IM).
Usually they have been able to step beyond their traditional territory into areas such as IT-enabled business change, into the world of new business models and organisational change – both of which require a different approach to information.
One example of an organisation recognising such a need was a major white goods manufacturer with a very complex European supply chain. The company was spending huge amounts of resource and political energy connecting its internal sales companies and factories through a common system.
The priority of the new chief executive (CEO) was very different. He wanted to share information, not systems, and he wanted the business model to be driven by the company’s major customers, not by internal objectives.
Finally, he wanted people to use their knowledge, rather than to try to capture information in a complex system.
As a result of the CEO’s sponsorship, a new business model and information system was developed in partnership with the customer, resulting in major relationship benefits.
So what can we learn from such an example? First, we need to take a good look at the business model, then at the information – and only after those two stages should we set about implementing a system, always being careful about what we choose to computerise and what remains as tacit knowledge.
We also need to recognise the power of sharing information and knowledge with our internal and external customers built on a foundation of trust. At the same time we do need to be aware of the opportunities that new technologies offer us when we design our business model and processes.
Historically, the design focus has centred on processing structured data, such as sales orders and financial ledgers, now often completed through enterprise resource planning (ERP). The following stage concentrated on the ability to exploit structured information through business intelligence software.
More recently, the focus has been on administering unstructured data, using new technologies such as electronic documents and records management (EDRM) and enterprise content management (ECM). Individuals with access to powerful search tools, such as Google Desktop, recognise potential time savings.
Probably the least mature area centres on exploiting unstructured content through knowledge management tools, although intranet platforms helped data sharing take place.
Few information professionals have operated successfully in all areas of information management because of their different professional and technology contexts – librarians have typically operated in the unstructured world and IT professionals in the structured world.
Such divides, however, are starting to change as we appreciate the power of creating information architectures, as well as the potential to combine and analyse information from different sources.
With this power comes responsibility. And we must ensure that our information, both structured data and unstructured content, complies with regulations, including the Data Protection Act and the Freedom of Information Act. We also need to implement security measures for our information using standards, such as ISO/IEC 27001:2005.
Essentially, there is a balance required to control information – as well as exploiting it. Control requires records to be held securely, with data ideally captured at source and then validated.
Data exploitation necessitates giving information access to empowered users, who are then supported by the relevant analytical and sharing tools.
The challenge, therefore, for technology leaders and information professionals is to develop their knowledge and skills across the information world.
Only then should information professionals specialise in one area, whether that be a particular technology, structured versus unstructured information or assurance versus exploitation.
It should also be recognised that information quality management spans these four worlds and there should be an investment in developing quality skills and technologies that ensure information is fit for purpose.
As the head of consulting in a major organisation, there are fundamental aspects to running a company – and that comes down to the quality of information and the quality of people.
As well as looking after their own skills, CIOs and information professionals must reach out to managers and professionals from all functions to help enhance their information competencies.
A number of managers have a relatively hazy idea of how to define their information requirements, seek out knowledge and perform various quantitative and qualitative analysis.
They need to develop these skills and be supported by professionals that have a broad business change capability, comprising information skills as well as an understanding of process and systems components.
What will differentiate the CIO from a traditional IT manager is the ability to build such capabilities through a team of knowledgeable and motivated information professionals.
Dr Sharm Manwani is academic Fellow at Henley Management College. He will be speaking at Information Management Solutions, 28-30 November, at Olympia, London. To save £15 on the door register at www.ims-show.co.uk
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