Category: Change Management
So your workplace has been asked to identify savings through efficiency gains. I believe that if I were to ask ten different people for their interpretation, I would probably get ten different responses. So let’s start back at the beginning with a general definition.
What is efficiency?: Efficiency describes the extent to which time or effort is well used for the intended task or purpose. Source: Wikipedia
So if we accept this description, it’s safe to assume that in order to improve efficiency, one must make even better use of their time or effort for the intended task or purpose.
But does the public sector in general terms measure time and effort (i.e. work hours)? And if they do, do they measure it against intended tasks? Not that I’ve seen.
So let’s look at a private sector approach. When faced with improving efficiencies, organizations primarily focus on waste. In order to make better use of time, they eliminate the recurring problems that cause ‘lost’ time. Once removed, more time can be well spent on the intended task or purpose.
Conservatively speaking, it is estimated that approximately 20% of all work time is ‘lost’ for a variety of reasons. Imagine the amount of time you (and your team) spend waiting for call backs, looking for information, waiting for approvals, seeking clarification, clarifying expectations, and reworking deliverables. We all know that not every hour is created equal.
But again, does the public sector in general terms measure their time ‘lost’ due to issues or problems? And if they do, do they measure it against intended tasks? Again, I think not.
I recognize that these answers may not be very exciting, or sophisticated in their approach. But what is wrong with that? I get the feeling that people are looking for complex solutions to basic challenges.
If the public sector wants to gain efficiencies, here’s what I feel they need to do:
1. Subscribe to the premise that what isn’t measured, isn’t managed
- Start measuring efficiency – this means integrating ‘time and effort’ (work hours) into their dashboards and reporting systems
- Start documenting issues/problems – this means integrating problem logs or sheets into their daily work
- Embrace data and documentation by holding open and transparent discussions about results at all relevant meetings and bilats
2. Leverage the untapped power of setting tangible targets and measureable plans
- Integrate targets and plans into the daily world of work and have those expectations clearly indicated on dashboards and reporting systems – this means that all departments need to know with absolute uncertainty when a performance falls within expectations, or short of expectations (good day/bad day principle)
3. Put accountability back in the workplace and into the hands of the Manager
- Did you know that some estimates state that Managers control as much as 90% of an organization’s assets!
- Redefine the role of the Manager as responsible for their processes and people – this means giving them the authority to make decisions and hold them responsible for results
4. Walk the talk about client service
- Review the work of the department and reduce the amount of work that is not directly impacting the client – this means reprioritizing work around strategic outcomes instead of administrative tasks
In short, we need to get our hands on better data, set more targets, better engage our Managers, and refocus our efforts on the client.
So in an increasingly complex world, why not remember those lessons from the past. It might do us all well to dust off those basic management principles forged over time yet somehow forgotten in this exciting age of technological advancements.
By Kathy Roy and Kellen Greenberg
Regardless of a public sector organization’s intent to cost-reduce, realize efficiency gains, or improve effectiveness, Managers are being asked to find ways to do more with less. So the time is right to get back to basics and discuss some key steps that all Managers can take to identify cost savings opportunities.
There are many different approaches that an organization can take to reduce spending year-over-year. Some approaches involve new technological improvements, while others include innovative ways to streamline and consolidate processes. However, in times of fiscal constraint, many organizations are looking for zero cost solutions. And even more in demand are zero cost solutions with quick implementations.
Many of our Clients are applying some ‘go-to’ solutions to achieve quick results. One is to simply ratchet down discretionary spending like travel and hospitality. Another is to find specific functions or lines of business that can simply be stopped. No wonder these are the ‘go-to’ solutions – they have quick returns and results that are tangible. But we’re writing this blog with the idea of adding yet another ‘go-to’ approach to the repertoire, and its’ application lies within the authority of each and every Manager. It is the Manager’s ability to truly leverage their staff’s involvement and their available data and information to identify opportunities for cost savings.
The role of management and their associated work environments has certainly changed over the years. The increasing role of technology and the movement towards functional org structures (and matrix structures) have certainly contributed to that change. As a result, Managers today are less responsible for making decisions that directly affect their people. So when it comes time to identify areas for savings, the process seems to have become more complicated and complex.
