{"id":74114,"date":"2023-06-23T17:06:06","date_gmt":"2023-06-23T15:06:06","guid":{"rendered":"https:\/\/krm.swiss\/book-excerpt-2021-6-extreme-collaboration-as-a-prerequisite-for-successful-information-governance\/"},"modified":"2023-06-23T17:06:20","modified_gmt":"2023-06-23T15:06:20","slug":"book-excerpt-2021-6-extreme-collaboration-as-a-prerequisite-for-successful-information-governance","status":"publish","type":"post","link":"https:\/\/krm.swiss\/en\/book-excerpt-2021-6-extreme-collaboration-as-a-prerequisite-for-successful-information-governance\/","title":{"rendered":"Book excerpt 2021 (6): Extreme collaboration as a prerequisite for successful information governance"},"content":{"rendered":" \n

“The greatest challenge on the road to unifying successful governance is the fact that no one function or department alone is capable of achieving the perceived goals and benefits.” <\/em>(Pugh H. 2012) – Book p.37, chap. 2.3.4 Organization of information governance<\/p> \n \n

The above quote virtually suggests a collective effort toward intensive cross-functional collaboration in an appropriate IG program. IG understood here as a key strategic competence for mastering the multi-faceted digital transformation (strategic control and steering of business information). Many similar initiatives have failed due to the problems and excessive demands of a “normal” collaboration and cooperation culture. (cf. Chap. 6.1.1 and 6.1.2 Culture shock or “lack of value propositions”(see also use case of a pharmaceutical company<\/a>).<\/p> \n \n

Collaborative culture is thus one of the critical activities in orchestrating <\/strong>the heterogeneous and multi-disciplinary processes of an Information Governance Initiative (IG). A networked collaboration culture is needed that, at its core, builds a virtual situation or crisis center<\/strong> where people can come together to work collaboratively toward a common goal. Such an “ecosystem” should be accessible at all times without interruption.<\/p> \n \n

What makes such collaboration an extreme<\/strong> requirement, primarily in larger organizations?<\/p> \n \n

What makes it extreme is the will to overcome geographic, organizational, political and managerial boundaries in a very heterogeneous and dynamic VUCA (volatile, uncertain, complex, ambiguous) world. Extreme collaboration is made possible by bringing together several key people and roles in a pattern that brings innovation in behavior, communication, collaboration, and relationship management (incl. new roles cf. ch. 6.1.1, pp. 235-237).<\/p> \n \n

The activities of such a sophisticated collaboration in an IG initiative may include, but are not limited to:<\/p> \n \n