Information Governance: A new way of doing business? Or just a whole lot of hype?

Transcription

1 Information Governance: A new way of doing business? Or just a whole lot of hype? ARMA Chattanooga 02/10/ Iron Mountain Incorporated. All rights reserved. Iron Mountain and the design of the mountain are registered trademarks of Iron Mountain Incorporated. All other trademarks and registered trademarks are the property of their respective owners.

2 Agenda Why Now? IG: How it Works IG: Making it Happen Parting Tips for Success

3 The way we do business is CHANGING.

4 Your information is growing EXPONENTIALLY. It s scattered across your organization making it difficult to find and even harder to manage.

5 Formats are constantly EXPANDING.

6 What would you say are the biggest issues caused by paper-based processes in your organization? 0% 10% 20% 30% 40% 50% 60% 70% 80% Time spent re-keying data, searching for paper copies and filing Storage volume and outsource paper store costs Inability to monitor workflow progress Lost paperwork or case files Compliance and audit issues Poor access to case or process documents for front office/call desk staff

7 What would you say are the biggest issues caused by electronic records processes in your organization? 0% 10% 20% 30% 40% 50% 60% 70% 80% Managing desktop/laptop files Lack of resources Managing network files No automated tools to delete/destroy eligible information Complexity of solutions for managing electronic records Application/system decommissioning

8 Managing information is YOUR OPPORTUNITY. 8

9 Information Governance How it Works This multi-disciplinary enterprise framework of accountability ensures the appropriate behavior in the valuation of information and the definition of the roles, policies, processes, and metrics required to manage the information lifecycle, including defensible disposition. Source: Information Governance Reference Model / 2012 / v3.0 / edrm.net

10 What s the Difference? RIM Policy for all paper and electronic records INFORMATION GOVERNANCE Framework for accountability Implementation support: training and ongoing communication Compliance metrics Cost containment through storage options Multi-disciplinary: IT, RIM, Security and Privacy, Legal/Compliance, Business Lines Unified governance Defensible disposition Records Coordinator network Inventory Management Focus on risk, efficiency, profit Policy integration Process transparency 10

11 The two most important elements Executive Sponsorship and formation of Information Governance Council are a must! This senior executive position provides the level of advocacy needed to ensure focus and commitment to all the processes that manage and house various types of information (RM, Cloud, , Apps Mgmt., Big Data, Social Media, etc.) Source - Practical Guide to Information Governance 11

12 Who is Involved? SENIOR LEADERSHIP ADVOCATE COUNCIL MEMBERS Records and Information Management Lines of Business Compliance/ Audit Security/Risk Information Technology Legal 12

13 Making It Happen How to get stakeholders engaged? Change the conversation! Speak about information as an asset rather than just a liability. Shift from fear to value Use analytics Advocate smart risk 13

14 Making It Happen: Your To-Do List Find a champion or advocate Create a roadmap Express yourself Reach out to business units Rethink RIM Introduce information governance 14

15 The Council Members Important Reminder Composition should include members from various departments and functional areas but not necessarily the senior most executives in all cases. Tip: Consider rotating members on a periodic basis to maintain interest and encourage new ideas. IG programs have been stalled or failed- as a result of having senior management with no (direct hands on) business line input sitting on the council. 15

16 Opportunities as IG Council Members View Them IG TEAM MEMBERS Records and Information Management: How can I ensure policy is consistently being practiced? Lines of Business: How can we leverage the information in a meaningful way? Compliance / Audit: How can we ensure we meet regulatory requirements? Security / Risk: What are the risks to our customers' privacy for keeping the information? Information Technology: Can we save cost by removing unnecessary files from servers? Legal: How long should we hold onto the information to meet our legal requirements and for discovery? 16

17 Example of IG Council Meeting Agenda 17

18 Parting Tip Proven Practices Meet consistently (at least quarterly) Make the meetings actionable enough to impact the business, but strategic enough to be meaningful Consider working teams assigned to specific topics with non-council members

19 Parting Tip Start Small! Find a place to begin where you can set clear objectives and create a foundation that can be successfully repeated in other areas. Consider these factors: Associated risk Willingness of process owner to change Ease of implementation Quantifiable value Create real value for one or more businesses, and then have them be your spokesperson. 19

20 Iron Mountain s Practical Guide to IG Developed by RIM Professionals, for RIM Professionals Educate your customers about IG versus RIM. Encourage their use of the Guide to leverage internal education and discussions. RIM can share with IT, Compliance, Legal, Business Units, etc. to begin a conversation about better governance of information. RIM can be used to educate senior leadership. Begin a discussion about information as an asset, not just a liability. 20

21 Thank you. Michelle Kirk, CRM, IGP, CIP Program Manager, IG and erecords Iron Mountain