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Help Us Benchmark the Information Governance Industry: Participate in Our Third Annual Survey on Information Governance

The IGI has begun the process of developing our 2016-17 Annual Report, building upon the success of the last two years. As part of the research for our Report, we are conducting a survey of information governance (IG) professionals and would like you to participate in the 2016- 2017 IGI Annual Survey.

This survey will take about 15 minutes of your time – 15 minutes of your day that will provide incredible value to the IG community. We know surveys are a lot of work, but we need your input.

As a thank you for completing the survey, we will provide a discount code for a reduced rate for some of our upcoming events.

The results will be published in a comprehensive Annual Report which will include a variety of infographics and other tools we will freely provide to the IG Community under a Creative Commons license. All data you provide through this survey will be reported anonymously. Take a look at the 2015-2016 Annual Report and the infographics. These infographics have become part of many IG practitioners’ internal presentations, and the Annual Report has become the go-to reference guide for many in the industry.

If you took the survey last year, thank you very much! We look forward to your contribution this year - we have added several new questions to respond to the rapidly-evolving IG ecosystem.

Click here to participate in the survey.

Please feel free to share the link with friends and colleagues in IG.

The IGI appreciates your participation in the 2016 - 2017 IGI Annual Survey. Your participation is essential to our efforts to provide research that will help to advance the adoption of information governance. Thank you.

 
There Has Never Been a Better Time to Get Started with IG

There Has Never Been a Better Time to Get Started with IG

Practical advice from seasoned practitioners

Practical advice from seasoned practitioners

Is your organization just getting started with information governance (IG)? Do you need some guidance getting an effective IG program off the ground?

In the recent article, “Information Governance: Establishing a Program and Executing Initial Projects,” IGI Co-Chair, Jason R. Baron discusses the emerging discipline of IG, makes the case for why IG is needed, and explains how to start an effective IG program at your organization, including: how to identify key stakeholders, build support for IG, and prioritize and execute IG projects. The piece, co-authored with Drinker Biddle associate, Amy Marcos, was the cover article in the October/November 2015 issue of Practical Law: The Journal.

According to the article:

The emerging discipline of information governance (IG) is premised on the idea that both public and private institutions can do a better job of dealing with big data in all of its forms and improve organizational responses to e-discovery, compliance, records management, privacy and security demands. Although there is no universal definition of IG, its major tenets are built on minimizing the risks and maximizing the value associated with data through a coordinated, interdisciplinary approach.

The article cites research from the IGI 2014-2015 Annual Report. Key takeaways from the article, include:

  • A principle-based approach to information governance (IG) can help an organization address data issues as they arise, in a way that benefits the organization and IG stakeholders, and outweighs any costs associated with the initial investment.
  • By understanding the components of a successful IG program, counsel can champion IG strategies that minimize risk and maximize the value of a company’s data.
  • Practicing effective IG means bringing together stakeholders from across your organization to discuss data issues, typically including legal, IT, security, data privacy, compliance, human resources, finance, audit, analytics, and records and information management.
  • A corporate governance framework for IG should include a head executive IG stakeholder or champion and an IG steering committee with specific business unit IG sub-committees.
  • An organization should create IG policies and an IG charter, along with updating their data privacy, email, info security and records retention policies.
  • Cleaning up legacy data and using big data analytics will aid in reducing risk and maximizing the value of your organization’s data.

To read more, download a copy of “Information Governance: Establishing a Program and Executing Initial Projects.”

Want to learn more about getting started with IG? Log in to the IGI Community to access the publications and resources that are available for your use.  Not a member, yet? Join today!

