publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/503802
ILTA WHITE PAPER: APRIL 2015 WWW.ILTANET.ORG 8 THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS WITH IG more. In its most useful form, it is not a technology, policy, process or tactic: Information governance is the integrative effectiveness varied stakeholders create when they cooperatively process information and share resources for the good of their organization. A single area of interest does not need governance; IT, legal, security, etc. can each manage their information on their own. Governance is about defining relationships. An enterprise requires IG to structure the way information (documents, system date, reports, Tweets, etc.) moves between departments. The power of IG lies in its ability to create harmony and efficiency between departments. Information governance programs take a holistic view, considering the needs and resources of each stakeholder. IG roots out the redundancy of duplicated and conflicting technologies, processes and policies. It reveals gaps and vulnerabilities. The result is a synergy that makes everything more effective and productive than was possible with information separated among independent groups. WHAT STANDS IN YOUR WAY? There are many challenges to overcome in achieving IG success, including: • Technical Limitations: Existing systems and networks might not have the capacity or capability to work with information from the array of stakeholders • Perceptual Limitations: Non-technical stakeholders such as attorneys and records managers might not understand the technical limitations • Inconsistent Policies: Different stakeholders might work under different rules • Uncommitted Leadership: Without strong sponsorship from an organization's leader(s), the traditions of isolation and separate interests are likely to continue • Evolving Regulations: Policy refreshment might not keep up with new rules, especially in the areas of privacy and security • Vocabulary: Different groups often have different words for the same thing, or the same word could mean different things to different stakeholders Given these challenges, it is no wonder information governance requires commitment, resources and expertise. IG is an important goal with huge rewards. But no one said it was easy. Fortunately, proven methods are flexible and scalable for implementing information governance. No two organizations' information needs are exactly the same so the applications will differ, but the methods can greatly benefit a broad variety of organizations. More On Vocabulary The project team must be adept at communication, able to speak to each stakeholder in their own language. For example, the word "archive" means storage of large quantities of data to a technologist, long-term storage of a few records to a records manager and a reference library to an attorney. The team managing the IG implementation must know these differences in vocabulary and use them appropriately with each group, or create an IG glossary to facilitate communication.