Enterprise IT or Enterprise IM?

Reflecting on yesterday’s post CIOs told to scrap enterprise IT departments, I realized that over the last 5 years working with ITGI discussing IT governance, I have myself become a victim of the “IT label trap”. While implicit in everything I have done, I have not made explicit a distinction that I started making with a large Canadian resources company client way back in 1991 – the distinction between information management and information technology. Although I am not sure we even used the term back in those days, what we did, working with the executive, was to put in place effective governance of information.  Governance which separated, and made explicit the differences between managing information and managing the technology used to collect, store, manipulate and distribute it – with the business being accountable for managing information, while the IT function was accountable for managing the technology.

We defined the distinction between information management and the management of information technology as:

  • Information Management is concerned with the “why” and “what” of business requirements, and the “how” of business management processes, but not the technological “how”.
  • The management of Information Technology is concerned with the technological “how” of meeting business requirements, within the guidelines established by the information management processes.

As this information is still proprietary, I will not go into more detail here other than to say that, based on understanding this distinction, we created a vision for the role of information, then went on to develop and implement principles, an overall architecture, roles and responsibilities, and supporting organizational structures. Among other things, this involved Integration of business planning and information systems planning and transfer of a significant portion of the IT budget to line departments.

Fast forwarding now to the “Four Ares” that we introduced in The Information Paradox and which became the basis for Val IT™:

  1. Are we doing the right things?
  2. Are we doing them the right way?
  3. Are we getting them done well?
  4. Are we getting the benefits?

The first and last questions are primarily concerned with information management, while the second and third are primarily concerned with effective management of information technology.

I was reminded of this distinction again in 2005 – just as I was getting involved with ITGI so the IT label hadn’t quite got me – when leading a number of CIO workshops with the Seattle chapter of the Society for Information Management (SIM). The workshops were around the topic of  “Rethinking IT Governance – Beyond Alignment to Integration.” I found that the discussion kept descending into technobabble and had to remind the participants that there might be a reason why the organization was called the Society for Information Management – NOT the Society for Information Technology! I will be making this point again when I speak at SimPosium09 in Seattle in November.

Given the above, I think that what I should have said in yesterday’s blog was that the heading of the article should have been: “CIOs told to scrap enterprise IT departments BUT not an enterprise IM Role”. In the same vein, I also think that Val IT might have been more appropriately named Val IM.

You can be assured that I will be making the distinction between information management and the management of information technology more explicit in the future.

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