Information Governance (IG) professionals are overwhelmed by the complexities and ever changing regulations regarding data and information. To compound the issues are the increased volume, velocity, and variations of data from social media to corporate applications. The purpose of this phenomenological study was to determine critical success factors in implementing information governance within an enterprise information management program. The logic for using the qualitative method of research was to capture the lived experiences of the participants regarding the implementation of an information governance program. Phenomenology accentuates the subjective experiences and interpretations of the participants. Interviews were conducted with 20 IG professionals. The participants were interviewed using a semistructured interview providing open ended responses. The interviews were transcribed and six major themes emerged from the study that may provide insight into understanding the critical success factors in implementing information governance: (a) executive support, (b) risk management, (c) change management, (d) communication, (e) technology, and (f) strategy and planning. The study recommends further research from the findings of the study. Executive support must be engaged for the long-term IG program and support the IG professional by providing the necessary resources to manage risk, promote change management, and encourage open communication. Recommendations for IG professionals to consider based on this study include nurturing of executive sponsorship, the need to balance risk management with business value, the necessity of speaking the language of internal customers, building collaborative relationships, and leveraging the learning.

1. INFORMATION GOVERNANCE
Critical Success Factors in Implementing a
Study of IG Practitioners
Michael S. Smith, DM-IST, IGP, CRM, CDS

3. OPENING POINT OF VIEW
WHAT DO INFORMATION
GOVERNANCE
PROFESSIONALS REALLY
DO?
https://www.youtube.com/watch?v=wz5vwUM_uuM

4. WHAT ARE WE LEARNING TODAY?
A QUALITATIVE
PHENOMENOLOGICAL STUDY OF
CRITICAL SUCCESS FACTORS
IN IMPLEMENTING
INFORMATION GOVERNANCE
The purpose of the phenomenological study was to explore
the Critical Success Factors (CSFs) experienced by 20 IG
professionals in implementing IG practices within the
Enterprise Information Management program at Fortune
500 publicly traded companies within the United States.

5. Consolidation of
electronic tools
(Maps, Camera,
Music, Video) into
“Smart Devices”
- Turner, Reinsel,
Gantz, and Minton
(2014)
2.6 B
INCREASED
2000s - Present
Proliferation of
Mobile & Social
Technology-
Moore, 2011
7.3 B
GLOBAL-MOBILE
DEVICES
1999’s- Present
For 30 years, space
per unit cost has
doubled roughly
every 14 months.
Gopisetty et al. (2008)
$192k
DECREASE in
COST per GB
1980- Present
Personal Computing
Proliferation
-Beyer, Lapkin, Gall,
Feinberg, & Sribar, 2011
1 Billion
GLOBAL # in 2015
1981-Present
Digital Universe - Gantz & Reinsel, 2015
• Like the physical universe, the digital universe is large – by 2020
containing nearly as many digital bits as there are stars in the
universe.
• It is doubling in size every two years
The Internet of Things - Gantz & Reinsel, 2015
• Data from Embedded Systems Will Account for 10% of the
Digital Universe by 2020
THE PROBLEM
http://www.emc.com/leadership/digital-universe/index.htm

6. 4.4 T
2013
Equal to
275 Million
16 GB IPad’s
Gigabytes
Replication is the movement, storage, and back-up of data
THE GROWTH OF DATA TO COME
44 T
2020
Equal to
2.75 Billion
16 GB IPad’s
Gigabytes
Growth of a
factor of 10X+

7. 4
The change in the volume, velocity, and variety of information along
with the increase in regulatory and legal compliance, and a lack of
security controls places organizations at risk and their brand in
jeopardy (Beyer et al., 2011).
3
Chaos will reign without an EIM strategy due to increased
compliance requirements, increasing costs, and gaps in data security
(Murphy, 2006).
2
The cost of creating, capturing, managing, and storing information in
2011 was just one-sixth the cost in 2005, while the cost to store and
manage in the digital universe increased IT investment by 50%
(Gantz & Reinsel, 2011).
1
The proliferation of structured data, unstructured data, and
information stored within an enterprise along with the convergence
of increasing regulation and compliance has created the big data
phenomena (Vednere, 2009).
Support of the Problem Statement
MOVING FROM THEORY TO PRACTICE

