publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/503802
ILTA WHITE PAPER: APRIL 2015 WWW.ILTANET.ORG 11 THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS WITH IG everything forever. Records might diligently practice quick disposal of backup information. IT could practice hierarchical storage management for backup media. In all likelihood, there is a single policy that would meet operational, legal and regulatory needs, removing a major barrier to synergistic cooperation. Process Model: Where a workable, hierarchical organizational structure is in place, the proper automation tools are assembled, policies are harmonized and the will to change is strong, the best way to effect IG is by optimizing processes so they all work together. The goal is synchronicity that reduces delays, translations and duplication. It takes IG structure and policy to make interoperability and coordination long-term goals of an organization. An IG program does not create instant information exchange between disparate departmental systems. However, as departments evolve in a manner guided by a unified enterprise policy that accentuates information governance, improvements incrementally emerge. Change Management Model: Acceptance and resistance to change vary widely among enterprises and between departmental groups. Some groups embrace new technology while others feel the effort to change outweighs the potential benefit or will bring about job loss. Sometimes individuals or whole groups may perceive a threat in sharing, cooperating and seeking synergies. In calcified or resistant entities, change management could be the best lead tactic to charting an information governance program. The form the change management takes is unique to each organization, but promoting the will to change and improve throughout each stakeholder/ constituent is essential. Technology Model: Sometimes the greatest gains can come from improved technology. Hardware and software developers offer profound and sometimes ingenious tools for automating the tasks of information management. IG leaders bear the responsibility of meticulously defining the inefficient situations that beg for automation. Definition in hand, they procure tools that will improve processes, reduce duplication and enable synergies. An added benefit is this is generally more cost-effective than individual departmental solutions. This procurement requires expertise and understanding, but when a solution is optimally matched to a problematic situation, superb consequences emerge. Part of information governance is the ability to understand the technological limitations that hinder each IG stakeholder. Identifying, balancing and synthesizing those needs reveal the qualities of a technology solution that will serve all well. An IG program does not create instant information exchange between disparate departmental systems. However, as departments evolve in a manner guided by a unified enterprise policy that accentuates information governance, improvements incrementally emerge.