Derive Foresight through Assessment - TrepanierRock · 2016-06-06 · Presentation to the ARMA Calgary Luncheon November 27, 2015 3 TOPIC: Derive Foresight through Assessment: The

Presented to

ARMA Calgary Luncheon

November 27, 2015

Presented by: Sue Rock, CRM

Derive Foresight through

Assessment

Presentation to the ARMA Calgary Luncheon November 27, 2015 2

TOPIC: Derive Foresight through Assessment:

If we are to meet the challenge of our time and create a global society where all peoples can live together in peace and mutual respect, we need to assess our situation accurately. 2014 Fields of Blood, Karen Armstrong, Introduction page 15


TOPIC: Derive Foresight through Assessment:

The words vision, strategy, project, and capital expenditure are on hold in a business context for 2015, as we come unstuck* from the recent riptide of international economics. *2013 Riptide, Vance Joy lyrics “Oh, oh and they come unstuck”

Regardless of whether you survived holding reins or clinging to coat-tails, it’s time to conduct an assessment to describe your “as is” and to determine your “to be”.

Three key areas to assess are:


TOPIC, continued:

1. You – what are your criteria for evaluating your current situation?

2. Your work setting – what types of economic influences lurk to derail your RIM program, your work stability?

3. Your RIM program – its current status, what is immediate, near future and … off the table?

Foresight derived through assessment of these three topics will permit the words planning, readiness, and preparedness to re-enter business conversation.


1. Assess yourself – criteria to consider

INPUTS:

i. Age; peer group

ii. Health; stamina

iii. Family; finances

iv. Education; training

v. Skills; competencies

1967 How Can I Be Sure, The Young Rascals


1. Assess yourself, continued

EFFORT

i. Behaviours – those to retain; those to retrain

ii. Working style

iii. What keeps you busy; too busy; trapped

iv. What keeps you from achieving your goals

v. How can you turn your intentions into actions


1. Assess yourself, continued

OUTPUTS

i. Describe what you want – your ‘strategic purpose’

ii. Identify your priorities

iii. Set objectives

iv. Define specific actions required to achieve objectives

v. Set dates for continuous improvement review


1. Assess yourself – your toolkit:

i. Peers; family; mentors

ii. Publications; media sources

iii. Educational sources

iv. The objectives you wrote for your position in 2015

v. Objectives you wrote over the years …

Project Management Tip Reach for time management tools such as this exercise which challenges

you to classify your actual activities in the past few days into the

quadrants. Most of us discover we have NOTHING in quadrant 2. – the

one that’s probably the most important for your personal and professional

development. ©2011 Priority Management International Inc.

Project Management Tip This diagram illustrates how your mind might be occupied juggling “things to do”.

It shows that all the TTDs have equal weight; in fact, any one of the TTD’s will

leap into the forefront unless you have identified and filed it safely elsewhere

(for example, the Tasks feature of Outlook,) ©2011 Priority Management International Inc.

Project Management Tip Here’s an example of “filing” your “Things to Do” using the Tasks feature of

Outlook. ©2011 Priority Management International Inc.


2. Assess your work setting – criteria

INPUTS:

i. Business sector

ii. Company size

iii. Geographic locations

iv. Company portfolio

v. Financial highlights: revenue; net income; cash flow; return on average equity


2. Assess your work setting, continued

EFFORT

i. Corporate culture

ii. Management style

iii. Working style

iv. Cost of services

v. General and administrative expenses


2. Assess your work setting, continued

OUTPUTS

i. Describe the Company’s ‘strategic purpose’

ii. Identify revised/re-stated priorities

iii. Set revised objectives to align with priorities

iv. Define specific actions required to achieve objectives

v. Set dates for continuous improvement review


2. Assess your work setting – your toolkit

Toolkit

i. Company publications internal and external

ii. Publications about your Company

iii. Political actions which reflect societal influences and opinions …

1965 P. F. Sloan, Eve of Destruction, recorded by Barry McGuire, ref. movie 1991 Eve of Destruction

Project Management Tip

Develop an ISSUES folder for proactively scanning the horizon.

Use a Subject line: naming convention to filter items into the ISSUES folder.

Schedule a recurring time slot to review contents.

EXAMPLES of emerging ISSUES: Climate change rethink: Alberta’s new NDP government moving on emission

targets, increased credibility

The [Canadian] Lawyers Weekly October 09, 2015 issue

http://www.lawyersweekly.ca/articles/2530

Best Practices in Contractor Management: http://www.thecampbellinstitute.org/file/download.php?id=20150923f9bd932e4ac8724a2266ddbf89c81e0f


Example of ISSUES folder in Outlook:


Your ISSUES folder will track the changes to and emergence of business vocabulary – EXAMPLE: 1990s “global warming” 2015 “climate change”

Eventually, ISSUES either fade into a non issues OR

ISSUES -> morph into -> PROJECTS -> which can become company-wide -> PROGRAMS

Don’t forget to record your CITATIONS: Reference/Source/Date

Another useful item emerged in August 2015:

The Red Tape Reduction Regulations under the Red tape Reduction Act were published in the August 12, 2015 edition of the Canada Gazette Part II. http://www.gazette.gc.ca/

Two REALLY COOL items:

There is a one-for-one rule is designed to eliminate an existing regulation every time a new one is introduced. Can we apply this to our RIM “rules” we implement onto the business?