 
In-House Legal Departments Are Using Data Analytics for E-Discovery and Other Investigations

Survey Shows a Majority of In-House Legal Departments Are Using Data Analytics for E-Discovery and Other Investigations

E-discovery software with data analytics capabilities (including functionality like auto-classification, predictive coding, and TAR, for example) have been available for quite some time now. However, the extent to which in-house legal departments are taking advantage of these advances to improve e-discovery and other investigations has not been clear. To explore this issue and other uses of data analytics, the Coalition of Technology Resources for Lawyers (CTRL) commissioned the IGI to conduct a survey on the adoption of data analytics by in-house legal departments across six use cases (e-discovery, legal matter management/billing, information governance, outcome/risk analysis, contract review, and selection of outside counsel. CTRL released the results of that survey, and you can learn more at Data Analytics in the Legal Community: 2015-2016 Trends.

According to the survey results, a majority (56%) of in-house legal departments report using data analytics for e-discovery and other investigations. This was the only one of the six use cases examined for which a majority of respondents said that their legal departments were taking advantage of data analytics, although nearly a third also reported adoption in legal matter management/billing and information governance (IG). We discussed survey results on the IG use case in a previous blog about the study.

Culling and relevancy review were among the top three uses of analytics in e-discovery/other investigations by in-house legal. Interestingly, however, early case assessment (ECA) was also in the top three. Over 70% of respondents who reported use of data analytics for e-discovery/other investigations also reported they were using it for ECA. This result is promising as it suggests a good number oforganizations are making more strategic use of these tools—not just using them to reduce the corpus of documents to be reviewed or to get through it faster—but to get at the facts of the case more efficiently.

To learn more about CTRL, check out their website and download a copy of their survey today. To learn more about the IGI and IG, download a copy of our Annual Report 2015-2016 at our community site. Not a member? Join today.

 
Data Analytics in IG Has Solid Foothold

Survey Shows Use of Data Analytics in IG Has Solid Foothold in In-House Legal Departments

As anyone who regularly attends legal conferences can attest, data analytics and its potential to revolutionize the practice of law have been all the rage for the last few years. However, until now it has been unclear whether or how corporate legal departments are using these technologies. To answer this question, the Coalition of Technology Resources for Lawyers (CTRL) commissioned us to do a research focused on the use of data analytics by in-house legal departments across six use cases. CTRL recently released the results of that survey, Data Analytics in the Legal Community: 2015-2016 Trends.

According to the study, almost one-third of in-house legal departments (28%) report using data analytics in IG beyond the other use cases the survey explored (e-discovery, legal matter management/billing, outcome/risk analysis, contract review, and selection of outside counsel). Given that the legal profession has a reputation for being slow to adopt new technology and given the relative newness of IG as a discipline, these results may seem surprising to some.

At the IGI, we see these results as very promising and in line with results of our recent annual research showing that most organizations are taking action on IG. Though IG is a relatively new discipline, our annual research shows that most organizations are taking action on IG. For example, a majority of practitioners (57%) report that their organizations are building the foundation for an IG program, and almost a third report that their organizations’ IG programs are at an intermediate maturity level—established, and building out the framework and structure for IG.

"We were frankly surprised at how many corporate legal departments are looking at advanced analytics outside of the e-discovery context,” said Barclay T. Blair, Executive Director of the IGI. “The promise of analytics and automation is not limited to line-of-business use cases – legal departments can and should be putting the technology to work."

To learn more about CTRL, check out their website and download a copy of their survey today. You can also download a copy of IGI’s Annual Report 2015-2016 at our community site. Not a member? Join today.

 
Facets of Information Governance

Spinning the IG Wheel: An IGI Annual Report Deep Dive

Last month, the IGI published its Annual Report 2015-2016, the industry’s most comprehensive research on information governance (IG) as a concept, profession, and market. The report is based on extensive surveying of IG practitioners and providers. If you haven’t downloaded your copy of the IGI Annual Report 2015-2016, take a look inside with us to see what you could learn.

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The wheel is back!

Our most widely adopted infographic from last year’s Report was the one representing the activities the IG community includes within the concept of IG. Sometimes called “the pinwheel” and “the flower” by our community, this infographic has found its way into myriad presentations and publications and has sparked many fruitful discussions about IG.

