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2016 IGI Award Nominations

Nominations Are Now Open for the 2016 IGI Awards

Do you know a practitioner or provider who gone above and beyond in their efforts to move the adoption of information governance (IG) forward? Is there a company whose IG program stands out for you? Who is that one person that stands out for you as making a real difference in advancing IG?

Here’s your opportunity to nominate that person or company. As part of our continued efforts to promote and advance the adoption of information governance, the IGI will host our 2nd Annual IGI Awards in Q4 of 2016. During the IGI Awards two finalists and one winner will be recognized in each of the following categories:

  • IG Professional of the Year
  • IG Program of the Year
  • IG Technology Provider of the Year
  • IG Service Provider of the Year
  • IG Evangelist of the Year

One winner will be announced for the category of CIGO of the Year.

Award Criteria

IGI Award nominees will be evaluated based on the following criteria:

  • Demonstrated a passion for IG and a willingness to work hard for the greater IG community.
  • Developed a transformative or innovative process.
  • Contributed to the success of their organization or client through strong IG best practices.
  • Active within the IG community.
  • Looks to further the adoption of IG through collaboration, education, communication, and dedication.

Nominations

Candidates may be nominated personally. All winners and finalists of the 2015 IGI Awards are eligible for nomination.  You may nominate multiple candidates and all nominations must be received by June 30, 2016.

The Awards

Winners and finalists of the IGI Awards will be announced  in Q4 of 2016. Each winner will receive an award and will be profiled on the IGI website.

 

 
CIGO Task Force Report

Join Us for the Launch of the Chief Information Governance Officer Task Force Report

Introducing the CIGO–A New Information Leader for a New Era

We are very pleased to announce that the first best practice document created by the IGI Community is finished and will be published on December 7 during an online launch event. During the event we will host a discussion with CIGO Task Force members about the most important insights about the Chief Information Governance Officer (CIGO)  from their publication.

When:  December 7, 2015 at 1:00 PM ET
Where: Online – register here.
Who: An IGI online event moderated by Barclay T. Blair and featuring Task Force members Aaron Crews, Senior Associate General Counsel and Head of eDiscovery at Walmart; Julie J. Colgan, Head of Information Governance Solutions at Nuix (IGI Charter Supporter and CIGO Task Force sponsor); and Ann Snyder, IGI Senior Fellow.

Please join us to participate in the discussion. Ask the Task Force members your big questions about the new role and its purpose, focus, and future. We will explore the full range of issues related to the emerging CIGO role, including:

  • The purpose of the CIGO.
  • Why the CIGO is necessary.
  • How the CIGO interacts with other existing information-related executives.
  • The CIGO’s responsibilities at different levels of organizational maturity.
  • Characteristics and qualifications needed for the CIGO role.

Register today to join the conversation and help us give birth to the Chief Information Governance Officer role.

 
IG Stories: Unifying IG at a Large, Slow-Moving Company

IG Stories: Unifying IG at a Large, Slow-Moving Company

Throughout our conversations with people in the IG community, we have been told repeatedly that hearing what other practitioners are doing is especially valuable to advancing the discipline of IG. The community is eager to learn from fellow practitioners’ answers to questions like: How did you get started with IG? How did you “sell” the program internally? What obstacles did you encounter and how did you overcome them? What are you working on, now—specifically, how are you achieving successful IG? In Stories in Information Governance: The IGI 2015 Benchmarking Report, we look at how some practitioners have answered these (and other) important questions, and we provide useful “tips” to practitioners based on those responses. In our blog series, IG Stories, we explore excerpts from the Benchmarking Report.

 

In our last look inside the Benchmarking Report, we saw how one organization was breaking down silos to achieve IG success. Today, we learn how bringing in a consultant might help get your IG program started and how a lack of high-level support for IG can sometimes be a serious barrier.

