2015-2016 IGI Annual Report

IGI’s 2015-2016 Annual Report Focuses on IG Leadership, IG Markets

The 2015-2016 report builds on what we uncovered in the 2014-2015 inaugural Annual Report, an influential document that has helped shape many information governance programs around the world. We are seeing continued momentum in the results of the 2015-2016 report, which focuses more directly on IG leadership and the emerging IG markets, i.e., “the how” needed to make IG programs work.

So what exactly can you expect to find in the 2015-2016 Annual Report? For starters, here are a few of the trends we discovered:

  • The CIGO role is essential to IG success. Our research reveals that IG programs have a much higher chance of succeeding with executive-level support. This makes sense, because someone has to have the authority to take control of IG projects. For this reason, the IGI advocates the creation of a new C-level position, the Chief Information Governance Officer (CIGO). By and large the IGI community agrees with our assessment, with 67 percent indicating that the CIGO—or some comparable high-ranking executive—is essential to IG success.
  • Organizations are spending more money on IG. Of the organizations that have IG programs in place, a vast majority of them believe they will be spending more money on IG in 2016. On the other side of the coin, almost all IG providers predict they will see significant revenue increases next year. To sum: The IG market is poised to grow tremendously in 2016 and beyond.
  • The IG lexicon is solidifying. In 2015, we hoped our Annual Report would help IG practitioners speak the same language. It appears that has happened. For example, our IG “pinwheel” or “flower” (seen here), which illustrates the various facets of IG, remained largely unchanged in 2016’s report—indicating everyone is on the same page and a complete picture of IG is coming into focus.
  • Lack of education can derail IG programs. While the biggest barrier for many initiatives may be money, that’s not the case in the world of IG. Our report revealed that IG programs fail due to a lack of institutional education, a lack of leadership, and a lack of communication. So in order to make programs work, practitioners need to make sure all employees and stakeholders understand the importance of IG.
  • Successful IG programs take time. According to our research, there’s a huge gap between the moment IG projects are green-lit and when they actually commence. In fact, most practitioners say projects may take as long as a year to begin moving forward. This, of course, is less than ideal. But the good news is that these areas are improving. We expect to see projects start quicker and wrap up faster in 2016.