Because the IG community found this so useful, we revisited the topic this year. We offered a list of twenty-two activities that might be considered to fall under the rubric of IG and asked which ones respondents included within the concept. Our list of activities or “facets” of IG, as we like to call them, included both risk- and value-focused activities. It included activities out of which IG first developed as a discipline and some emerging activities that are important components of our information activities.

The infographic ranks these by the percentage of respondents who said the facet is included in IG. Most agreed that nineteen of the twenty-two facets were a part of their concept of IG. Further, a strong majority of respondents (83%) agreed that this list was complete. The number of respondents selecting “all of the above” for all twenty-two facets was 23% lower than last year. We think this means that the concept of IG is coming into greater focus.

This is a foundational infographic for our community because it so clearly shows the coordinating function that IG must play within our organizations. Most organizations fail to coordinate groups of people fundamentally trying to solve the same problems, but as anyone who has tried to take on a complex, multi-departmental information project at a large organization knows, operation of these facets of IG in isolation of each other often impedes progress. No doubt, a reason why this infographic has resonated with so many is that the coordinating function of IG promises to put an end to the disconnected approach to information that is a common barrier to successful IG, a concept we explore in detail throughout the Annual Report.

Certain facets garnered more support for inclusion in the concept. The disciplines that have formed the core of IG from the beginning led the way. RIM had over 94% support for inclusion, with information security and protection, compliance, and e-discovery having more than 80% support. The current risk focus of IG, a recurrent theme throughout the Annual Report, likely reflects the immaturity of IG as a discipline that emerged predominately from risk-focused activities. That said, organizations are taking on value-side information activities. As the discipline of IG matures, we expect more organizations to execute projects focused on adding business value.

To learn more, download your free copy of the IGI Annual Report 2015-2016 at our online community. Not a member yet? Join today.

 
2015-2016 IGI Annual Report

Press Release: Information Governance Initiative Publishes Industry’s Most Comprehensive Research Report

Think Tank’s 2015-2016 Report Shows Rapid Growth in IG Market and the Emergence of the Chief Information Governance Officer

Think Tank’s 2015-2016 Report Shows Rapid Growth in IG Market and the Emergence of the Chief Information Governance Officer

New York, NY – (PRWeb – October 16, 2015) – The Information Governance Initiative (IGI), the leading information governance think tank and community, today released their 2015-2016 Annual Report. This is the second year the organization has published the industry’s most comprehensive research on information governance as a concept, profession, and market. The report is based on extensive surveying of information governance practitioners and providers. Highlights from the report include:

