Crossing the gap from Records Management to Information Management is not just a journey rooted in types of content or the breadth of a program’s focus. It is fundamentally about a shift in the mindset and behaviors of sponsors who authorize such programs, as well as the customers served by the program. In this context, success in bridging the gap is critically dependent on deploying precision based change management strategies.
SharePoint has the potential to manage documents in a variety of ways. It comes pre-configured for casual ad-hoc individual team document file sharing, but what if you wanted to do more? SharePoint has the ability to tie business documents and processes of any kind directly into SharePoint. If you wanted to do that, how would you go about it? This session will examine the planning process you need to follow, the configuration options you will need to implement and the pitfalls that you will need to avoid.
How are other companies in your "neighborhood" dealing with the document management and workflow challenges they confront. What kinds of solutions do they offer their users, and what are the critical success factors for achieving success. This session will provide you with an overview of the range of business document and workflow problems that others have solved and discuss the criteria for achieving those in your organization.
How often has your organization launched a major initiative and recognized it will cause significant change? Now, how often has your organization invested in ensuring that the change identified is managed appropriately? For many organizations, Change Management is recognized as a critical success factor, but that recognition is not translated into appropriate investment and program execution.
We are seeing a reinvigorated interest in mergers, acquisitions, and divestitures as companies seek new ways to grow and stay competitive. However, too often companies begin navigating the tumultuous rapids of these business activities without giving serious thought to day-to-day operations. In particular, information management groups within the company are often asked to dip their oars into these rough waters after the strategic decisions have been made and the transaction publicly announced.