This fully updated edition demonstrates how businesses can succeed in creating a new culture of information management compliance (IMC) by incorporating an IMC philosophy into a corporate governance structure. Expert advice and insight reveals the proven methodology that adopts the principles, controls, and discipline upon which many corporate compliance programs are built and explains how to apply this methodology to develop and implement IMC programs that anticipate problems and take advantage of opportunities. Plus, you'll learn how to measure information management compliance through the use of auditing and monitoring, following the proper delegation of program roles and components, and creating a culture of information management awareness.
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This book pulls together the often-conflicting worlds of information management and compliance and defines a framework for looking at them together. The only way organizations can handle these conflicting demands is by looking at them through the prism of Information Management Compliance. It is no longer enough to simply automate a single department's processes, independent of the broader information managemetn structure within organizations. It is no longer enough to assume that "someone" down in the organization will be responsible for the management of electronic information critical to documenting the business; the courts will hold the CEO accountable in the end. It is no longer enough to implement technology without a framework of policies and procedures--and a means to educate employees on those policies and procedures and to hold them accountable.
These issues will not be solved overnight. This book takes enormous strides toward defining the seven key steps to get organizations started down the path of 21st century accountability and responsibility. AIIM is proud to be a part of bringing this critical message to the public.
We wrote this book for a broad range of readers who have an interest in Information Management issues, with a specific focus on readers who have direct or indirect responsibility for making sure that information is properly used and managed in their organizations. The sphere of people who have some responsibility in this area seems to grow every day, now encompassing everyone from the CEO who needs to sign off on financial reports in accordance with Sarbanes-Oxley; to the IT professional wondering how back-up tapes should be managed; to the compliance officer trying to ensure compliance with emerging privacy laws; to the administrative assistant just trying to decide what to do with all the email messages that his boss has asked him to print out and file; to the lawyer guiding the company through troubled legal waters.
Information Management encompasses management, administrative, operational, technological, human resources, Records Management, legal, and many other areas of an organization. The Seven Keys to IMC that we advance are designed to help professionals in each of those areas understand their responsibilities and what they must contribute to their organization's Information Management efforts.
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