But let’s not mistake complications with barriers. Many Managers are exploring new ways to involve their staff and leverage data and information to identify cost savings opportunities. They believe that a more engaged and involved workforce will collaborate to uncover the ‘right’ areas for cost savings. And they further believe that those ‘right’ areas for cost savings can then be validated and tested with data and information. By working with their team, and in spite of the many ‘obstacles’ and ‘unknowns’, they can deliver innovative solutions to do more with less. This should also be the goal for Managers that have become overwhelmingly fixed in their resource allocations.
So what exactly do we mean by leveraging staff involvement and available data and information?
Leveraging staff involvement
Staff are experts in the daily flow of work. They know what works well/what doesn’t, which work arrives on-time/which doesn’t, and where the delays/expediencies exist. Yet in many cases, they are either not asked or are not offering up this wealth of knowledge for consideration. Engaging the staff in the process is not just an expedient way of pinpointing the bottlenecks and backlogs, but also allows Managers to find hidden gems of opportunities. Further, this is something that both Managers and staff should be excited about, despite our knee-jerk negative reactions to reducing costs. Finding the ‘right’ types of efficiencies does more than just save money, it makes the work and the workplace more enjoyable and satisfying for everyone.
Leveraging available data and information
All work environments are full of activities and outputs. These activities and outputs are currently being overseen with varying degrees of formal documentation and discussion. Ideally, a Manager would have the right data and information to validate the potential opportunities identified for cost savings by their staff. Or, at the very least, they would be continually identifying ways to better document and define the work that is getting done. The forbidden fruit appears to be the data that speaks to resource allocations for many `non-measured` functional tasks. Despite the challenges in having data in this area, having detailed knowledge of `at work` days for all team members would go a long way to determining the total capacity of a team or division.
Managers that leverage both staff involvement and available data and information are in a much stronger position to not just find efficiencies by putting a hold on functions and spending, but by making precise decisions about the daily work of staff that optimize gains and minimize impacts.
But first, how does one go about leveraging staff involvement and available data and information?
- Involve key staff in the opportunity identification exercise – i.e. tell me where the frustrations lie
- Track both activities/outputs and frustrations – i.e. what got done this week and what got in our way
- Analyze financial information and understand its conversion to functional organizational structures – i.e. how many FTEs does it/should it take to deliver work/outputs
- Map current work processes to validate major opportunities/delays and their associated costs
- Identify major functional rubs and gaps in the flow of work and their associated costs
- Identify major areas of administrative burden and their associated costs
- Require more detailed reporting of `at work` days to understand the team`s total capacity for any given week – i.e. ensure they are ramping up for peaks and are all hands on-deck when required
- Review and understand the team`s available data and information, and share findings back with the team on a regular basis – i.e. here`s what the data tells us
Armed with increased staff involvement and available data and information, a Manager can then make the necessary decisions to deliver savings both within their own team and across their broader division. For example:
- They can understand not just the ‘peaks and valleys’ of workload, but also how resources affect service delivery and subsequently make decisions to adjust resource levels in the ‘right’ places, minimizing impacts to staff and service levels.
- They can share the right data horizontally and vertically across the organization to ensure that savings measures from across the organization are aligned in the broader horizontal process of a department and don’t end up finding savings in one area while propagating greater inefficiency in another.
When Managers leverage people and information effectively, they will not only deliver savings, but their day-to-day operations will be more effective. They will be in a position to continually align expectations and resources against tasks, and as a result, there will be less organizational friction and frustration in the workplace; the benefits of which are simply too many to list.
Finding savings and efficiencies is never an easy task, but it can be made less painful. Success will require that Managers both embark upon and embrace the journey!
Hear more about during Kellen’s and Kathy’s presentation on Finding Savings: Back to Basics at GTEC 2011, October 18, 10 a.m., at the Ottawa Convention Centre.
Kellen Greenberg and Kathy Roy are members of Systemscope’s Strategic Business Consulting practice.
Systemscope returned to GTEC again this year on October 18, 2011. Three informative and compelling workshops were presented by our consultants paired with innovative public servants.
PRESENTATIONS NOW AVAILABLE! (see individual session descriptions below)
Workshop #1 View the presentation!
Finding Savings: Back to Basics
Gail Eagen, DG of IT Operations, Agriculture and Agri-Food Canada
Kellen Greenberg, Director Integrated Process Management, Systemscope
Kathy Roy, Senior Consultant, Systemscope
Departments have a renewed focus on identifying cost-savings and efficiency gains through new GC deficit reduction initiatives. And contrary to popular belief, finding savings does not have to be as painful as you may think.[spoiler title=”Read More”] It even presents an exciting opportunity to transform the way we do business and serve Canadians better. It is an opportunity, however, that requires a proven and structured response.