8. Few Studies on IG Growth of Data Reducing Data
Few studies cover the
big-data phenomenon,
yet EIM is a discipline
requiring engagement in
extreme information
management involving
information managers
(Gartner, Inc., 2012).
Organizations
experience exponential
growth of data and a
simple formula is as
follows:
Existing Data +
New Created Data
= Total Data
Reducing the volume of
data through disposition
by automation using IG
policies and retention to
clean legacy data and
manage the information
lifecycle going forward
could yield a slower net
growth of data. The
formula would be as
follows:
Existing Data +
New Created Data
= Total Data then
less disposition
through deletion =
Net Data
Significance of the Study
WHY IS THIS IMPORTANT TO IGP’s?

9. 1 2 3
The significance of this
study to leadership was
to provide a reference
for Critical Success
Factors (CSFs) to guide
future leaders in their
quest in implementing
an EIM system.
Organizations choosing
to adopt an EIM
program must formulate
an effective business
strategy for the complex
task and ensure
governance of the
program
(Lei & Slocum, 2005).
IT and EIM professionals
may possibly use this
study to further develop
their plans to combat
the ever growing
volumes of data.
Significance of the Study to Leadership
WHY IS THIS IMPORTANT TO LEADERSHIP?

10. HOW DOES IT ALL FIT TOGETHER?
CSF’sIG EIM
Implementing an
Information
Governance (IG)
Program to govern
EIM across an
organization
Critical Success
Factors
That enable a
successful
implementation of
IG within EIM
Enterprise
Information
Management (EIM)
managing all of the
data and
information across
an enterprise
Theoretical Framework

11. Enterprise Information Management
LIFECYCLES of EIM Assets
EIM
DLM
ILM
RLM
EIM is the set of business processes, disciplines, and
practices adopted by the enterprise and used to manage the
information created from an organization's data as an
enterprise asset
Data lifecycle begins with the creation of date and
extends through the use, maintenance, and
disposition of data
Information lifecycle management attempts to
assign appropriate value to information and
specify an adequate storage capability, as
opposed to indiscriminately storing everything.
RLM refers to the creation, classification,
maintenance, and disposition of a record

12. PHASE 1 PHASE 2
Define Fortune 500 List
Use ARMA Membership to
link to companies
Randomize List
Choose list of 50
Repeat as needed
Contact Study Candidates
until 20 are completed
Request Participation
Confirm or Deny
Participation
Set Appointment Time
Confirm Study
Documents are Signed
PHASE 3
Conduct Interviews
Compile Meeting Notes
Input to Nvivo 10
Analyze Nvivo 10 Reports
Validate findings against
the Literature Review
Population of the Study
ABOUT THE STUDY
• The population for this study consisted of IG professionals responsible for
implementing IG with an EIM program in Fortune 500 companies within the
United States.
• The preferred participant was the IG professional of the organization, a
position that could be at the vice president, director, or management level.
• The context of the study was to understand the CSFs of an effective EIM from
those who had direct information and lived experiences.

13. 29%
19%
14%
14%
9%
5%
5%
5%
IG Professionals
Fin Svcs.
Consumer Prod.
Insurance
Pharm/Bio
Manufacturing
Food & Beverage
IG Professionals who
have implemented IG
within a Fortune 500
in their Career
Semi-structured
interviews to learn
the lived experiences
of the IG
Professionals.
A total of 11 open
ended questions
yielding an hour per
participant of rich
input regarding
experience in IG
Interviews conducted with 20 IG Professionals
PARTICIPANTS OF THE STUDY BY INDUSTRY

15. Information Lifecycle10
Quick Wins9
Common Language8
Standards, Controls,
Retention & Disposition7
Communication4
Change3
Risk2
Executive
Support/Sponsorship1
What the Unstructured Interview Yielded
EMERGING THEMES
Technology5
Planning6
Balancing the needs of
the Business with
Compliance
11
Legal12

