Enterprise Information Management [electronic resource] : When Information Becomes Inspiration /
Baan, Paul.editor.
How an organization manages its information is arguably the most important skill in today’s dynamic and hyper-competitive environment.  In Enterprise Information Management, editor Paul Baan and a team of expert contributors present a holistic approach to EIM, with an emphasis on action-oriented decision making.   The authors demonstrate that EIM must be promoted from the top down, in order to ensure that the entire organization is committed to establishing and supporting the systems and processes designed to capture, store, analyze, and disseminate information.  They identify three key “pillars” of applications: (1) business intelligence (the information and knowledge management process itself); (2) enterprise content management (company-wide management of unstructured information, including document management, digital asset management, records management, and web content management); and (3) enterprise search (using electronic tools to retrieve information from databases, file systems, and legacy systems).  The authors explore EIM from economic and socio-psychological perspectives, considering the “ROI” (return on information) of IT and related technological investments, and the cultural and behavioral aspects through which people and machines interact.  Illustrating concepts through case examples, the authors provide a variety of tools for managers to assess and improve the effectiveness of their EIM infrastructure, considering its implications for customer and client relations, process and system improvements, product and service innovations, and financial performance.
Description based upon print version of record.
Enterprise Information Management; Preface; Reading Guide; Acknowledgments; Contents; Chapter 1: Information Productivity: An Introduction to Enterprise Information Management; 1.1 Historical Background; 1.1.1 Information; 1.1.2 Value of Information; 1.1.3 Enterprise Information Management; 1.2 EIM from an Economical Perspective; 1.3 EIM from a Social-Psychological Perspective; 1.4 Business Value; 1.5 Enterprise Information Management Origin; 1.5.1 The Power of Measuring; 1.5.2 The Importance of Information Productivity; 1.5.3 Information Productivity Factors
1.6 Differentiating Factors In fl uencing Success of Company1.7 Enterprise Information Maturity Model; 1.7.1 ROI Is Return on Information; 1.8 Method Enterprise Information Management Scan (EIM Scan); 1.8.1 Pitfalls of the EIM Scan; 1.9 When Information Is not Productive (Enough); 1.10 Trends of Enterprise Information Management; 1.11 Information Movements; 1.11.1 Abundance; 1.11.1.1 Exhaust Data; 1.11.1.2 Internet of Things; 1.11.2 Transparency; 1.11.2.1 Forced; 1.11.2.2 Active; 1.11.2.3 Passive; 1.11.3 Serendipity; 1.12 Technology; 1.13 Processes; 1.14 Knowledge Work Still Growing
1.15 Organization1.15.1 Empowerment and Trust; 1.15.2 Organizations of the Future; 1.16 The Last Frontier: The Brain; 1.16.1 The Way the Brain Works; 1.16.2 Preparing your Brain; 1.16.3 Information Interpretation; 1.16.4 Speed; 1.17 Enterprise Information Management Bottom-Up; 1.17.1 EIM Is Insight, Information and Knowledge; Chapter 2: The Importance of an Enterprise Information Management Strategy; 2.1 Challenges; 2.2 What Is Strategy?; 2.3 EIM Strategy: What Is It?; 2.4 Information Management; 2.5 Motives for an EIM Strategy; 2.6 De fi ning an EIM Strategy Is Complex
2.7 Enterprise Information Maturity Model2.8 Key Elements for Success; 2.8.1 Communication; 2.8.2 Leadership; 2.8.3 Commitment; 2.8.4 Execution Discipline; 2.8.5 Governance; 2.8.6 Change Management; 2.8.7 Added Value of an Information Management Strategy; 2.9 What Is Information?; 2.10 Characteristics of Information; 2.10.1 Information Has Value; 2.10.2 Information Is Volatile; 2.10.3 Information Can be Shared; 2.10.4 The Value of Information Is Time Dependent; 2.10.5 Information Can be Enriched; 2.11 Information Is an Organizational Resource; 2.11.1 Quality; 2.11.2 Accessibility
2.11.3 Transparency2.12 Competitive Advantage; 2.13 Information Value Chain; 2.14 Role of CIO /Information Manager; 2.15 Plan of Approach to Information Strategy; 2.16 Preparation; 2.16.1 Validate Scope; 2.16.2 Stakeholder Analysis; 2.16.3 Acquire Background Information; 2.16.4 EIM Scan; 2.17 Analysis and Design; 2.17.1 To-Be Analysis; 2.17.2 Validation of Hypotheses; 2.17.3 Gap Analysis; 2.18 Translation; 2.18.1 Transformation Roadmap; 2.19 Business Case; 2.20 Critical Success Factor s; 2.21 Cases; 2.22 Role of Change Management Within EIM; Chapter 3: Enterprise Information Management (EIM)
3.1 Synergy and the Details
Includes bibliographical references and index.
How an organization manages its information is arguably the most important skill in today’s dynamic and hyper-competitive environment.  In Enterprise Information Management, editor Paul Baan and a team of expert contributors present a holistic approach to EIM, with an emphasis on action-oriented decision making.   The authors demonstrate that EIM must be promoted from the top down, in order to ensure that the entire organization is committed to establishing and supporting the systems and processes designed to capture, store, analyze, and disseminate information.  They identify three key “pillars” of applications: (1) business intelligence (the information and knowledge management process itself); (2) enterprise content management (company-wide management of unstructured information, including document management, digital asset management, records management, and web content management); and (3) enterprise search (using electronic tools to retrieve information from databases, file systems, and legacy systems).  The authors explore EIM from economic and socio-psychological perspectives, considering the “ROI” (return on information) of IT and related technological investments, and the cultural and behavioral aspects through which people and machines interact.  Illustrating concepts through case examples, the authors provide a variety of tools for managers to assess and improve the effectiveness of their EIM infrastructure, considering its implications for customer and client relations, process and system improvements, product and service innovations, and financial performance.
Information technology.
Business—Data processing.
Application software.
Database management.
IT in Business.
Information Systems Applications (incl. Internet).
Database Management.