P E E R T O P E E R M A G A Z I N E ยท W I N T E R 2 0 2 5
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BY PETER LAMB
L
et me guess. You spent
months, maybe years,
building the perfect
information governance
policy. You held training sessions.
Sent reminders. Got everyone
to sign off. Partners nodded
enthusiastically in the meeting.
Associates clicked "I agree." Staff
completed the certification. And
then... nothing changed. Even the
best-designed policies struggle
without the proper cultural
foundation.
Information governance fails far
more often due to cultural resistance
than to technical problems. We
spend all our time obsessing over
frameworks, tools, and procedures.
We treat culture as an afterthought,
as if it is something to address
through change management
or training. But culture is not a
barrier to overcome on your way
to implementing governance.
Culture is the environment where
implementation occurs.