16. Risk
Executive
Support/Sponsorship
Communication
Technology
90
37
36Emerging Themes
WHAT DID THE IGP’S SAY?
Strategy & Planning
Change
35
36
32

17. MID PRESENTATION POINT OF VIEW
WHAT DO MOST
COMPANIES DO TO DEAL
WITH INFORMATION &
DATA MANAGEMENT
ISSUES?
https://www.youtube.com/watch?v=-M2rT2O6dkE

18. 1 2 3
Leadership may
safeguard their data
and information by
supporting the IG
professional and the
program.
Leadership may also
assist in their
support by providing
the necessary
resources to manage
risk, promote change
management, and
encourage open
communication.
Leadership should also
monitor the IG program
and supporting
technology as part of
its strategic planning
process. Information
assets should be
aligned with the
corporate strategy
moving into the future.
Thematic Results for Leadership
RECOMMENDATIONS FOR LEADERSHIP

19. 1 2 3
IG professionals need
to prepare their
organizations at all
levels for an IG
program.
To be effective at
managing change
and communicating
across the enterprise
the IG professional
must speak in the
terms of the
Business.
IG professionals need
to develop skills to
gain executive
sponsorship, create
an IG steering
committee, and to
communicate at all
levels of the
organization.
Thematic Results for IG Professionals
RECOMMENDATIONS TO IG PROFESSIONALS

20. IG CRITICAL SUCCESS FACTORS
An effective business value
statement should be
defined and communicated.
Successful Information Governance
Critical Success Factor (CSF) is the set of factors that
are most critical to the success of the project It is
what you must have to be successful.
Align clearly with privacy,
security, and risk
professionals within their
enterprise on strategies and
plans.
People are an important part
of any organization and the
change management plan for
IG must be customized to
include the culture and style
of the enterprise.
The IG professional should
look to build relationships
and partnerships at all
levels of the enterprise to
effectively engage
stakeholders.
Effective automation of the
complex IG requirements
regarding risk, compliance,
and business rules may
provide greater confidence
to executives.
IG professionals should use
industry assessments to
measure their enterprises
current situation regarding
IG
Executive Sponsorship Risk Management Change Management
Strategy & PlanningTechnologyCommunication
Information Lifecycle Management

22. 4
Creating a sample case study of 2-3 companies who have
implemented Information Governance within an EIM and create for
use by Information Management Students and Practitioners
3
Testing a sample of companies who have implemented the General
Accepted Record Keeping Principles against their financial
performance over the past 5 years.
2
A quantitative analysis of Fortune 500 companies with IG programs
in various levels of maturity would be useful by surveying executive,
middle management, and front line stakeholders.
1
An opportunity to test the IG Critical Success Factors in a
quantitative analysis is an opening for further research.
RECOMMENDATIONS FOR FURTHER RESEARCH
WHAT CAN BE DONE NEXT?

24. 4
Think Bigger…we are no longer just RIM but INFORMATION
MANAGEMENT PROFESSIONALS
3
Skim through the full research study. I paid to make it free for
people to download! Read through parts that can support you in
your planning and execution – Write it Down
2
Review the Digital Universe and see how you fit into the dramatic
changes of Information Management and how you fit into it for the
remainder of your career – Write it Down
1
Think about the presentation and what are the 1-2 things that
provoked you to think about your current situation – Write it Down
FROM RESEARCH TO ACTION
WHAT CAN YOU TAKE AWAY FROM TODAY?

26. Information Management Professional have
growing programs which are merging with critical core
activities….
Information Management Professional have a unique set
of skills which puts us at the center of information and
data management discussions, issues, and solutions…
….how do we continue to build skills, expertise, and
models to sustain the value we bring to organizations?
https://www.youtube.com/watch?v=KgmO32IdwuE
SKILLS I HAVE ACQUIRED OVER A VERY LONG CAREER
A VERY PARTICULAR SET OF SKILLS!