If you sit down with a half way to competent manager, give them a hypothetical business process and ask them how they'd organise it, they'll generally be able to tell you. They'll generally be able to tell you in terms of staffing, money, time and the process to built out the team and get the process running.
Mostly, they won't even consider the informational side of the work, and the impact of the quality of the information available to them, it's just not a dimension in which they've been trained to think.
Everyone seems to have the classic economic factors of production framework - land, labour, capital and entrepreneurial ability.
Information just doesn't seem to factor in yet - even though it is partly or wholly substitutable for any of the others.
To me, this is where records and information management belongs.
It should be a specialist discipline of management that helps other managers understand how they can substitute information and records for one of the other factors of production to achieve improved performance.
That's not where we seem to spend our time though.
Why?
Because Management do not often see it as a way to bring money/profit/reputation in to the business. They just don’t realise the value/potential of it and how it can transform a business. Good information and records management is or should be at the heart of every organisation