Systemscope has been working with our clients to develop just that. We have brought together a framework that includes a series of management decision-making tools to facilitate the cost reduction process. Our approach can better structure your initiative for greater success.
This session presented our innovative approach to delivering tangible and sustainable cost-savings as part of an operational review process and as a regular means of managing your daily work. Gail Eagen , DG of IT Operations, Agriculture and Agri-Food Canada, Kellen Greenberg, Director Integrated Process Management, and Kathy Roy, Senior Consultant, shared real life experiences and ‘tools’ that have been adopted by public, private and crown corporation clients.
Workshop #2 View the presentation!
Top-Down Implementation in a Bottoms-Up World
Stephen Karam, Partner and Practice Lead, Government Service Excellence, Systemscope
Jennifer Conlin, Assistant Director, Service Transformation, Service Analysis and Transformation Divison, Agriculture and Agri-Food Canada
Dan Batista, Director, Service Innovation, Industry Canada
Remember the days in Government when it took 2-3 years for IT-enabled business solutions to see the light of day, only to result in almost immediate erosion and obsolescence? Using the traditional waterfall approach of ensuring that business requirements are fully captured before functional design and solution architecture can take place usually leads to timelines that are no longer acceptable in the new government culture of strategic & operational review and fiscal restraint.[spoiler title=”Read More”] The cries of “We need to see savings now!” paradoxically coupled with “We can’t degrade client service!” can be heard echoing through many a hall in GC departments and agencies. These new priorities are creating a demand for shorter cycles to achieving outcomes and measurable results.
Systemscope has recognized this change in landscape and has been working with government departments such as HRSDC, Industry Canada and Agriculture and Agri-Food Canada to develop online transformational business solutions including a grants & contributions (Gs&Cs) environment, BizPaL 2.0 and AgPal using a top-down design approach. This methodology takes a page from the agile development approach by simply allowing for design, user experience, and content modeling iterations to be performed with eventual users and administrators of the system, prior to any functional design and architecture work taking place. By building a prototyping sandbox using real data and processes, this allows departments to “kick the tires” on the requirements prior to setting them in stone, ensuring that whatever requirements are output have actually be tested with users, contributing to success and demand of the solution. Furthermore, it’s a surefire way to get executives excited about a transformation initiative when they can actually see it in action!
Stephen Karam (Systemscope Partner and Practice Lead, Government Service Excellence), Jennifer Conlin, Assistant Director, Service Transformation, Service Analysis and Transformation Divison, Agriculture and Agri-Food Canada and Dan Batista, Director, Service Innovation, Industry Canada facilitated a healthy discussion of the myriad benefits of this approach, remaining challenges and a review of info systems currently under development using this approach.
Workshop #3 View the presentation!
eBay-style Architectures for Government Information
Linda Daniels-Lewis, Senior Consultant, Enterprise Information Management, Systemscope
New information architectures are less about “filing” information and more about “using” information and performing actions on information. We have been working with our clients to develop optimized information architectures for team collaboration, for information use and sharing, and for the retention and disposition of records that are more integrated with their business process and that provide search and navigation experiences more like those on popular Internet sites. [spoiler title=”Read More”]
We have focused on removing the responsibility of users to declare records and on removing the constraints of folders, requiring people to know how to navigate deep hierarchies and agree on whether to file their documents by, for example, subject or date under the various sub-activity folders. Using document properties as content filters, the experience of using enterprise knowledge stores can now feel more like using e-commerce sites and information portals with dynamic, guided navigation techniques.
This session presented the results of some of our architecture implementation concepts using SharePoint 2010 information constructs to produce agile, flexible information architectures to support business activities. Linda Daniels-Lewis, Systemscope Senior Consultant, explained how we have used the following SharePoint 2010 features to improve collaboration, separate transitory information from information of business value, automatically identify and declare key records, and separate active and inactive records for retention and disposition purposes:
– site templates
– content types
– managed metadata
– with minimum use folders
Systemscope a retourné au GTEC le 18 octobre 2011 avec trois convaincantes présentations riches en renseignements.
