AIIM: John Mancini tritt als AIIM-President zurück, bleibt aber AIIM weiterhin erhalten

John Mancini, former President of AIIM international

Rund 20 Jahre lang prägte John Mancini als Präsident des internationalen Dachverbandes der ECM Enterprise Content Management Branche die Geschicke nicht nur des Verbandes sondern des Marktes mit. Er wird zukünftig für die AIIM als "Evangelist & Advisor" tätig bleiben.

Am 11.2.2016 wurde es nun öffentlich - John Mancini, langjährger Geschäftsführer des Verbands AIIM, stellt seine Position zur Verfügung. Er berichtet selbst dazu in seinem Blog "Digital Landfill": Ch...Ch...Ch...Changes at #AIIM -- What is John Mancini Doing? Ein Übergangsteam unter Leitung von Peggy Winton, ist bereits aktiv. Hintergründe des Rücktrittes gibt auch das Interview auf FM Fierce Content Management von John Mancini mit Lisa Hoover McGreevy: (siehe unten). Bereits vor einiger Zeit war John Mancinis Wegbegleiter und VicePresident Atle Skjekkeland in eine neue Rolle geschlüpft und ist nun für AIIM in ähnlicher Position wie zukünftig John Mancini tätig. Bis zur großen AIIM-Konferenz 26.-28.4.2016 in New Orleans soll Klarheit über die neue Management-Struktur der AIIM geschaffen werden.

Seitens PROJECT CONSULT sagen wir ein sehr herzliches Dankeschön an John, für Engagement, Enthusiasmus und Leistung! Dr. Ulrich Kampffmeyers Nachricht an John Mancini: "John, thank you very much for your enthusiasm and invaluable work as our associations president. You have been creating the new AIIM beyond those old paradigms of the past millennium. I hope you stay in the AIIM framework for a lot of more years. Uli"


So whats next?

Wird es jemand, der weitermacht wie bisher?
Wird es jemand aus dem internen Zirkel oder von draußen?
Wird es jemand, der die AIIM in die ARMA merged, "back to the roots - Information Governance im Vordergrund?
Wird es jemand, der sich darauf besinnt, dass das Akronym AIIM eigentlich Association for Information & Innovation Management heißt?
Interessante Tage stehen uns, der Branche und dem Arbeitsfeld Information Management bevor! 


Statements von und zu Johns "New Mission"

----- AIIM Digtal Landfill Blog, Feb. 11, 2016 -----

Ch...Ch...Ch...Changes at #AIIM -- What is John Mancini Doing? 

Forgive the David Bowie riff. 

By now, many of you have seen the official announcement – HERE – of my transition to a different set of responsibilities – and opportunities – here at AIIM.

Given that my posts on this blog have often been a combination of information management observations and embarrassing mentions of my kids, with a bit of bizarre humor thrown in – and given that many of my posts have taken the form of “8 things you need to know about X” -- I thought I would not break form today.

8 Things I’ve Learned Working at AIIM

1 – Stability – for people and for organizations -- is only good in moderation. It will come as no surprise to those that know me that I am not exactly a job hopper. I have worked at three organizations in 35+ years. There is a level of comfort and predictability associated with this, both personally and for the organizations for which I’ve worked. Most problems I’ve seen with people and their organizations usually are the result of people staying too long rather than not long enough. And I’ve seen hugely successful organizations collapse by staying the course in the midst of accelerating change. There are times to stir the pot and times to leave it at rest – both for individuals and for organizations. The trick is knowing which is which.

2 – Association boards are pretty tricky beasts. I was thinking the other day that as a senior executive at two major technology organizations, I’ve organized perhaps 100 Board meetings over the past 25 years. Yikes. And to be honest, there have been some ups and downs along the way. I know there are a lot of AIIM "analysts" that love to pore over AIIM tea leaves for hidden messages.  But the fact is, I’m grateful to this particular AIIM Board at this particular point in time for being willing to have an honest and flexible conversation about how I might move on to a different role with AIIM, but stay engaged to this crazy organization that I care about. And for allowing me to hand over the operations of AIIM to Peggy Winton, who will do a killer job.

3 – Associations – including AIIM -- are ultimately not about the person who is President.  Far too many organizations become captive of the person who is President. There is a delicate balance between too much and too little identification of the paid executive with the organization itself. AIIM has been fortunate to have two very public and identifiable leaders for 30 years. I think Sue and I tried hard to remember that ultimately AIIM is not about us; we have been just stewards for an ongoing trust with which we were [mostly :-)] blessed.

