The document discusses taking the "governance" out of information governance by focusing on business benefits rather than regulatory compliance. Seeing information governance as an expensive overhead with little value risks half-hearted implementation and wasted investment. Alternatively, closely aligning information governance with organizational goals like cost reduction, efficiency and customer service can gain buy-in by demonstrating how better information management contributes to achieving those goals. This approach helps obtain commitment while also supporting non-governance business areas.

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Taking the “Governance” out of
Information Governance
A business Benefits
Approach

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Concepts
Governance is critical
In order to avoid misunderstanding, the title of this post requires
some clarity. Governance is critical, and we believe this
wholeheartedly. The issue under consideration is how a
governance initiative is adopted and implemented.
Governance, and by its very nature, Information Governance,
stands the risk that it is seen as another overhead, an expensive
exercise with little value. If the executive team, and possibly
more importantly, the staff, do not understand and buy-in to the
benefits, it is likely to be approached half-heartedly, and the
bare minimum, regulatory requirements will be implemented.

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Risks of this approach:
Governance is expensive – accept this as a fact. So the question
becomes one of “how do we get some value from this expense?”
If no attempt is made to seek real value, then the cost becomes
one of insurance, “just in case”. The only time there is a return
on the investment is when the information is required in the
event of litigation, audit queries or investigations. If this never
happens, then the investment is wasted. To my mind, wasted
investment sounds like poor corporate governance.

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Risks of this approach: cont.,
A potentially greater risk is that “compliance for compliance –
sake” leads to reluctance on the part of staff to comply. They
don’t perceive any benefit, so will do the least possible to meet
the compliance requirements. When the time comes to retrieve
the information, the half-hearted attempts become apparent,
and the information isn’t complete, it’s out of date, or worse
still, can’t be found. In this instance, not only have all the
expenses become wasted, but the organization still stands the
chance of losing the court case as the necessary information
isn’t available. Some information can be found, but no-one is
sure whether there is more, and the e-discovery costs escalate
wildly.

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An alternative approach:
One method of obtaining the necessary buy-in is by making sure that
the Information Governance initiative is very closely aligned to the
corporate goals or objectives. These could be a combination of any of
the following (or a host of others not mentioned here):
• higher levels of customer service,
• reduced costs,
• meeting compliance or mandated requirements,
• reduced organizational risk,
• attracting and retaining high quality staff members,
• meeting environmental or social responsibility criteria, and
•Improving operational efficiency.

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An alternative approach:
cont.
These are easily determined by analysing the annual financial
reports, 5 year strategic plans, and even the organization’s
mission and values boldly displayed in the corridors. The next
step is to determine how Information Governance can assist in
meeting each one of these objectives. Assisting with
compliance is easy, but one needs to explore the other “non-compliance”
drivers for these are where the value may well lie.

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Concepts
An alternative approach:
cont.
For example, truly managed information is more easily found, fewer
duplicates are kept, and it can be trusted. This must lead to a reduction in
cost, which assists the organization in that goal. If Information is easily
found and staff don’t waste time searching unnecessarily, then their
working days may be more fulfilling, and they can be better utilised,
adding value to their daily tasks. Better information leads to faster
processes, and ultimately a more efficiently run organisation.
By focusing less on the “governance” part of information governance, and
instead looking to see how having properly managed information can
assist the organization in meeting its objectives, there is a strong chance
that buy-in can be achieved. Not only does it assist with obtaining the
necessary commitment, but also helps to garner support from non-governance
quarters.

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Questions?
Any questions before
we move on?
Paul Mullon is an Information Management Professional
with a passion for Information Governance,
and developing cohesive, standardised approaches
to managing information of all kinds.
paulm@corconcepts.co.za
COR Concepts. http://www.corconcepts.co.za