Les présentations sont maintenant disponible! (en anglais seulement)
Atelier no 1
Dénicher des économies : un retour aux sources
Gail Eagen, DG d’Opérations TI, Agriculture et agroalimentaire Canada
Kellen Greenberg, directeur de la gestion de procédés intégrés, Systemscope
Kathy Roy, conseillère principale, Systemscope
Les ministères orientent à nouveau leurs efforts sur l’identification d’économies de coûts et de gains d’efficacité dans le cadre d’initiatives de réduction du défit au GC. Et contrairement à ce qu’on pourrait s’imaginer, il n’est pas toujours pénible de dénicher des économies de coûts.[spoiler title=”Pour en savoir plus”]
En effet, il peut s’agir d’une occasion excitante de transformer la manière dont nous faisons affaire et de mieux servir les Canadiens et les Canadiennes. Une opportunité qui toutefois nécessite une approche systématique éprouvée.
Justement, Systemscope a collaboré avec ses clients pour élaborer cette approche. Nous avons développé un cadre conceptuel qui comprend une série d’outils décisionnels pour les gestionnaires qui facilite le processus de réduction de coûts. Notre approche offre une structure qui saura orienter votre initiative vers le succès.
Cette session a présenté notre approche novatrice pour produire des réductions de coûts viables et tangibles dans le cadre d’un processus d’examen opérationnel ainsi que la gestion opérationnelle quotidienne. Gail Eagen, DG d’Opérations TI, Agriculture et agroalimentaire Canada, Kellen Greenberg, directeur de la gestion de procédés intégrés, et Kathy Roy, conseillère principale de chez Systemscope ont partagé des cas vécus et des « outils » adoptés par des clients du domaine public et privé et des sociétés d’État.
Atelier no 2
Une mise en œuvre descendante dans un monde en ascension
Stephen Karam, directeur de l’excellence du service gouvernemental, Systemscope
Jennifer Conline, Directrice adjoint, Division des Analyses et transformation des services, Agriculture et agroalimentaire Canada
Dan Batista, Directeur, Innovation dans les services, Industrie Canada
Vous vous rappelez des jours où au gouvernement, une période de 2 à 3 ans était nécessaire pour créer des solutions d’affaires de TI qui devenaient presque immédiatement érodées et dépassées ? L’utilisation de la traditionnelle approche en cascade voulant que toutes les exigences organisationnelles soient identifiées avant de procéder à un design fonctionnel et une solution d’architecture mène à des délais qui ne sont plus acceptables au sein de la nouvelle culture d’examen stratégique et opérationnel et de réductions budgétaires du gouvernement.[spoiler title=”Pour en savoir plus”] Les exigences d’ « économies immédiates! » paradoxalement juxtaposées à celles de « niveaux de la clientèle qui n’en souffriront pas ! » font écho dans plusieurs bureaux des ministères et agences du GC. Ces nouvelles priorités exigent un cycle plus court qui mène aux objectifs voulus et à des résultats mesurables.
Systemscope a identifié cette évolution et a collaboré avec certains ministères dont RHDCC, Industrie Canada et Agriculture et Agroalimentaire Canada pour développer des solutions d’affaires transformationnelles en ligne dont un environnement de subventions et contributions (S et C), PerLE 2.0 et AgPal à l’aide d’une approche de conception descendante. Cette méthodologie est à l’image de l’approche de développement agile qui permet d’effectuer simplement des itérations de design, d’expérience utilisateur et de modélisation du contenu par les utilisateurs et administrateurs éventuels du système, avant d’effectuer tout travail de design et d’architecture fonctionnels. En bâtissant un prototype à l’aide de vraies données et de processus, les ministères peuvent donc le mettre à l’essai et déterminer leurs exigences avant de prendre une décision finale, ce qui assure que toute exigence est en fait un résultat testé par les usagers et qui contribuera au succès et à la demande de la solution. De plus, il est beaucoup plus facile de fidéliser les gestionnaires cadres à votre initiative de transformation si vous pouvez leur montrer votre produit en action.
Stephen Karam (Systemscope directeur de l’excellence du service gouvernemental), Jennifer Conlin, Directrice adjoint, Division des Analyses et transformation des services, Agriculture et agroalimentaire Canada et Dan Batista, Directeur, Innovation dans les services, Industrie Canada ont facilité une discussion animée des avantages indéniables de cette approche, des défis qui demeurent et un examen des systèmes d’information qu’on développe présentement à l’aide de cette approche.