4 – AIIM has been amazingly resilient in the face of overwhelming change – and it isn’t just luck (although that helps). I think a lot about how much AIIM and the industry and people it represents have changed over the years. There is no rational reason why a microfilm association founded in 1943 should still be alive 73 years later. I worked for a technology organization years and years ago that had SO many more cards than AIIM – a $20 million budget and 120+ people. It’s gone now. Gone.  AIIM has been blessed with a combination of executive and volunteer leadership that somehow has survived multiple technology eras – from microfilm to micrographics to imaging to document management to enterprise content management -- and now into the craziness of Digital Disruption.

5 – AIIM needs to constantly remind itself of the fundamental reason it is in existence.  We haven’t always realized or appreciated it, but at its core, AIIM has a value proposition that allows it survive those who want to pigeonhole it in a particularly technology. AIIM is ultimately not about technologies, but about helping organizations effectively manage the intersection of people, process, and information. Information is now an organization’s most important asset; AIIM provides the skills to help manage it.

6 – I wish I could figure out a way for the members of AIIM to better know how skilled and how hard working the staff is.  For better or worse, I suppose one of the legacies I leave as I move out of the operating chair at AIIM is a weirdly unconventional work environment. We have staff in locations around the world. We work more in home offices than in conventional offices. People are largely responsible for themselves and how and when and where they work. Many of my colleagues in the Association community think this is insane. But when I go through the volume of work that comes out of AIIM, and tell them only 24 people do all of this, they are astounded. As they should be.

7 – Focus with a thousand bosses is so much more difficult than people think.  The incredible productivity in #6 comes at a cost when combined with lots and lots of volunteer stakeholders, all of whom believe they have a legitimate and unique claim on the Association’s resources. Many of these claims have their roots in an era in which a massive trade show spun off gigantic profit margins to support all sorts of things for free. We need to find better ways of having honest discussions about how to sustain services at a high level for those interested in training and certification and B2B services and events and cutting-edge research and membership and chapters and Fellows and standards before the 24 people in #6 decide enough is enough.

8 – In the end, any Association is just about people. There are so many colleagues and friends whom I have come to treasure as a result of my association with AIIM. As I make this transition, it’s impossible to list everyone without embarrassing all of you, but just know that I know who you are. And thank you. Your confidences and trust and friendship mean more than I can express.

Enough! What will I be doing now, you ask? Well, hopefully a lot more speaking and writing about the challenges of managing information assets in an era of Digital Disruption and about the critical role that information professionals play in making this all happen. I will be working more directly with companies to improve their marketing and communications effectiveness in a series of new services through AIIM – you’ll find background on this initiative HERE. Ping me at johnmancini [at] and let's talk!

And be forewarned. You’ll be hearing from me.

And speaking of which, if you aren't registered, you need to be in New Orleans for AIIM16!

Quelle: AIIM


----- AIIM official Transition Notice, Feb. 11, 2016 --------

AIIM’s John Mancini to transition to new role at information management group

Industry thought leader to transition from role as President to new role offering a new set of advisory offerings

Silver Spring, Md., Feb. 11, 2016 – After nearly 20 years as president, John Mancini has requested a transition to a new set of responsibilities at AIIM.

Tony Peleska, AIIM Chair and CIO of the Minnesota Housing Finance Agency, has agreed to chair a transition committee. Peggy Winton, COO for AIIM, will assume John’s ongoing operating responsibilities.

John Mancini will expand upon his work with AIIM as an evangelist, author, blogger, and keynote speaker. The new role will free John up to use his extensive knowledge of the industry and content marketing to help individual companies on their marketing strategies and messaging through a new set of advisory offerings and to evangelize the need for information professionals.

A number of information management industry influencers and luminaries offered their perspectives on the announcement:

John Newton, founder of both Documentum and Alfresco: “AIIM and the content management industry are at a critical crossroads. Content management is on the cusp of being something far larger and far more critical to organizations; it is a key enabling technology for the digital transformation that is occurring. John has a rich understanding of both where content management is and where it is going, and focusing your knowledge on the market rather than on internal operations is a huge step forward. He knows what works — and more importantly what does not work — when it comes to marketing. This transition opens up a host of new opportunities for individual companies to capitalize on his knowledge."

Bob Zagami, AIIM Fellow and industry advisor: “Under John’s leadership, AIIM has transitioned away from being known chiefly as an association with a large trade show and ever-changing technologies. His leadership has positioned the association for even greater things in the future. We don’t talk technology — we teach solutions. The trade show has been replaced by senior level educational conferences. AIIM is now a major resource both for those who develop effective information management and governance products and services, and for the consumers who need this information, now more than ever, to stay current and competitive in an ever-changing environment in their companies and organizations.”

Allen Podraza, director of Records Management and Archives at the American Medical Association: “It is critical for AIIM to capitalize on opportunities to expand its visibility with external audiences who are unfamiliar with content and information management. No doubt that focusing John’s efforts on this external mission will be exciting times for AIIM. The association has always been among the most creative in approaching new markets and new opportunities. It is this creativity that ensures AIIM will continue to be the preeminent association for information management professionals now and into the future.”

