Why You Need to Institute Your Own Kaizen Info Gov Program
How do notions of continuous improvement amidst constant change play out when it comes to information governance?
October 07, 2015 at 11:12 AM
4 minute read
The original version of this story was published on New Jersey Law Journal
The management guru Tom Peters once said, “Excellent firms don't believe in excellence—only in constant improvement and constant change.”
When he said that—perhaps while walking around—he must have been channeling the Greek pre-Socratic philosopher Heraclitis, who said, “The only thing that is constant is change.” (Heraclitis is also credited with saying, “One cannot step into the same stream twice,” which seems to be effectively the same thought.)
How do notions of continuous improvement amidst constant change play out when it comes to information governance? The question itself assumes a certain level of maturity, to be sure, in the C-suite having first implemented an information governance program to begin with. Indeed, under ARMA's Generally Accepted Recordkeeping Principles, it is the rare organization at level four out of five of the information governance maturity model that “has established a proactive information governance program throughout its operations and has established continuous improvement for it.” But what does it mean to continuously improve amidst technological change? And exactly how is it to be carried out as a matter of IG?
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