 

Benchmark Snapshot

Vertical: Insurance
Size: Over 10,000 employees
Program Maturity Rating: 2 – Repeatable (Self Ranking) / 3 – Defined (Our Ranking)
2014 IG Budget: Unreported
2015 IG Budget: Unreported

Benchmark Overview

Evan is a records manager at a Fortune 50 insurance company. His position falls within the legal group, and he handles records management for in-house counsel and compliance, a group of several hundred people.

Evan’s responsibilities have grown over the years from shipping records offsite to now managing the totality of information that moves through his group. He is currently involved in a large information management project aimed at pulling together the different pieces of how information is being handled so that they can be uniformly managed.

Right now, he reports, it is difficult to have a clear view into other parts of the company, and he considers it a bit like “herding cats.” The goal is to bring all of this under control within a reasonable amount of time and money.

Using a Consultant to Get IG Started

Bringing in a consultant is sometimes an effective way to get an IG program or specific project moving. Consultants bring an outside perspective and can sometimes provide a clearer view of the problem (and hence the solution).

Evan is using this approach. The general counsel wanted to do better at IG and wanted to make sure that the company was not unnecessarily keeping outdated and useless information. To achieve their goals, they hired a consultant to help build consensus and to pull things together.

Taking the consultant’s advice, they are now working on a large project that includes a defensible disposition analysis and the development of an overall strategic plan on how IG should be organized and led. They started in legal but are now looping in other departments. There are initiatives underway in various parts of the company, and they are trying to pull these together with a consultant under one effort. The chief of staff to the general counsel is leading the charge.

IG Stories: Unifying IG at a Large, Slow-Moving Company

The Need for C-Suite Support

Evan identifies the absence of a “CIO-type” leader as the single biggest barrier he faces. The responsibilities of a senior IG leader are now spread out across the company. He needs someone at a higher level with sufficient authority and budget to get the work done.

Many practitioners point to the lack of executive sponsorship as a barrier to achieving their IG goals. Some, like Evan, are beginning to see the importance of elevating the role to the C-suite. Many IG programs suffer from the absence of a single person with the authority and breadth of organizational knowledge to join all of the parts of IG at a company into an operational whole.

At the IGI, we support the creation of an IG-specific position, the Chief IG Officer (CIGO). The CIO could serve this function, perhaps, but at many organizations, they are only responsible for technology infrastructure and not the information itself.

Practitioner Tips:

Use Outside IG Expertise

Using a consultant can help bring new perspectives on old problems and can jump start an IG project or program. If your IG efforts are stuck, consider bringing in outside help to get you started. Consultants are sometimes a way to effectively supplement your internal knowledge base.

Create a Senior IG Role

The lack of a person with the knowledge and authority to tie an organization’s IG program into an operational whole can lead to its failure. Elevate IG authority to the C-suite with the creation of an IG-specific role, like the CIGO.

 

To learn more, download your free copy of Stories in Information Governance: The IGI 2015 Benchmarking Report at our online community. Not a member yet? Join today.

 
The Best Job That’s Up For Grabs

The Best Job That’s Up For Grabs

Data and other information assets are the lifeblood of any organization; yet, rarely are they comprehensively managed as critical assets. These assets are balkanized within lines of business and in functional areas across organizations. They reside in data centers; in devices such as cell phones, laptops and thumb drives; in the cloud; on paper; and elsewhere. Unless organizations understand these assets, they cannot fully protect and monetize them. One, C-level executive should be empowered to sustain a comprehensive information governance program, and there has been neither a more important time, nor a bigger opportunity, to do so.

Data breaches are on the rise, and they are indicative of weak controls that can ignite regulatory responses and

Photo courtesy of Steve Mitchell-USA TODAY Sports

Photo courtesy of Steve Mitchell-USA TODAY Sports

cost organizations dearly. For the Chief Executive Officer and Chief Financial Officer, breaches can mean much more than just diminished brand value or reputational damage.

Need proof?

