2 What information management activities does the group complete? To what extent could these be successfully completed within an information technology department? The merger of two big companies offers huge opportunities

– and, of course, some attendant threats too. For me, it has provided the opportunity of a lifetime

– the chance to help ensure that this new company, GlaxoSmithKline plc, manages information in such a way that it realises all the benefits that good practice can bring and mitigates the risks associated with poor management of information. In this article I’d like to talk about why I believe that the formation of a group responsible for ensuring a global approach to the management of information is important not only for our profession, but for businesses everywhere. I also want to consider how we propose to deliver value.

How did this happen?

During the integration planning phase prior to actual merger, a Taskforce, led by the VP of Corporate Compliance, was formed of people involved in information and records management in different business sectors with a view to determining how to achieve global consistency across the new company. The taskforce produced a number of recommendations around the role and remit of a new central global group which would provide global policy, standards and consultancy on the management of information and records.

The resulting organisation, Global Information &

Records Management (Global IRM) relates closely to the Corporate Legal Division, and reports to the VP of Corporate Compliance who in turn reports to the Chief Executive Officer. Having previously developed information policies and standards within an IT group, I find this positioning with Legal and Compliance is excellent since it affords a far higher degree of visibility and ‘clout’. We are already working closely with our legal colleagues in the development of our policies and retention schedules.