Alan Pelz-Sharpe, vice president at the Digital Clarity Group: "The traditional lines between structured and unstructured information -- which served in the past to separate what was AIIM from what was not AIIM – have become so blurred as to be meaningless. Content has become so ubiquitous, voluminous, varied, and critical to business processes that it is impossible to separate ‘content management’ as a separate discipline from business processes and applications. Telling this story to the outside world requires focus and commitment, and freeing John up to focus on this mission is a big step forward for AIIM."

Thornton May, futurist: “Less than one percent of one percent of the seven billion humans on this planet excel at information management. We can do better. AIIM is now even better positioned to make the lessons learned during the long evolution from records management, through document/image management to content management and beyond affordably accessible to the majority of our species.”

Quelle: AIIM


-----  Fierce Content Management, Feb. 11, 2016 ------------

AIIM President John Mancini stepping down for expanded role as evangelist and advisor

Mancini talks to FierceContentManagement about his transition and the future of info management
February 11, 2016 | By Lisa Hoover McGreevy


AIIM's John Mancini announced this morning his decision to move away from his current position as president to take over a new role within the organization, focusing on developing advisory offerings that help companies understand the relationship between information management and marketing strategies.

A transition committee has formed to fill the vacated slot and AIIM COO Peggy Winton has stepped up to take over day-to-day operations. I caught up with Mancini earlier this week to talk about his new role at AIIM and where he thinks the information management industry is headed.


Lisa McGreevy (LM): Much of your work with AIIM to date has been focused on raising awareness of the importance of information management on an individual level through the development of the CIP program and other educational opportunities. Does your transition signal the beginning a larger strategy for AIIM to increase its outreach at the organizational level?

John Mancini (JM): Rather than representing a transition to a new strategy, I prefer to think of it as an expansion of our existing strategy. In the user community, in addition to training a large number of individuals, we already do a great deal of training at the organizational level with strategy teams within user organizations. That's an area that we would really like to expand upon moving forward.

I think this is relative to the particular challenges that end-user organizations face. In an era that I would call the "many flavors of content management," users must be particularly focused on the business problems they are trying to solve, and this means that as an organization they need to be smarter about content and information management technologies before they start engaging in conversations with vendors.

In the vendor community, we are seeing a great deal of interest in taking our core technology training building blocks and expanding these into basic competencies and sales enablement training for their sales and marketing teams. I think the reason for this parallels the movement of the end user community to focus more on business problems; in the vendor community this means that sales and marketing teams must be much more effective at making the business case.

I've seen many companies whose staff are extremely confident when it comes to product training, but sorely lacking when it comes to domain specific and industry specific training. I think that's where we can play an expanded role.

LM: Where's the disconnect when it comes to information management and marketing strategies? What is it that companies just aren't getting?

JM: A core problem that we have in this industry is that we have made the value proposition for content and information management much too complex. I like to say that a typical elevator speech by a company trying to explain what we do would require an elevator to Saturn. We all collectively need to be much more focused on simplifying the message.

At the most basic level, what we all do is we help knowledge workers figure out where to put their "stuff," so that it meets two criteria: First, that "stuff" must be stored such that it is secure, accountable, auditable, and searchable, so that the organization itself can achieve its goals. And secondly, the systems we provide must work when and how and where a knowledge worker wants to work. It is that second criteria - fundamentally a test about the usability of our systems - that becomes so important in the area ahead.

The second issue that organizations need to address again parallels what's going on within the end user community. It has always been the case that no one ever woke up in the morning, slapped themselves on the head, and exclaimed, "Darn, I need some content management today!" Content management has always been a set of technologies that is valued by what it enables rather than by what it is.

But in the era that we're moving into - an era in which line of business people fundamentally have more power to make decisions - the focus needs to be on business applications. And that means a domain knowledge and broader industry knowledge and a focus on challenger sales approaches that are sorely lacking in many companies.

LM: It's easy to see how much the information management industry has changed during your nearly 20-year tenure as president. Where do you think it's headed now?

JM: I think we're headed into an era in which solutions will be much more portable, in which business people would be much more empowered to make decisions about them, in which a lot of the money will reside in the business rather than in IT departments, and in which decisions will be made much more quickly. And what that means for content and information management is that it must be securely positioned within discussions about business process and business applications.

LM: Will the person taking over for you come from inside AIIM's immediate ranks or is the transition committee expanding the search? Is there a timeframe by which you expect the position to be filled?

JM: The transition committee is in the process of being formed, and will be headed by the current chair of AIIM, Tony Peleska. I'm not going anywhere, and Peggy Winton is more than capable to handle the operations of AIIM, and so I know the committee will take its time to make the right decision.

LM: Thanks, John. Best of luck in your new role!


