Tactics v. Strategy: From Records & Information Management to Information Governance

Transcription

1 Tactics v. Strategy: From Records & Information Management to Information Governance David M. Fleming, CRM, CIP ARMA Silicon Valley Chapter Meeting March 14, 2013

2 Discussion Points About Zions Bancorporation About David Fleming Tactics v. Strategy Records & Information Management (RIM) is Tactical Information Governance (IG) is Strategic Defining Information Governance Defining the Information Governance Professional Changing the Paradigm Know Your Organization Where To Go From Here Questions & Discussion, Contact Information Tactics v. Strategy: RIM to IG 2

3 About Zions Bancorporation 480 Banking Offices in Ten Western and Southwestern States: o Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Utah, Texas, Washington As of December 31, 2012 o $53 billion in assets (ranked 38) o 19 th largest in deposits o Systemically Important under DFA o 10,600 employees Subsidiaries include o 8 Affiliate Bank Brands Including Nevada State Bank o 2 Securities Brokerages o 1 Investment Advisor Firm Tactics v. Strategy: RIM to IG 3

4 About David Fleming 33 years in banking industry Records Management o o Supported/managed bank operations functions, system conversions, customer account research, micrographics production. Managed off-site storage/records center consolidations/operations up to 150k cu. ft. Project Management o o Project manager for complex merger related process & technology integrations Pilot & operational projects implementing electronic check image processing Records Management 2005 Present o o Legal hold & discovery process development with focus on ESI Policy/retention schedule development, maintenance, enforcement Professional and Trade Associations Present o Eight ARMA International Conferences o ABA RMWG Toolbox Development , Present o ARMA Utah-Salt Lake Chapter Board o ARMA Pacific Region Coordinator 2010 Present o ARMA International CIGP Exam Development Project 2012 o Multiple RIM/IG Educational Presentations and seminars Still have a lot to learn and always will! Tactics v. Strategy: RIM to IG 4

5 Tactical Objectives Tactics v. Strategy o Smaller-scale actions serving a larger purpose which employ available means to accomplish an end with limited scope Strategic Objectives o Of great importance within an integrated whole which employ all the resources of an organization to achieve the objective. Information Governance (IG) is not a policy o Information Governance is a strategic framework composed of standards, processes, roles, and metrics that hold organizations and individuals accountable to create, organize, secure, maintain, use, and dispose of information in ways that align with and contribute to the organization s goals. Source: Glossary of Records and Information Management Terms, 4 th Ed. (ARMA TR ) Records & Information Management is NOT obsolete, but it s practice is evolving Tactics v. Strategy: RIM to IG 5

6 RIM is Tactical Record definition, inventory and classification Development/maintenance of policy and retention schedules Policy enforcement/program audits RIM Process development RM, EDRM, ECM, ECRM software implementation and maintenance Managing availability of records & information Security, vital records protection, and business resumption Consultation with business units on RIM Practices Offsite physical records storage administration Disposition of records and information RIM Vendor relationships Tactics v. Strategy: RIM to IG 6

7 RIM is Tactical Competency Domains Business Functions RIM Practices Risk Management Communications & Management Information Technology Leadership Tactics v. Strategy: RIM to IG 7

8 IG is Strategic Formulated to support an Organization s Mission, Strategy, Business and Compliance Goals Developed by a multi-disciplinary team representing all major business units of the organization Provides a common framework to guide business units tactical/process planning & design that meets information management goals of all stakeholders Requires buy-in and support from C-Level Executives The IGRM provides a framework for cross functional and executive dialogue and serves as a catalyst for defining a unified governance approach to information. The Principles provide a framework for planning and assessment of Information Governance Performance Tactics v. Strategy: RIM to IG 8

9 Generally Accepted Recordkeeping Principles Accountability Transparency Integrity Protection Compliance Availability Retention Disposition IG is Strategic References / Resources Information Governance Reference Model The Principles (Generally Accepted Recordkeeping Principles ) The Principles Maturity Model The Principles Assessment Tool Tactics v. Strategy: RIM to IG 9

10 Defining Information Governance The latest buzz word that means the same thing as RIM? NO. RIM is not being re-branded. IG encompasses RIM and many other specialties. Organizations may choose to define IG for their own unique environment. Research cited by Lee R. Nemchek, MLS, CRM found five historical definitions, culminating in the current ARMA definition: o 08/04/ "Information governance is essentially the practices and technologies involved with proactively managing what information is retained, where it is stored and for how long, who has access to it and how it is protected."1 o 12/22/ "Information governance is the specification of decision rights and an accountability framework to encourage desirable behavior in the valuation, creation, storage, use, archiving and deletion of information. It includes the processes, roles, standards and metrics that ensure the effective and efficient use of information to enable an organization to achieve its goals."2 o 10/10/ "A comprehensive program of controls, processes, and technologies designed to help organizations maximize the value of information assets while minimizing associated risks and costs."3 o 08/27/2012 [Law Firm Specific] - "IG is an enterprise-wide approach to the management and protection of a law firm's client and business information assets. An effective IG Program: Enables lawyers to meet their professional responsibility regarding client information; Recognizes an expanding set of regulatory and privacy requirements that apply to firm and client information; And relies upon a culture of participation and collaboration within the entire firm."4 o 09/ "A strategic framework composed of standards, processes, roles, and metrics that hold organizations and individuals accountable to create, organize, secure, maintain, use, and dispose of information in ways that align with and contribute to the organization's goals."5 1. htps://451research.com/report-long?icid= abstract available at overnance%20framework.pdfa 5. ARMA INT'L, GLOSSARY OF RECORDS AND INFORMATION MANAGEMENT TERMS 28 (2012) Tactics v. Strategy: RIM to IG 10

