Typewriters, carbon paper, filing cabinets, and the postal service were the main information processing building elements for yesterday's organizations. Because of the limitations of these primitive information processing technologies, businesses frequently had to consolidate their workforces under one roof and establish effective but reasonably stable management hierarchies. These outdated organizational patterns survived in spite of significant advancements in information processing technologies. Successful enterprises of the future will be built on the foundation of modern communications and computing technology. The capacity of these organizations to link and unlink knowledge node networks will determine their success. Is Information Management (IM) a New Label for Knowledge Management (KM) or a Growing Field? The study provides empirical data of how KM has been applied in various types of organizations to offer some solutions to this topic. The report offers a taxonomy of the techniques utilized and is essentially an exploratory research on the practices of KM. In order to highlight possible distinctions between KM and IM, many organizations describe what makes KM special. The article's first section covers ideas linked to knowledge and information management. The study under discussion contrasts and compares the results of recent IS management studies conducted in Singapore, Australia, Europe, and the United Nations. It looks at the main issues facing IS managers in various areas, highlighting and elaborating on regional parallels and variances. On the most crucial difficulties they encounter, IS administrators in Australia, Europe, and the US exhibit a reasonable amount of consensus. They regard their business operations in the medium to long term, and planning and relationships with external management are very important to them. There are several justifications given for Singaporean managers to realise and comprehend that their issues are unique. The regional variances in the IS function can be managed more skillfully by IS managers in global corporations. IS managers must, at the very least understand the numerous internal views of the international economy. This article offers a fresh method for creating new information management contracts and strengthening the infrastructure of all information systems. The paper covers how to apply lean thinking to information management specifically; the organization, visualization, and representation of information can be thought of as adding value to it. Information management also enables the flow of information (value) to the end user (customer) through cooperation, sharing, and exchange. Lean thinking's potential advantages are addressed, and the main obstacles standing in the way of its application to information management are identified. Among them are developing five principles and identifying the type of waste; In the context of value, value streams, flow, pull, and information management, ongoing improvement The primary contributions of this study are the conceptual framework for a set of lean principles in the context of information management and the development of an understanding of these crucial components. We see information management skills playing an important role in developing other organizational skills for customer management, process management and performance management. In turn, these capabilities positively influence organizational performance measures of customer, financial, human resources, and firm performance. Among the key management implications, senior leaders should focus on creating the necessary conditions to improve IT infrastructure and information management capabilities, as they play a fundamental role in building other capabilities for improved organizational performance.