  1. The IG Market Emerges. More IG professionals think there is a defined IG market, and that a category of “IG software” is emerging. IG professionals are doing work they consider IG; buying and selling products and services they call IG; appointing IG leaders; and identifying and executing on their 2015-2016 IGI Annual Reportorganizational IG priorities.
  2. The CIGO Takes Charge. The majority agrees that the Chief Information Governance Officer role is essential to IG success. The IGI’s advocacy for this role is starting to bear fruit, as the need for strong, senior, accountable IG leadership is increasingly acknowledged and acted upon. Of course, most organizations do not have a CIGO (yet), but the number of organizations designating senior IG leaders is significant and up from 2014.
  3. Taking Action and Spending Money. Most organizations taking action on IG have multiple IG projects in flight, and they are spending significant money to get them done. For example, large organizations have, on average, 7 projects that each cost over $750,000 and small organizations have 4 projects that cost $186,000 each.
  4. IG Spending and Revenue is Growing. Organizations doing IG predict that their IG spend will grow in 2016, and grow a lot, with nearly half expecting spending increases of 30% or more. Nearly all IG providers project IG revenue growth, with the majority projecting 20% growth or more, and over a third projecting growth of 30% or more.
  5. Key IG Concepts are Solidifying. Our most popular and widely-used infographic from last year’s Report was the “pin wheel” or “flower” that showed the information disciplines that together comprise IG. This picture remained remarkably unchanged this year, with only minor shifts in how IG professionals ranked each area. This suggests that a fixed picture of IG is at last emerging, and bodes well for the ongoing professionalization of IG.
  6. A Security Focus for IG. Across the board in our analysis we see strong evidence that security-focused activities are becoming a greater priority for IG professionals – reflecting not only an expected response to recent high-profile security breaches, but also a movement to integrate security into the larger IG whole.
  7. Strong Alignment Between Practitioners and Providers. Providers of IG products and services seem to have a clear picture of what IG practitioners want, what they are working on, and what they need. Remarkably, we see almost perfect alignment between the two groups in identifying the IG projects practitioners would do if they could, as well as the IG projects they are actually doing. This alignment is a sign of a healthy market that isstarting to use a common language to describe both problems and solutions.
  8. “Quick Wins” Are Not So Quick. Most practitioners report a staggering delay between the time they decide to undertake an IG project and the time it actually begins. Most report that it takes a year or more just to get started. This is too long and reflects the relative immaturity of IG decision-making, budgeting, and leadership. The good news is that each of these areas is improving, and we expect to see project start (and completion) times shorten in 2016.
  9. Economic Quantification is Important – To A Point. About two-thirds of IG practitioners told us that quantifying the economic impact of IG (using models like ROI and TCO) is important. However, only about one-third said they actually use such models to build support for their programs internally. At the same time, providers told us that in nearly all instances they are required to provide such calculations as part of the sales process. This suggests that many IG projects suffer from the same mix of politics, institutional inertia, and other human factors that bedevil all enterprise-focused projects.
  10. The Biggest IG Barrier is Education, Not Money. The top barrier to IG progress is not a lack of money but rather a set of factors including a lack of institutional education, communication, and leadership. The good news is that each of the top barriers identified by our community can be addressed without huge hard costs, enabling IG practitioners to make significant progress even without significant budgets.
  11. Value Creation Gains Traction. While IG clearly has its roots in risk-focused disciplines and activities, value-focused activities take a higher profile this year than last, which we see as further evidence that as IG matures and foundational problems are solved, paths to value creation open up. At the same time, the most common drivers for IG are event-driven (e.g., litigation, system migrations), suggesting that IG practitioners must continue to be intelligently opportunistic.
  12. Most IG Programs are Nascent but Progressing. Most organizations surveyed are taking some kind of action on IG, even if it is limited to addressing event-driven problems (in fact, most providers see their customers as mostly reactive in their IG projects). Most practitioners rate their IG programs as “nascent” or “intermediate” on a maturity scale, but tend to be more or less mature in each of the five specific variables that we measured.

“The fact that more and more organizations are hiring senior information governance leaders and investing in these programs is not surprising given the cybersecurity disasters we have seen in 2015,” said Barclay T. Blair founder and executive director of the IGI. “Today’s cybersecurity problems are rooted in yesterday’s failure to take the governance of information seriously. IG is the foundation of cybersecurity and privacy protection and also enables organizations to realize value from their information in an ethical and legally defensible manner.”

The IGI’s Annual Report was provided to all attendees at the IGI’s annual national conference, InfoGovCon 2015, that took place September 29-October 1 at the Connecticut Convention Center.

The Annual Report will be available for download in the Reports section of the IGI Community with other valuable reports and its infographics available for complimentary download under a Creative Commons license.

About the Information Governance Initiative

The Information Governance Initiative is a cross-disciplinary consortium and think tank dedicated to advancing the adoption of information governance practices and technologies through research, publishing, advocacy, and peer-to-peer networking. Join us at www.iginitiative.com.

Contact Information
Maribel Rivera
Information Governance Initiative
(866) 626-2917
maribel.rivera@iginitiative.com