11 Defining the IG Professional IG is not a threat to RIM - it is an opportunity. An opportunity to build on your knowledge and skills and to grow. RIM professionals are valid candidates for IG Professional roles. IG professionals must competently articulate the actual problem along with a viable, doable, solution... in terms that create a compelling reason for the organization to act. RIM, as a discipline, by itself, cannot address all of the components of the problem. RIM Professionals CAN, and DO, do these things every day, but the point is this: In today's world, the problems are exponentially more complex and the solutions extend far beyond traditional RIM concepts. RIM is not a silver bullet, but it IS a darn good foundation and perspective to begin to solve an organization's issues. The driver for implementing solutions is directly related to cost savings and efficiencies. We must quantify the benefit of everything we do in monetary terms and in relationship to the achievement of organizational goals. Compliance and risk mitigation are nearly always secondary benefits when you are dealing with most senior executives and often are converted to hard-dollar ROI to justify the investment. The Bottom Line: The driver (even for non-profits and governmental agencies) is return on investment (ROI) and cost savings. Implementing tools and processes that don t achieve these benefits only get in the way of doing the stuff that is most important to you. Who has worked with a organization who's mission is "to be 100% compliant with every law and regulation and to achieve zero risk? Missions are usually something like "to serve [a constituency]", "to build the best cars", etc. What is your organization's mission? Tactics v. Strategy: RIM to IG 11

12 Defining the IG Professional An IG professional must have a strategic view of the organization and a deep understanding of its business, financial, and technology acumen. It takes collaboration with, and engagement of, a variety of stakeholders (including RIM professionals) to ensure all of the working parts remain working, and all duties and business needs for the organization are met. It takes a leader who understands enough about all of this, and who is actually empowered to do it. An IG professional is the person who knows enough about what is going on and what the expectations are to get all of the right people in the right places, doing the right things at the right time (to drive out excess cost, mitigate risk according to their tolerance level, and to actively leverage information for business value). If any position in an organization is threatened by the IG professional it is the CIO, especially when there is also a CTO. The rise of the IG professional most definitely does not pose a threat to RIM professionals, just as it doesn't threaten database admins, IT controllers or privacy managers. All that matters to the organization is that their information assets are governed in such a way that it costs only as much as necessary to achieve the entity's goals while mitigating risk to the desired level. If competent individuals are available to achieve this, they will be hired, regardless of where they came from or what they used to be called. With thanks (and apologies) to Julie J. Colgan, CRM President-Elect, ARMA International (Feb 2013) Tactics v. Strategy: RIM to IG 12

13 Changing the Paradigm Although a critical component of information governance strategy implementation, RIM 101 is only part of the solution Information Governance is a multi-discipline organizationwide strategy requiring a high degree of collaboration with key business partners at the highest levels of the organization We need to become Program Managers as opposed to a Records Managers, whether we are focused on organizational strategy or tactical implementation We must take a seat at the table which requires that we develop critical business skills and relationships and understand how information governance supports the goals of the business it supports Business units must take on records and information management functions A centralized approach to RIM tactical operations is no longer feasible Tactics v. Strategy: RIM to IG 13

14 As a RIM Practitioner Know Your Organization o Use RIM best practices to understand all the processes in your organization and become a consultant for business units o You can t do it all yourself no matter how many people or how much technology you have o Make it simple for the business to implement o Make sure you are utilizing efficient tools and processes that support the Information Governance strategy As an IG Strategist o Understand your organization s mission, business strategy and goals o Tie Information Governance Strategy to business strategy o Its not just about information management o Become visible o Become an ally for your Information Technology, Legal and compliance partners you have tools and expertise to address their concerns Tactics v. Strategy: RIM to IG 14

15 Were To Go From Here You are not (and cannot do this) alone! Think like a business person, not a records manager Perform a Principles based assessment Develop Information Governance Strategy engaging a multi-disciplinary team Tie Information Governance Goals to Organizational Strategy Know your company and develop strategic relationships Pick the low-hanging fruit Adopt the Give to Get Principle o You have skills that can help others achieve their goals o Give without expectation of reciprocation and become a trusted resource Track progress and report (or lose momentum) Pursue IGP Certification Tactics v. Strategy: RIM to IG 15

16 Questions / Discussion - Contact Info Questions & Discussion Contact Information o David M. Fleming, CRM, CIP Vice President, Corporate Records Program Manager at Zions Bancorporation Pacific Region Coordinator o david.fleming@zionsbancorp.com o Phone Office: , Mobile: o Linkedin Send me an invitation! Tactics v. Strategy: RIM to IG 16