The Three Faces of Information Governance: Context, Reality, and Opportunity

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The Three Faces of Information
Governance:
Context, Reality, and Opportunity
Jesse Wilkins, CIP, CRM, IGP
Director, Research & Development
AIIM

2
Agenda

3
Agenda
The importance of achieving governance
Your role in convincing the organization to move forward

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1 – Context

Most conversations about
Information Governance begin
with
“What do we need to keep
and for how long?”
This is because Governance has
traditionally been defined in terms
of our PAPER legacy.

The explosion in the
volume, variety, and
velocity of digital
information means we
need to start the
conversation differently…
“How can we safely and
responsibly get rid of
excess information
before we are buried
beneath our
DIGITAL LANDFILLS?”

Is/Current Will Be/Future
IT focused on cost reduction. IT focused on value creation.
Senior Execs tech oblivious. Senior Execs tech aware.
Complexity guarantees security. Simplicity guarantees security.
Mobile & social differentiators. Mobile & social are features.
Systems bought with CAPEX. Systems bought with OPEX.
Pure tech skills = value. Tech skills in context = value.
A Migration is in Motion…

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1 – Context
2 – Reality

9
Progress toward the “Paperless
Office” is slow.
For 42% of organizations, the volume of
paper records is still increasing.
Source: AIIM Industry Watch

10
The Gaps in Governance
87% of organizations claim to have a mature RIM
program
 74% say lifecycle controls are efficient
 77% cite internal audit alignment
Yet, only….
 8% use metrics to “inspect what they expect”
 17% conduct RIM compliance audits

Senior management is hiding from
the risks.
31% of respondents report that poor
electronic records-keeping is causing
problems with regulators and auditors.
14% are incurring fines or bad publicity.

Something has to be done
about content
accumulation.
For 29% the response to the
information deluge is “buy more
discs.”

13
The content may be electronic but
the e-discovery mechanisms are
still manual.
53% are still reliant on manual processes for e-
discovery searches across file shares, email
and physical records.

14
IT is losing its ability to
transform business.
For a third of organizations, 90% of IT
spend adds no new value.

15
Survey by Harvard Business Review, The Economist, Corporate Executive Board,
Intel, TNS Global
“57% of the executives expect
their IT function to change
significantly over the next three
years, and 12% predict a
complete overhaul of IT.”
“Almost half of CEOs rate their
CIOs negatively in terms of
understanding the business and
understanding how to apply IT in
new ways to the business.”
“Only a quarter of
executives feel their
CIO is performing above
his or her peers.”
“Almost half of CEOs
feel IT should be a
commodity service
purchased as needed.”
Source: “The IT Conversation We Should Be Having,” HBR Blogs

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1 – Context
2 – Reality
3 – Opportunity

Information Chaos
Systems of Engagement
and Record misaligned.
Mobile means information
leaking everywhere.
Information coming faster
than it can be digested.
More silos than ever – and
new ones in the cloud
The “business” circumvents
IT.
We’re spending too much
on technology.
Information
Opportunity
End to end process
synchronization.
Governance occurs
regardless of device.
Analytics automatically
categorizes and disposes.
Governance occurs
regardless of location.
IT spend aligned with
opportunities.
Cloud opportunities to save
on legacy.
Business Benefit
Processes transparent to
customers.
Employees and customers
work on their own device.
Static information now at
rest put into motion.
It doesn’t matter where
information “lives.”
A new business/IT
alignment.
IT shifts from a cost center
to value creator.

23
Agenda
The three faces of governance

It’s good for you.
It’s the right thing to do.
It will keep you out of
jail.
You should do it.

