Organizing the information management process in process-based organizations

This paper examines the management of the information management process in process organizations. Throughout the 1990s there is evidence that some organizations have transformed themselves from functionally oriented to process-based entities. The information management process is critical in supporting a process enterprise and this study looks at how it may be organized. The study focuses on in-depth qualitative data that has been collected by the author during an extended period of fieldwork at the case site, Xerox Ltd. The manner in which information management (IM) can be organized for process organization is examined. Several IPA trends are identified and the changing nature of IM staff skill profiles is presented. The 'programme management' role is shown to be central in the effective co-ordination of IM in a process organization. These people are shown to perform procurement, co-ordination, support, monitoring, and control tasks. These are largely 'managerial' and not technical skills. The relationship between IM, strategy, and structure is explored within the context of a process-focussed enterprise. Such understanding is currently lacking from academic literature. The research shows that a holistic approach to management by process is possible and that it can be facilitated by appropriate organization of IM.