Atelier no 3
Des architectures d’information gouvernementale à la eBay
Linda Daniels-Lewis, conseillère en chef, Systemscope
Les nouvelles architectures de l’information sont moins axées sur la « classification » de l’information et s’orientent plutôt sur leur « utilisation » et les actions à effectuer. Nous collaborons avec nos clients afin de développer des architectures de l’information qui optimisent le travail d’équipe, l’utilisation et le partage des renseignements et la rétention et le déclassement de documents afin de mieux s’intégrer à leurs processus d’affaires et fournir des expériences de recherche et de navigation plus semblables à celles que l’on retrouve sur les sites Internet populaires. [spoiler title=”Pour en savoir plus”]
Pour ce faire, les utilisateurs n’ont plus la responsabilité de déclarer les fichiers et nous avons supprimé les contraintes qu’imposent les répertoires qui exigeaient que les gens sachent comment naviguer des hiérarchies complexes et s’accorder sur la méthode de classification de leurs documents comme, par exemple : par sujet, par date ou dans divers répertoires de sous-activités. En utilisant les propriétés d’un document comme filtres du contenu, l’expérience d’utilisation des magasins de connaissances de l’entreprise se compare maintenant à l’utilisation de sites de cybercommerce et de portails d’information dotés de techniques de navigation dynamiques et dirigées.
Cette session a présenté les résultats de la mise en œuvre de nos concepts d’architecture d’information à l’aide de SharePoint 2010 afin de produire des architectures d’information agiles et polyvalentes au service des activités de l’entreprise. Linda Daniels-Lewis, Systemscope conseillère en chef, a expliqué la manière dont nous avons utilisé les caractéristiques SharePoint suivantes pour améliorer la collaboration, séparer l’information transitoire de l’information de valeur à l’entreprise, identifier et déclarer automatiquement les fichiers clés et séparer les fichiers actifs et inactifs à des fins de rétention ou de disposition :
– modèles de sites
– types de contenu
– gestion de métadonnées
– flux des travaux
– utilisation minimale de répertoires
The recent announcement that the government will be requiring major programs to deliver between 5-10% cost savings from their operating expenses has created quite a stir. In fact, media reports are full of individuals and groups expressing their outrage at the expectations outlined in the Strategic and Operating Review (SOR).
I cannot say that I agree with the outrage. I have seen far greater cost savings delivered and the result was not the dire situation that some would like us to believe. I believe that cost savings, efficiency gains, and productivity improvements are all possible in any organization based on the belief that all performance can be improved if one desires to do so.
And therein lies the critical choice. Leaders may either choose to view the SOR as a mission impossible or a golden opportunity. The choice that they make will inevitably determine their level of success.
In May 2008 the Hay Group stated that: “Leaders that create the right environment in their teams enable their employees to give up to 30 per cent more effort. The reason is simple: employees who are engaged by the right kind of leadership, who have clear goals and feel recognized for their effort give more ‘discretionary’ effort (beyond that which their job demands) – and this effort flows through to the bottom line.”
And again three years later the Hay Group states that: “A positive climate can improve an organization’s bottom line by up to 30 per cent, and reduce absence rates and staff turnover. And up to 70 per cent of a team’s climate is determined by its leader.”
And leaders achieve their position within an organization through their attitudes and daily actions. They are positive role models who inspire their team to do their best work. They show commitment and make themselves available to their team. They are present throughout the good times, but are even more present in the difficult times.
And they understand that improving efficiencies implies that base level efficiencies are known and measured. So they put in place systems to integrate and review work performances on a transparent and consistent basis, not just when required to do so by the SOR.
Remember, according to the Hay Group: Employees who have clear goals and feel recognized for their effort give more ‘discretionary’ effort … so the answer lies in some basic management principles. In short, organizations need to improve their integrated operational planning and performance results reviewing, and better align their vertical and horizontal communications. It’s a matter of better understanding the work that their people are doing, and driving out the non-value associated with it. More value-added work will get done and all Canadians will be the beneficiaries of streamlined service delivery.
But we’re getting ahead of ourselves. The first step is for Senior Representatives to commit to leading the transformation process. I hope that they recognize this challenge as a golden opportunity to improve upon some basics. And by doing so, they can set a more positive tone in the workplace. And this will not only deliver the required levels of cost savings, but also improve staff morale, which, after all, is a far greater threat to achieving and sustaining any results.