First, the recently updated internal control framework that is a foundation of Sarbanes-Oxley makes breaches a cause for possible criminal liability. Second, the Federal Trade Commission (FTC) has brought over 50 cases against companies that have exercised poor housekeeping of consumers’ personal information, leading to expensive settlements. Third, the U.S. Securities and Exchange Commission’s (SEC’s) cybersecurity enforcement actions thus far have been focused on financial institutions, but growing congressional pressure may lead to broader activity. There is an alphabet soup of other regulations that obligate organizations to maintain data more securely. However, regulators are not the bad guys here; it’s the hackers and other bad actors that compromise data security and trigger costs beyond the regulatory pain. Regardless of the motivation, organizations must adjust to a new style of Information Technology by getting visibility and control over their data and information assets.

The opportunities to create value from information governance are tremendous. Organizations are rapidly outgrowing IT architectures built around relational databases and structured data. New platforms and tools can help people collect, prepare, analyze and visualize huge amounts of data, including unstructured data developed from social media, Internet of Things sensors, and other touch points that yield valuable new insights on consumer behavior. These platforms and tools are collaborative and intuitive to operate, so executives and analysts in the lines of business can more quickly make smarter decisions without having to rely on Finance or IT to get them information. Now that organizations can close the books on time, they should more quickly derive richer insights about the future, not just the past.

Information governance technology, people and processes reduce cybersecurity, litigation, compliance and other risks and create value through the use of emerging data analytic tools and practices. A successful information governance program leader would command the respect of the organization’s C-level of executives, and align everyone with interests in data across the lines of business and functional support areas. The Finance, IT and Legal areas produce the most likely candidates for a role in information governance, and the ideal candidate would have familiarity with all three, and perhaps others.

Chief Financial Officers are recognized as the stewards of company assets. They are first in line when it comes to understanding and accommodating the demands of Sarbanes-Oxley, the SEC, the FTC and other regulators. CFOs are familiar to the Board’s Audit Committee, and they must confront the growing evidence of weak controls that data breaches represent. CFOs are the architects of the chart of accounts and key data repositories of data like enterprise resource planning systems. With their Controller, they make sure the books get closed on time each month, and their Internal Audit staff ensures compliance with control procedures. They are naturally data-driven as they not only marshal budgets but also design and review key performance indicators. They develop insights from data in business intelligence and predictive analytics exercises. The CFO’s team also includes enterprise risk managers, who have a vested interest in maintaining secure data and the means by which residual risk can be transferred with insurance.

Chief Information Officers are closely associated with data, especially with regard to the infrastructure and operating systems that carry the data and store it when it’s at rest. Security is a natural and all-consuming function and, at larger organizations, Chief Information Security Officers also get involved. They apply technology management standards and frameworks from NIST, SANS, COBIT (ISACA), ISO and ITIL, among others. CIOs assess and deploy data analytics tools that lead to value creation. They are responsible for managing the licensed software and hardware assets, as well as software as a service applications (SaaS apps) and cloud hosts. Data is really just another asset they need to manage.

General Counsels bring a pronounced sensitivity to privacy and compliance issues that make them comfortable with information governance responsibilities. Records and information management, including retention policies, often originate from this group. Operating with a ‘lean data’ mentality, they drive lower storage costs, as well as greater efficiency and accuracy in accessing content. Their central role in litigation and due diligence make them no strangers to evolving eDiscovery, archiving and other technologies to manage data and information assets. Armed with knowledge of the law, they carry weight in any organization, and can drive policy enforcement in ways that other groups respect. They shepherd the innovation process when they work with developers of intellectual property.

The person running information governance will confront conflicts when balancing the interests of risk mitigation and value creation. For example, the legal side of the house generally advocates ‘less is more.’ They are more likely to champion records retention policies that eliminate the potentially embarrassing email that they would prefer not be discovered one day. Business analysts, on the other hand, are never quite sure what data they might need one day, so they would just as soon keep it all, especially as storage costs continue to decline rapidly and analytical tools become more powerful and user friendly.

