Editing Information management (section)

===Emergent ideas out of data management===
In the 1970s, the management of information largely concerned matters closer to what would now be called [[data management]]: [[punched cards]], [[magnetic tape]]s and other record-keeping [[Digital media|media]], involving a life cycle of such formats requiring origination, distribution, backup, maintenance and disposal. At this time the huge potential of [[information technology]] began to be recognised: for example a single [[Integrated circuit|chip]] storing a whole [[book]], or [[electronic mail]] moving messages instantly around the world, remarkable ideas at the time.<ref name="Evans">Evans, C., 1979. ''The Mighty Micro'', London: Victor Gollancz.</ref> With the proliferation of information technology and the extending reach of information systems in the 1980s and 1990s,<ref name="Venkat0">Venkatraman, N., 1994. IT-enabled business transformation: from automation to business scope redefinition. ''[[MIT Sloan Management Review]]'', 35(2), pp.73–87</ref> information management took on a new form. Progressive businesses such as [[BP]] transformed the vocabulary of what was then "[[IT management]]", so that "[[systems analyst]]s" became "[[business analyst]]s", "monopoly supply" became a mixture of "[[insourcing]]" and "[[outsourcing]]", and the large IT function was transformed into "lean teams" that began to allow some agility in the processes that harness information for [[business benefit]].<ref name="Cross and Earl">Cross, J. & Earl, M., 1997. Transformation of the IT function at British Petroleum. ''MIS Quarterly'', 21(4), page 403</ref> The scope of [[senior management]] interest in information at BP extended from the creation of value through improved [[business process]]es, based upon the effective management of information, permitting the implementation of appropriate information systems (or "[[application software|applications]]") that were operated on [[IT infrastructure]] that was outsourced.<ref name="Cross and Earl" /> In this way, information management was no longer a simple job that could be performed by anyone who had nothing else to do, it became highly strategic and a matter for [[senior management]] attention. An understanding of the technologies involved, an ability to manage information systems [[project]]s and [[business change]] well, and a willingness to align technology and business strategies all became necessary.<ref name="Ward and Peppard">Ward, J. & Peppard, J., 2002. ''Strategic Planning for Information Systems'' (3rd Edition), Chichester: Wiley</ref>