Everyone seems to agree on one thing. We could all use some improved communications in the workplace. Yet everyone seems to be communicating all the time. So what is the problem?
Well, maybe that is exactly the problem. Think orchestra, only first consider their warm-up. Each performer is doing their own thing to ensure their performance will be perfect in every way. But it sounds entirely different when the conductor raises their baton, and each performer plays off the same song sheet.
Maybe that is the missing link. Maybe organizations don’t have a common song sheet for their entire organization. The song sheet we have been using with clients to bring their orchestra together is a Communications Framework.
Here’s how it works. A Communications Framework provides a structured approach so that everyone can share the right information at the right time. And because it is structured (and documented), people can develop the right communication habits enabling them to consistently meet their organization’s communication needs.
Just think of the letter V – it starts at the top, dips down to the bottom, and then comes back up. A Communications Framework works through the chain of command in the same V shape. Strategic planning requirements are defined at the Executive level and they are then translated down through the chain of command. And in return, operational performance results based on those plans are reported back up again. Everyone along the way is providing the right people the right information at the right time.
The problem with communication is not that we aren’t doing it enough, it’s more related to the fact that we are not communicating in a concerted manner. Real improvements are achieved when everyone in an organization is playing off the same song sheet. Only then can they be truly aligned in their communication efforts.
by Kathy Roy
I could write about Dashboards from many different perspectives: I could talk about the importance of credible data and its merits for decision-makers or I could talk about their highly visual and easy to understand look with funky gauges and brightly coloured circles. But if I did that, I wouldn’t be talking about what will really help your organization measure for success.
You see, many Dashboards fall short of expectations, and the reason for this is simple: Not all information is created equally.
Too many Dashboard development processes spend more time on the look and feel of the Dashboard than they do on ensuring they are collecting the right performance measures. In the age of data overload, it’s not the colour of your gauge that will let you hone in on the right performance measures. So how do we differentiate which are the right performance measures?
There are three key characteristics that you can benchmark against when deciding which measures to use:
- They must be aligned with the organization’s current direction and pressing priorities. Senior management must identify the performance measures they need to be successful then support their organization to go out and measure them.
- They must be understood and controllable at some level in the organization. If an organization has a poor performance in one area, senior management should be able to ask the tough questions, receive answers, assign fixes, and see the performance improve on future reports.
- They must set an expectation for people to strive to achieve. Senior management must align their performance measures with their planning processes in order to set targets for attainment in their work performance.
Dashboards that include the right performance measures find themselves in the privileged position of being able to achieve improved performance results. The shape and form that the dashboard takes is about usability; the data and measures underpinning the dashboard are about performance improvement. And isn’t that what all organizations are seeking when they implement a Dashboard?
Systemscope welcomed two new members to its team of consultants:
Kathy Roy has implemented business transformation and change management projects in complex organizations for over a decade. She has worked with major companies, both public and private, and with numerous business sectors in both Canada and the United States.
As a Management Consultant, Kathy has partnered with her clients as they sought innovative ways to reduce costs and improve service delivery. She has worked with clients at all levels and can offer both strategic and operational perspectives on business solutions. She has created and analysed detailed process maps, integrated process metrics into work activities, and utilized this information to develop powerful management decision-making tools, such as scorecards and dashboards. She has a unique perspective on how to truly effect change, as she has gained extensive feedback on all of her change implementations as an auditor. This unique insight has delivered lessons learned that she applies with all of her clients to deliver truly sustainable solutions.
As an Executive Coach, Kathy enjoys the flexibility and precision that may be applied to the highly specific business objectives of her clients. She has assessed client needs and crafted engagements to best suit them. She has the hands-on experience required to provide guidance that considers both strategic and operational requirements. Years of managing business transformation projects have afforded her the ability to see opportunities where others see obstacles, and this quality is effectively applied through her coaching.
Kathy is driven and dedicated to solving the problem at hand; she has never met a challenge too big.
Kathy can be found on LinkedIn, and reached via email at email@example.com.
Ryan Gideon is a consultant in Systemscope’s Enterprise Information Management practice. With a Master of Library and Information Science degree from the University of Western Ontario combined with his employment history, he offers a broad range of experience and knowledge. He has worked with a number of federal government clients on various projects including electronic records disposition, preparation for implementation or upgrade of electronic documents and records management systems, and IM training and awareness.