P2P

38 P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | S U M M E R 2 0 2 0 N E X T W A V E O F I N F O R M A T I O N G O V E R N A N C E Some Larger/longer term issues to consider If you already have an IG strategic plan, this is a good opportunity to revisit and reorder it to incorporate the practice and operational changes that have occurred. If one doesn't already exist, include a path for closer collaboration with IT to better leverage existing technology tools as part of a larger IG project rework. Serious conversations about infrastructure in the cloud as well as outsourcing infrastructure are also being had, as they become more viable solutions in the current climate. The IG ramifications of and policy changes for such moves need to be considered for data at rest and data in motion, including access rights management, security and jurisdictional issues. Regarding information related policies, review those you have in place. If the Information Management and Retention policies don't currently designate the electronic file as the official file, revisit it now. This should be done early on as it will provide the foundation for other digital initiatives to be implemented. If digital signatures have been implemented, is there a policy that governs use? If not, seize the moment. An earlier point suggested that current events have presented a good opportunity to revisit staffing, capabilities and areas of focus. This is a much larger issue that warrants its own treatment, but now is a prime opportunity to utilize secretaries and assistants in the cleanup and organization process. They will now be more tangibly contributing to practice management, have intimate knowledge of work being performed, and direct access to the lawyers they support. Make sure that strong secretarial leadership is in place and supportive of the efforts to retool. Engage them early and comprehensively. Expanding more broadly, now is a good opportunity to assess roles performed by all support staff, such as in- house technology support and records and information governance staff. What skills do you have? What skills do you need? What adjustments can be made now and what do you need to plan for in the future? While not all goals and objectives can be met now, there are likely areas where significant improvements can be made with what you've learned and experienced thus far. Conclusion While the opportunities we've outlined above are intended to provide a foundation to carry IG forward post-COVID-19, we've provided some tools to help you invest the time in identifying what is most important for your firm. Any creative approach you take can be the difference between maintaining status-quo and being transformational. As C.S. Lewis says, "hardships often prepare ordinary people for an extraordinary destiny." Now is the time to seize upon the current crisis and use the new normal being forged to finally digitize and organize the firm's information assets and bring transformational change and practice efficiencies. This will allow true leveraging to afford new methods of identifying business capabilities and practice opportunities, and a better reopening of our business world. ILTA Leigh Isaacs is Director, Information Governance & Records, Proskauer Rose. Leigh's expertise includes strategic development and implementation of enterprise records and information governance programs, process improvements, matter lifecycle management, risk mitigation, vendor management, evaluation, design and implementation of technology solutions in law firms. She is the creator of an information governance course and is a published author, speaker and instructor in issues relating to information governance.

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