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RECMGMT-L  May 2000

RECMGMT-L May 2000

Subject:

Re: Breaking out of the Back Room

From:

"Gary L. Grieme" <[log in to unmask]>

Reply-To:

Records Management Program <[log in to unmask]>

Date:

Thu, 11 May 2000 11:26:21 -0400

Content-Type:

text/plain

Parts/Attachments:

Parts/Attachments

text/plain (196 lines)

*****************Internet E-Mail Confidentiality Header**********************

Information contained in this E-Mail transmission is privileged and confidential.  If you are not the intended recipient, please do not read, distribute, or reproduce this transmission.  If you have received
this E-Mail transmission in error, please call our Technical Support at 612-349-8799.

Robins, Kaplan, Miller & Ciresi L.L.P.
www.rkmc.com

*************************************************************************************

One point Peter is trying to make is, don't think it's out of the question that someone who starts their career in records management can someday lead a Fortune 500 company.  There is an attorney in my firm who started out as just another no-name associate from St. Paul, and today he's running for United States Senate.  Going directly from the Records Department to CEO is highly unlikely (although not impossible).  But people change careers on the average seven or so times in their lifetime.  Why couldn't someone who started in the Records Department climb the ladder to the top?

Read some biographies of famous people and look at the jobs they've held on their way to the top.  Whining about how we records people don't get the credit we deserve is a constant.  But I think most of us on the listserv are in records management either because we like it, or because we feel like we're headed in the right direction.  Those who aren't happy, or feel trapped, should get out there and see what's possible.  A lot of IT people are doing it, and they're grabbing the jobs that could be ours.  Think outside the box!

Gary L. Grieme
Records Manager
Robins, Kaplan, Miller & Ciresi L.L.P.
Minneapolis, MN
612-349-8538
[log in to unmask]

>>> Jenny Jolinski <[log in to unmask]> 5/11/00 9:32:46 AM >>>
Wishing it doesn't make it so.  So somehow, substituting IT=RM in an article
is going to make us feel better about our profession.  Don' t think so.  We
have stepped into the box put the lid on and stayed on the shelf.
Jenny Jolinski, CRM
Corporate Records
Darden Restaurants, Inc.
P.O. Box 593330
Orlando, FL 32828
407-245-6638
407-245-4844 FAX
[log in to unmask]


                -----Original Message-----
                From:   Kurilecz, Peter
[mailto:[log in to unmask]]
                Sent:   Thursday, May 11, 2000 9:25 AM
                To:     [log in to unmask]
                Subject:        Re: Breaking out of the Back Room

                Bill Roach wrote:
                >A similar article recently appeared in the April 2000 issue
of Beyond
                Computing.
                An excellent article, too. thanks More about it later.

                Adam wrote:
                >I must admit that I didn't read the article because it
appeared that
                several of the people  >profiled were IT people who went ot
work in
                e-businesses.

                Hopefully you will go back and read both the NYTimes article
and the
                Business computing. Your supposition is wrong.

                The Business Computing article has many excellent points in
it. Here are
                some portions of it.

                <snip>
                What has changed is the way the field is perceived by
others. IT's value
                isn't a corporate secret anymore, and most enterprises are
giving technology
                personnel the respect they've earned.
                <snip>
                Just replace IT with RM and technology with records and what
do you get.

                Bill wrote:
                >Personally I think it has a lot to do with how we operate.
Do we position
                ourselves as roadblocks or as enablers.  Maybe we should
quit harping on the
                records that haven't been shceduled for destruction and
start offering
                solutions to problems.

                The following quote from the article speaks to his point.

                <snip>
                "Years ago, the attitude was, 'Keep me in the back room, and
I'll keep the
                lights on and the machines running,'" recalls Bill Bradley,
director of
                information management for Johnson & Johnson, the New
Brunswick, N.J.-based
                pharmaceutical and toiletry manufacturer. "Now, IT managers
have to really
                learn the business: how research works, how engineering
works, how sales and
                marketing work."
                <snip>
                <snip>IT professionals have become "highly valued in the
corporation."<snip>
                Once again in the following piece just replace IT with RM
and see what you
                get.
                <snip>Bradley, who's in charge of research, development and
franchise
                management for Johnson & Johnson's consumer companies, is
also eloquent on
                the subject of business's reliance on information
technology. "IT is
                becoming much more ingrained in a company's business
decisions, rather than
                just being a cost center," he says. "Now, when people look
at IT, they ask,
                'How can it bring down costs, make us more efficient and
drive the
                business?'"<snip>
                The following piece speaks IMHO directly to all of us in
RIM. We must become
                more knowledgeable about our businesses.
                <snip>John Schlenker, vice president of information systems
and CIO at
                Knoxville, Tenn.-based St. Mary's Health System, sees
challenges in that
                change.
                "IT people must develop a much better understanding of the
business," he
                points out, "and IT managers have to become more politically
astute. More
                than ever, our managers must show that the systems they're
putting in will
                have real value from a business and a clinical point of
view."
                Libbey's Zarb also stresses the need to acquire the
knowledge that is
                required to meet business goals. "We in IT haven't evolved
to be business
                thinkers as fast as the user base and management have
evolved to be
                technology thinkers," he remarks. "We need to be a lot more
perceptive and
                knowledgeable about the business."<snip>
                The following quotes concern the skills and knowledge that
IT people
                percieve as necessary to move ahead.
                <snip>. "IT managers need communication and political skills
that enable
                them to participate in high-level negotiations and
discussions," <snip>
                <snip>Johnson & Johnson's Bradley predicts that business
skills will be the
                most vital career asset in the future. "If you have to
choose between buying
                a piece of equipment or installing a new piece of software,"
he points out,
                "you have to understand both the financial impact and the
business benefits
                of that decision."
                Perhaps the most dramatic consensus unearthed by the survey
involved skills
                enhancement. When asked what skills they plan to hone during
the next five
                years, the area of e-business and Internet knowledge won by
a landslide.
                <snip>
                <snip>The second most popular area for future skill
development was general
                business expertise, cited by 42 percent. "I look for
opportunities in other
                departments that will improve my skills in areas where they
may be lacking,"
                Johnson & Johnson's Bradley explains. "So I'll try for a
managerial
                assignment in an area, even if it's just a six-month
rotation."
                He encourages his most promising people to do the same. "The
stints may be
                short-term," he notes, "but if you've worked in an area like
marketing,
                you'll be able to speak their language when they come to you
with an IT
                problem."<snip>

                Maybe I'm wrong and maybe I'm right but I found both
articles fascinating
                and encouraging.
                Well as that marvelous thespian celluloid actor said so
eloquently, "T T T T
                T T T T T T T That's all Folks!"


                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]

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