Redefining Governance -- RISK

26
0% 10% 20% 30% 40% 50% 60%
Excess litigation costs or damages resulting from…
Loss of customer confidence or bad publicity from…
Loss of intellectual property or company confidential…
Inability to respond to requests (Freedom of…
Infringement of industry-specific compliance…
Audit qualifications due to inadequate records
Regulator action from loss/exposure of personally…
Poor outcome of customer/supplier disputes due to…
Criminal prosecution for allowing personally sensitive…
Manage Information Risks Better
Which of the following do you consider to be the three biggest risks to your
company from a failure of information governance? (max THREE)
N=500

27
Redefining Governance -- COST

28
0% 10% 20% 30% 40% 50% 60% 70% 80%
Reduce storage and infrastructure costs
Exploit and share our knowledge resources
Faster response to events, accidents, press…
More personalized and accurate service to…
Better customer/supplier relationships
Support for potential big data initiatives
Better reputation/improved shareholder value
Faster and cheaper financial audits
Control social media for positive benefit
Reduce Information Costs
Which three of the following do you consider to be the biggest benefits to
your company from good information governance? (max THREE)
N=506

Redefining Governance -- VALUE

30
How much more productive do you
think the administrative staff in
your organization would be (or are)
if their processes were work-
flowed, using scanned forms and
documents, with automated data
capture?
33.5% more productive (average)
Maximize the Business Benefit - 1

31
How much more productive do you
think professional staff in your
organization would be (or are) if they
could find internal information and
documents as quickly and as easily as
they find information on the web?
30.9% more productive (average)

32
Photo source: http://www.flickr.com/photos/globalx/4864001692/
How much would it improve (or have
you improved) the efficiency of your
office staff by giving them sufficient
remote or mobile access to company
information that they are able to
efficiently work from home or on-the-
road?
25.1% more efficient (average)

33
By how much do you think customer
service levels and response times could
be (or have been) improved if all of
your customer-facing staff could
immediately access and share all of
the customer related and case-related
information that you hold?
32.2% more responsive (average)

34
Agenda
The three faces of governance

35
You better start
swimming or you'll
sink like a stone, for
the times they are a-
changin’.

Consumerization is transforming
what users expect from
applications and how we deliver
them.

37
The Four Drivers of Consumerization
A programming
language and
SDK
A friction free
distribution
platform

Cloud and mobile
are creating
an expectation of
anywhere,
anytime access.

The future is flat and agile, not
hierarchical and slow.

41
Understand that New Skills are Required
 WAS/IS…
• IT helps reduce costs.
• Senior Execs oblivious to technology.
• Complexity insures job security.
• IT is a railroad builder.
• Process standardization the objective.
• Most spending CAPEX.
• Mobile/social are differentiators.
• Pure technical skills valued.
 Most of the money is still here.
 WILL BE…
• IT helps reduce risk and create value.
• Senior Execs tech aware.
• Simplicity is the pre-eminent value.
• IT is a taxi company.
• Process agility the objective.
• Most spending OPEX.
• Mobile/social are a feature.
• Technical skills in context valued.
 Most of the money will soon be here.
New Integrated Skills for the Age of Social, Mobile, and Cloud

42
The old world of centrally-controlled, one size
fits all, RIM control is dead.

43
RIM needs to understand that they are now in
a different business. In the past, RIM was in
the…
1 -- Compliance business
2 -- Security business
3 -- Privacy business
4 -- Legal business

44
These roles don’t go away, but in the new
world RIM’s core focus must be to…

Create a decision framework that analyzes the
risks and rewards of new technologies and
drives decisions with the framework rather
than based on the technologies themselves.

Connect the dots. In today’s social world, one
of RIM’s greatest callings is to help make sure
information is managed according to its value,
regardless of its format or location.
Think information logistics (with IT) and
information curation.

Drive business value. Good information
management practices directly benefit the
bottom line of the organization.
The reverse is also true.

48
Aviation Charts - Before Aviation Charts - Now
Digitize Everything That Moves

Think patterns of work rather than focusing on
“records” or formats.

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Build Bridges, Not Silos
 The vast majority of organizations see the need to manage
information as an enterprise resource rather than in separate
"silos," departments, or systems, but they don't know how to
begin to address the challenge, as it is so large...
 Professional roles focused on information management will be
different to that of established IT [and RIM] roles.
 An "information professional" will not be one type of role or
skill set, but will in fact have a number of specializations.
 Deb Logan and Regina Casonata, Gartner

#AIIM
aiim.org
Jesse Wilkins, CIP, CRM, IGP
Director, Research & Development
AIIM
jwilkins@aim.org
@jessewilkins
The Three Faces of Information
Governance:
Context, Reality, and Opportunity

The Three Faces of Information Governance: Context, Reality, and Opportunity

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