The point is that RMs, generally, aren't in these positions, it's the CIOs
who come from IT.  Not that we shouldn't be able to do the functions, but
that we aren't.

                The first quote applies to records managers. Just like many
RMs, CIOs can be
                (and apparently are) stereotyped as to their abilities,
desires and
                contributions within an organization. Don't we also know the
business
                processes involved in our organizations? If we don't then
how can we develop
                imaging systems. How can we produce records needed during
litigation or an
                audit?

                The second quote also applies to RMs in that we are expected
to know all
                aspects of our organizations and we don't (as far as I know)
work in
                isolation. How else do we construct valid retention
schedules, file schema,
                determine index attributes for imaging systems, yada, yada,
yada.


Jenny Jolinski, CRM
Corporate Records
Darden Restaurants, Inc.
P.O. Box 593330
Orlando, FL 32828
407-245-6638
407-245-4844 FAX
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                -----Original Message-----
                From:   Kurilecz, Peter
[mailto:[log in to unmask]]
                Sent:   Wednesday, May 10, 2000 4:25 PM
                To:     [log in to unmask]
                Subject:        Re: Breaking out of the Back Room

                Jenny wrote:
                >no where was there reference to records management.

                So? Does there have to be a direct RM reference? Is there
anything in the
                article that does not apply to our profession? The point is
that here are
                people, formerly stereotyped as to their responsibilities
and functions
                within an organization, who have gone on to become heads of
the
                organizations.

                The first quote applies to records managers. Just like many
RMs, CIOs can be
                (and apparently are) stereotyped as to their abilities,
desires and
                contributions within an organization. Don't we also know the
business
                processes involved in our organizations? If we don't then
how can we develop
                imaging systems. How can we produce records needed during
litigation or an
                audit?

                The second quote also applies to RMs in that we are expected
to know all
                aspects of our organizations and we don't (as far as I know)
work in
                isolation. How else do we construct valid retention
schedules, file schema,
                determine index attributes for imaging systems, yada, yada,
yada.

                You also wrote:
                > It appears that the IT person moved out of realm of taking
care of
                computers into making a  > difference in the business.

                Why cann't RM people move out of the realm of taking care of
                records/information and into making a difference in the
business.

                Who else, in any organization, as a broader knowledge about
an organization
                than an RM person?

                Replace the word 'techie' with records manager, replace the
word 'computers'
                with records.

                Maybe I am seeing too much in this article, maybe not.

                Remember think outside the box, break the paradigms of your
life.

                My two cents worth.

                Peter A. Kurilecz CRM, CA
                Manager, Records Management
                Woodside Summit Group, Inc
                Richmond, Virginia
                Tel: 804-744-1247 extension 23
                Fax: 804-744-4947
                mailto:[log in to unmask]