Managing information using
activity-based methodologies & tactics requires an intimate
understanding of exactly what is the "true" behaviour of your
organization.
I cannot emphasize enough how
significant, and revolutionary this is for the records management
industry.
Public and private, for profit and
not-for-profit organizations are typically based on principles as
old as the hills. Too bad; sometimes this really isn't a good
thing.
Most organization charts are
re-arranged copies of each other. You have diverse arrays of
divisions, departments and directorates (which, if you
haven't noticed presuppose organizational separations...).
If you think about it, it is this very "organizational mindset" that
keeps most organizations from running as vibrant, potent and
effective as they could be.
The same applies to records
management as well.
Let's look at records management
based on activities. Suppose you, the records manager, took the
time to study and map out the activities in your organization. You
would then have a list of the activities, with all the records and
information created, consumed, and generated from each activity.
Now, you can determine the value to the activity and the
organization of each document and record (regardless of type, format
and medium).
Knowing this level of intimate detail
about your records and info allows you to see patterns and
opportunities for improving, aligning, standardized, streamlining,
reinforcing... in other words, blatant continuous improvement.
Imagine all this coming from the
records office!
Managing information and records
using function and activity-based methodologies (DIRKS for one) is
the ticket for developing an entirely new paradigm of RM service.
John Purchase, June
2002
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