While there are statistics that can help define the dimensions of information technology products (computer hardware and software) and related services such as outsourcing, there are no such figures to help determine the scale of information resources within workplaces. Even if there was an interest in compiling such data, there are many information formats - from management reports and library books to "bits" in cyberspace, customer’s details and workplace gossip which are difficult to measure in a meaningful way, especially in standard financial terms. This complexity is compounded where information/knowledge embedded is in patents, processes, skills, technologies and the experience of people are also considered.
Information processes and systems within organisations are primarily driven by strategic imperatives. New technologies are being adopted as a means of providing alternative distribution channels or to extend the range of services or products being offered. It is also seen as a prime means of reducing operating expenditure despite initially high capital investment.

Although some executives demonstrate an inherent belief in the importance of information in terms of content, any consideration of information is usually within the technology context. Chief Information Officers (CIOs) largely manage networks and applications rather than information as such. Only a few organisations, particularly professional service and legal firms, have begun to address the importance of content with the creation of such roles as Chief Knowledge Officers (CKO’s) or similar.
The information systems associated with documents and records have the least management interest. They are essentially positioned as a by-product of the real "business" and often only viewed within in an administrative in context, more the realm of Personal Assistants rather than the executive team. Where there is an investment in specific document/records technology, it is usually presented in terms of administrative savings rather than having a strategic impact.
Documents and records are widely acknowledged as being "there", in the background, but not "show stoppers". While some could potentially contain information that can make a significant difference to the bottom line, senior management focus is likely only when there is a significant risk, say a security breach or disaster for example.
The information industry promotes the ideal of getting the "right" information to the "right" place at the "right" time but "right" can be hard to gauge and despite honorable intentions and occasional heroic efforts, an almost impossible challenge to realise.