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Nearly every organization on the planet uses email. If your organization has standardized on the M365 suite, then you likely spend a good portion of your workday living in Outlook. As a result, that's where much of our content lives too. Like all other sources and repositories of content, Outlook and Exchange need to be considered in your information governance strategy.
You might already be familiar with items such as messages, calendar invitations, contacts, notes, and attachments, which are stored in visible folders. But Exchange has some hidden and powerful deletion opportunities that you might not be taking advantage of yet. Because Exchange serves as one of two software development kits available in 365 – the other being SharePoint – it stores other applications’ content as well.
It is often said that in a digital world, information is the key asset of any organization; it’s digital lifeblood. With such great importance put on the creation, management, distribution, and use of information to add value, as information management practitioners, we must be able to recognize the inherent business risks of poor information management practices and the impacts those could have on our organizations' ability to create value for its customers and other stakeholders. It is important to harness the value that can be generated by information while factoring in the inherent risks of that information and having a plan for mitigating those risks.
Advancements in technology have revolutionized the way businesses operate. Each new tool or software has improved efficiency and compliance from fax machines to cloud computing. Three of the most powerful pieces of technology used to improve the way enterprises handle their documents are Optical Character Recognition (OCR), Robotic Process Automation (RPA), and Artificial Intelligence (AI). Knowing the differences between these technologies – and which challenges they’re each best at handling – plays a key role in making an implementation project successful.
A baseline assessment starts with the questions: “Where are you now, and where do you need to go?” Think of it as a way to “get located” and establish a point of departure as you map your digital transformation journey. By understanding the business strategy of your organization, the needs and pressures it must manage every day, and the hard numbers that measure its success, you will uncover the most pressing problems that challenge organizational performance and the most important opportunities for improvement and innovation. This lesson will prepare you with the information and perspective you need to ensure that your strategy is on point and will receive the support, funding, and executive sponsorship you need.
Do you have a business process that has to be changed? Perhaps this is due to a new legal requirement or piece of technology that you've implemented. Or maybe you've identified inefficiencies in the current process and want to optimize it.
No matter the reason, there's a right way and a wrong way to go about it. The first step in changing a process is to analyze how it's currently being done. Sometimes steps that seem illogical are there for good reason. And sometimes, changing a process has a downstream effect on other processes. It's important that you get this first step right to set yourself up for success.
Employees and customers expect to be spoken to with respect. Poorly written policies reflect badly on your organization, even if they exist only as remnants of your organization's culture in the past. On the other hand, well-written rules invite engagement. They are positive and helpful, focusing on targets and collaboration rather than prohibitions and punishments. This lesson will help you make your policies easier to follow, enforce, and audit and guide how to update your corporate, administrative, and operational policies to meet changing times, and invites you to rethink how you draft rules.
Do you have a hunch that a business process isn't working? Are you having a hard time proving it? The key to effective process monitoring is to identify and capture key metrics. You can use these metrics to improve the existing process or modify the process routes dynamically.
Measuring and managing give you the chance to make adjustments systematically, improve your process capabilities, and demonstrate business process management maturity.
A business is nothing if not a collection of processes. As such, it's important that these processes are correct, efficient, effective, and adaptable. A simple bottleneck in a mission-critical process can cost a business unnecessary amounts of time and money. But how do you identify an inefficient process? And how do you fix it once it's been identified?
Are you designing a new business process or trying to troubleshoot an existing one? Using flowcharts can help you understand your processes better and optimize them to run as smoothly as possible.
Join us as we explain how the logic used to create a business process can be visualized in a flowchart, making the flow of steps and decisions much simpler to understand and communicate!
This lesson explores the critical need to manage change during a process improvement or digital transformation initiative. For successful change management, you need to enlist the support of decision-makers and co-workers, because navigating the culture and people aspects of change management is vital. In this lesson, we examine the roles people play in a successful change initiative and consider the natural and emotional reactions that people have during times of change. We also examine the cultural characteristics of your organization and how they influence your efforts.
Robotic process automation (RPA) is a powerful tool that allows businesses to boost the efficiency and effectiveness of many back-office tasks. Acting as a virtual workforce, RPA ‘robots’ can quickly and easily handle simple processes and free human workers to focus their efforts on more important jobs.
RPA is a deceptively simple tool. It consists of software that follows simple rules to quickly and efficiently complete back-office tasks that usually eat up the time of human workers. However, this behavior must be decided and programmed in advance. RPA software cannot learn or make any decisions that don’t follow extremely specific lines of logic.
Creating an information management (IM) strategy requires full management backing. You’ll need to examine the current state, know where you’re going, identify your critical success factors, and decide how you will measure them.
Your IM strategy will outline the activities the organization needs to do to fulfill the program’s mission. An effective strategy and business case will clearly articulate the vision for the IM deployment and provide direction and an action plan. The IM strategy forms an essential foundation for how your organization fulfills business objectives. It is a communication vehicle where all stakeholders agree on the vision for the IM program and how it supports organizational goals.