Information Management Quotes

“Has it ever struck you as odd, or unfortunate, that today, when the proportion of literacy is higher than it has ever been, people should have become susceptible to the influence of advertisement and mass propaganda to an extent hitherto unheard of and unimagined?”
― Dorothy L. Sayers, The Lost Tools of Learning

“Are you filling your head with empty calories?”
― Frank Sonnenberg, Soul Food: Change Your Thinking, Change Your Life

“[...] fundamental PIM problems are surprisingly resistant to technology change. [...] Despite apparent technology improvements, we still forget to deal with vital actionable items. find it hard to judge the value of new information, keep large amounts of infomation of questionable value, and fail to retrieve important information that we have made stringent efforts to organize.”
― Ofer Bergman, The Science of Managing Our Digital Stuff

“Completeness of crucial information is extremely important, as missing data is not only a cost issue but is also a massive lost opportunity issue...”
― Rupa Mahanti, Data Quality: Dimensions, Measurement, Strategy, Management, and Governance

“The board’s oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value.”
― Pearl Zhu, Digital Boardroom: 100 Q&as

“The digital board’s IT inquiries help to clarify the strategic role of IT in maximizing business potential.”
― Pearl Zhu, Digital Boardroom: 100 Q&as

“The board’s oversight of information management can highlight the importance of information flow, set the tone for building the culture of information-based decision-making.”
― Pearl Zhu, Digital Boardroom: 100 Q&as

“Information by itself is meaningless until it’s interpreted and analyzed to capture insight and harness innovation.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“Information Management is to make sure that the right information is shared with the right persons at the right time in the right place.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“Well-designed and relatively simplified information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward spiral into an upward spiral.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“The value of information management is never for its own sake, but to provide insight and make a leap of innovation.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“Information-based problem-solving is about how to capture information-based insight and foresight in making right business decisions timely and solving problems effectively.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“IT acts more as a conductor than a constructor for “doing more with innovation,” to conduct an information-mature, customer-centric digital organization.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“The goal to run a nonstop and real-time digital IT organization is to create business synergy and achieve digital synchronization of the entire organization.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“A high-mature organization always looks for opportunities across the business to increase the usage of emergent digital technologies accordingly and charter the digital paradigm shift seamlessly.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“It will be those companies that proactively invest in information management solutions today will be able to competitively leverage their own information going forward with accelerated speed.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Information Management is a core management discipline with knowledge as a focus involves the use of technologies and processes with the aim of optimizing the business value that is generated.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“The value of information management is never for its own sake, but to provide insight and catalyze information.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Compared to the physical asset, Information Management should be managed holistically as an invaluable corporate asset.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Running IT as information synchronizer enables business management making effective decisions and improving organizational fluidity and maturity.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Information/Knowledge management is differentiated business competency and plays a crucial role in running a high-performance business.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Modern IT has many faces. The “art of possible” is phenomenal to rejuvenate IT.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“IT is an enabler and catalyst for the company to reach the next level of business growth and maturity.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“The information possessed by an organization is among its most valuable assets and is critical to its success. The Board of Directors, which is ultimately accountable for the organization’s success, is therefore responsible for the protection of its information. The protection of this information can be achieved only through effective management and assured only through effective board oversight.”
― Robert E. Davis

“The degree of data quality excellence that should be attained and sustained is driven by the criticality of the data, the business need and the cost and time to achieve the defined degree of data quality.”
― Rupa Mahanti, in Data Quality: Dimensions, Measurement, Strategy, Management, and Governance

“How organizations deal with failures or accidents is particularly instructive. Pathological organizations look for a “throat to choke”: Investigations aim to find the person or persons “responsible” for the problem, and then punish or blame them. But in complex adaptive systems, accidents are almost never the fault of a single person who saw clearly what was going to happen and then ran toward it or failed to act to prevent it. Rather, accidents typically emerge from a complex interplay of contributing factors. [...]
Thus, accident investigations that stop at “human error” are not just bad but dangerous. Human error should, instead, be the start of the investigation. Our goal should be to discover how we could improve information flow so that people have better or more timely information, or to find better tools to help prevent catastrophic failures following apparently mundane operations.”
― Nicole Forsgren, Accelerate: Building and Scaling High Performing Technology Organizations