Quelle: FM


Interview von Björn Negelmann mit John Mancini, AIIM

John Mancini, ehemaliger Präsident des internationalen Verbandes der Information-Management-Branche, AIIM, wurde am 1.4.2016 von Björn Negelmann, n:sight, für den YouTube-Channel von KongressMedia interviewt:
Nach einer allgemeinen Einstiegsfrage zur Person und zur AIIM selbst: John hierzu " ... going to Enterprise Information Management. But the business problem, you see, you have got processes, people and information, to marry the three of them, that's really the core what AIIM is all about".

In der ersten fachlichen Fragen ging es Kollegen Negelmann um den Anspruch der AIIM. Auf der Webseite wird AIIM als "Community of Information Professionals" positioniert, ECM Enterprise Content Management wird nicht bedeutend hervorgehoben, obwohl dies von AIIM stammt. John "... things go through changes every 10 to 15 years. The ECM term has been around since 2000, 2001. The term is not big enough to describe whats happening in the industry".

Björn Negelmann fragt zur Transformation und zum Zusammenhang von Begriffen wie ECM und EIM nach. John weist auf den "disruptive Change" die sich gerade abspielen, neue Geschäftsmodelle verändern die Landschaft und "Information Business" ist der Kern von vielen. Negelmann fragt nach "Information is the center of the business of the future?"; John "Information is the most important business asset". 

Negelmann geht auf das Thema "Architekturen und monolithische Systeme" über und weist darauf hin, dass eigentlich Information im Zentrum stehen müsste. Hier sei ein Wandel in den Auffassungen weg vom reinen Verwalten der Records hin zum Nutzen der Werte der Information notwendig. John bestätigt dies und betont, dass Information Governance und Records nur ein Aspekt von Information Management sind. "Information has ... to deliberate the business, free up the business, to open up new business opportunities, open up new insights .... It a very different set of information priorities than we traditionally dealt with".   

Die Folgefrage drehte sich dann um die AIIM Conference in New Orleans im April 2016 und das Konferenzprogramm, das den "Paradigm Shift" beinhaltet. John betont einige Aspekte der Konferenz, so das Ziel den Teilnehmer mit praktischen Beispielen zu helfen, die "Digitale Transformation" anzugehen. Keynotes beinhalten "The Future of Work" und die Veränderungen der "Collaboration", "Digital Reputation" und "Social Economics". Auf der Konferenz werden drei Hauptthemen im Umfeld der "Digitalen Transformation" angesprochen. John "First, the question of processes and automation... Second, the issue of information governance and security ... Third ... Insights and Analytics ... ."

Nach der kurzen Darstellung der AIIM Conference Ziele fragt Negelmann, wann man denn mit der Umsetzung der "Digital Transformation" rechnen könne. John meint dazu, dass die Technologien da sind, aber das es um den Wandel der Organisation geht, um Technologien sinnvoll einsetzen zu können, und das die Geschwindigkeit mit der dies geschieht, sehr unterschiedlich ist. 

Die letzte Frage von Negelmann zielt auf die "German Follower", wo sollen die "ECM-Verantwortlichen" mit der Transformation anfangen? John "Nobody ever woke up in the morning, slap themselve in the head, and - God, I need an ECM today". Es ist eher die Aufgabe über die Vorteile, die geschäftlichen Auswirkungen denn über das Akronym ECM und Technologien zu sprechen.
John zeigt in dem Interview - in seiner neuen Rolle als "AIIM Chief Evangelist" - die gleiche Sicht auf das Thema Information Management, wie wir sie bei PROJECT CONSULT schon seit einigen Jahren verfolgen: bereits 2008 postulierten wir den notwendigen Wandel von ECM zu EIM Enterprise Information Management sowie seit 2013 zum Information Management per se. Es geht längst nicht mehr um den funktionalen Ansatz von ECM Enterprise Content Management. Die jüngste "State of the Industry" Studie der AIIM hat dann auch den Titel "Information Management 2016". Einen Überblick zu den Themen der AIIM Conference (26.-28.04.2016, New Orleans) gibt auch das Whitepaper "Digital Transformation in Action". Es adressiert z.B. 21 Aktivitäten, die man in den drei Phasen "Creating a Transformation Strategy", "Preparing for Action" und "Implementing your Transformation Plan" beachten sollte. Die Aktivitäten werden mit "Rules" erläutert. Alles Themen jenseits der klassischen Ansätze von ECM Enterprise Content Management. Nicht umsonst haben wir bei PROJECT CONSULT das Akronym ECM längst in "Enterprise CHANGE Management" umgewidmet.  
Auf die aktuelle Situation bei der AIIM - Rücktritt von John Mancini als AIIM President und Neuausrichtung der AIIM durch ein Transition Team mit sehr kontroversen Ansätzen - ging das Interview von Björn Negelmann nicht ein.