Chief Information Governance Officers are starting to emerge at large organizations today, and their role in risk mitigation and value creation can be tremendous. More prevalent, but narrower, roles include Chief Digital Officers, who tend to come from Marketing backgrounds, and Chief Data Officers, who tend to concentrate on structured data and analytics. Many organizations feel they cannot afford yet another C-level position but, at the very least, one C-level executive should carry the responsibility for comprehensive information governance. Who should “own” data and the information governance process at your organization?

Craig Callé – CEO, Source Callé LLC

Craig CalléCraig Callé is a Data Advocate. He runs Source Callé LLC, a Philadelphia-based consulting firm that helps organizations mitigate risk and create value by treating Data as the critical asset. Boards of Directors, as well as CFOs, CIOs, GCs, and their teams, turn to them to prevent, detect and remediate cybersecurity incidences, unlock the value of their data, and create comprehensive information governance programs. They have a special focus on the large, growing, and remarkably under-addressed attack surfaces that originate from employee use of cloud-based services and third party vendors with network access.

Most recently, he was SHI International Corp’s Chief Strategy Officer and also was responsible for all pre-sales support, partner management and service delivery functions, including its IT Asset Management Group.  SHI is one of the largest IT solutions providers, with 2014 revenue of $6.0 billion.

He has been the CFO at Amazon.com responsible for Digital Media, including Kindle and Audible.com, and the North American Books e-commerce businesses. He also was divisional CFO and Treasurer at Gateway, helping to lead the turnaround and sale of the company to Acer.  As SVP-Finance and Treasurer at Crown Cork & Seal, he helped transform the company into the global consumer packaging industry leader.  He began his career as an investment banker at Salomon Brothers, where he completed numerous  transactions for Fortune 500 and emerging companies.

He holds BA and BS Econ (Wharton) degrees from the University of Pennsylvania and an MBA from Harvard University.

 
2015-2016 IGI Annual Report Barriers to Information Governance

Education, Not Money, Is the Biggest Barrier to Information Governance

Whether your organization is just getting started with IG or you are trying to move an existing program forward, you will no doubt encounter some obstacles along the way. Though we often hear about costs as a major barrier to getting IG work done, our research shows that it is not all about the money for many organizations, today.

As part of our research, we put together a list of eight common barriers to IG and asked practitioners to select the ones that plague them the most. These were placed in order of the most frequent response to least. As the graphic below shows, a majority of practitioners selected five of eight barriers, suggesting that most of them are fighting numerous battles at the same time.

2015 IGI Annual Report Barriers to IG
The most common barrier selected by a large majority of practitioners was a lack of understanding/awareness of the value of IG. “Siloing” or lack of communication/collaboration across various functional areas addressing information was selected as the second most common barrier.

Although 50% of practitioners identified insufficient funding as a primary barrier, it came in at number five. Similarly, IG as a cost center, also appeared lower on the list than one might expect at sixth.

The good news is that each of the top four barriers to IG identified by our community can be significantly improved simply by educating stakeholders and getting them to think more clearly about the problem—an activity that doesn’t cost big money. That means IG practitioners can make significant progress without significant budgets.

Closing this knowledge gap is exactly what the IGI aims to achieve through our research, publishing, and advocacy work.

Of course, that doesn’t mean that all IG problems can be resolved through education alone. As your IG program advances, you have to spend money to purchase technology and services, hire, and fill leadership gaps. For instance, while education will certainly help with the second most commonly identified barrier (lack of communication across functional areas), for many organizations establishing formal leadership by way of an IG steering committee and Chief Information Governance Officer (CIGO) will be necessary—but it won’t be a trivial undertaking.

If you’re encountering barriers to moving your IG program forward, you are not alone. Take heart knowing that you can make significant strides through education, especially if your organization is just getting started. Look to this list of obstacles that other organizations have encountered so that you can be prepared for what you might face and start building a plan to address them. Know that these obstacles are not insurmountable. Learn from others how they overcame these barriers to build successful IG programs.

To learn more, download your copy of the IGI Annual Report 2015-2016, 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