We are Cims
A company with a strong reputation for delivering timely, high quality and practical services
Overview of our areas of expertise
CIMS will design, develop and deliver information management products. This approach enables the efficient delivery of conventional information management tools and documents based on standards of best practice and compliance requirements. It allows clients to focus on doing their business while our experts get on with what we know best – information and process management. This approach is often favoured by public sector organisations or organisations without a dedicated information management capability.
CIMS will provide project and program management services and lead teams to produce specific outputs or outcomes. This approach enables direct knowledge transfer between CIMS consultants and client personnel. It also fosters a more collaborative approach to achieving business results. This approach is often preferred by clients lacking adequate levels of information management capability to implement a specific project or program.
CIMS recognises that some organisations have an information management capability but they need additional expertise to help coach, mentor and guide personnel on some of the more challenging aspects of their role. CIMS offers flexible coaching and mentoring services for personnel and ad hoc advisory services to organisations. These may be provided regularly or as required over a set period of time. These services foster client independence in the longer term and build up internal information management capabilities. Our packages from 8 hours and may be serviced via phone, email or in-person. This approach suits all organisations and simply provides information management expertise ‘on-call’.
At times there does not seem to be a solution to the information management challenges faced by an organisation. Often, organisations have attempted to resolve such challenges using the conventional approaches advocated in standards of best practice. Alternatively they may have experienced mixed or limited success in adapting an approach that has been worked elsewhere. Consequently, the organisation may be feeling ‘change fatigue’ and at a wit’s end as much money and energy has been invested with few returns. Left unresolved, such problems may significantly drain the organisation’s time, energy and resources and adversely impact on the delivery of the organisation’s core products and services. ‘Thinking beyond outside the square’ is the key to breaking such a deadlock.