There’s a Standard Cost Model for calculating administrative burden.


Your ISSUES folder will track the changes to and emergence of business vocabulary – EXAMPLE: 1990s “global warming” 2015 “climate change”

Eventually, ISSUES either fade into a non issues OR

ISSUES -> morph into -> PROJECTS -> which can become company-wide -> PROGRAMS

Don’t forget to record your CITATIONS: Reference/Source/Date

Another useful item emerged in August 2015:

The Red Tape Reduction Regulations under the Red tape Reduction Act were published in the August 12, 2015 edition of the Canada Gazette Part II. http://www.gazette.gc.ca/

Two REALLY COOL items:

There is a one-for-one rule is designed to eliminate an existing regulation every time a new one is introduced. Can we apply this to our RIM “rules” we implement onto the business?

There’s a Standard Cost Model for calculating administrative burden.


EXCERPT from the Red Tape Reduction Regulation – Standard Cost Model for calculating administrative burden:


3. Assess your RIM Program – criteria

INPUTS:

i. Business sector

ii. Company size

iii. Geographic locations

iv. Company portfolio

v. Financial highlights: revenue; net income; cash flow; return on average equity



EFFORT:

i. Program elements: are systems in place still required?

ii. Records support services: do they match business?

iii. Core business records: are they identified?

iv. Financial reporting controls: are core business records identified in a myriad of systems?

v. Data capture systems; interrelationships: are they mapped?



OUTPUTS:

i. Program elements focus on core business records

ii. Records support services focus on core business records

iii. Core business records are identified, captured, secure

iv. An annual report on RIM program status is produced

v. A presentation to senior management is drafted



Ethical challenges:

Can you state with confidence, without hesitating or faltering or grasping for current business vocabulary, that all of your RIM program is absolutely essential? Do you have citations to back-up your statements?

Tell the truth to management:

Messengers state: “they only want 3 slides”.

Experience states: Management is concerned and interested in the state of their records.

Find a method to communicate the RIM message effectively.



The CRM’s Code of Ethics dated 1979 and still relevant:

Code of Ethics: http://www.icrm.org/about/code-of-ethics/

Certified Records Managers should maintain high professional standards of conduct in the performance of their duties. The Code of Ethics is provided as a guide to professional conduct.

Certified Records Managers have a professional responsibility to conduct themselves so that their good faith and integrity shall not be open to question. They will promote the highest possible records management standards.

Certified Records Managers shall conform to existing laws and regulations covering the creation, maintenance, and disposition of recorded information, and shall never knowingly be parties to any illegal or improper activities relative thereto.

Certified Records Managers shall be prudent in the use of information acquired in the course of their duties. They should protect confidential, proprietary and trade secret information obtained from others and use it only for the purposes approved by the party from whom it was obtained or for the benefit of that party, and not for the personal gain of anyone else.

Certified Records Managers shall not accept gifts or gratuities from clients, business associates, or suppliers as inducements to influence any procurements or decisions they may make.

Certified Records Managers shall use all reasonable care to obtain factual evidence to support their opinion.

Certified Records Managers shall strive for continuing proficiency and effectiveness in their profession and shall contribute to further research, development, and education. It is their professional responsibility to encourage those interested in records management and offer assistance whenever possible to those who enter the profession and to those already in the profession.


Project Management Tip Prepare an annual RIM status report – reach for an ARMA or an ISO standard to define program elements.



QUOTES which floor me, and I said them:

1. All records are not created equally; they do not require the same resources.

2. Change your retention schedule if it doesn’t work for business.

3. Why are you printing E-sources to paper and calling the paper a record? Paper is an output of choice; a convenience copy.

4. Anyone can file. We’re creating a RETRIEVAL system.

5. Courts will accept anything as a record, including a stained cocktail napkin; or a piece of carpet. Focus on RETRIEVAL efficiency.



QUOTES which floor me, and I said them, continued:

6. Records are NOT the lifeblood of a Company. Money is.

7. There is no law that says you have to destroy your records even if you have a retention schedule if you cannot AFFORD to destroy them. Document an annual RIM program status report. It’s acceptable to Courts. [NOTE: Alberta Court of Appeal launched a 2015 initiative to go totally electronic. Business reason? Geography.]

8. Does Legal want to own the records?

9. Stop scanning – there is no business case to scan.

10. You have NOTHING.


In summary:

Today, we joined the heady company of provincial, federal, and international leaders as we indulged in developing a self-assessment model to address:

1. You – criteria for evaluating your current situation?

2. Your work setting – influences which can derail your RIM program. And,

3. Your RIM program – examining what’s in place today to determine what’s really required.


In summary, continued:

As we retire our forks, spoons, and napkins, push away from the table, and nod farewell greetings to each other, we may have acquired scratch ingredients to develop personal foresight.

Foresight derived through assessment will permit the following vocabulary activation for 2016:

Planning – be sure to prepare plans B and C, too

Readiness – you will be braced for any outcome

Preparedness – you will be prepared to enact any of the above.


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Derive Foresight through Assessment - TrepanierRock · 2016-06-06 · Presentation to the ARMA Calgary Luncheon November 27, 2015 3 TOPIC: Derive Foresight through Assessment: The