publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/503802
ILTA WHITE PAPER: APRIL 2015 WWW.ILTANET.ORG 9 THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS WITH IG BUILDING AN IG PROGRAM STEP 1: PERFORM A CURRENT-STATE ASSESSMENT • How big is the organization's universe? • What works within the organization and what does not? • What are the organization's communication channels and how well do they work together? • What resources are available, including technical, monetary and human? • What is the source of the motivation to change? • What is the pain point or trigger event? Create a data map and an inventory of systems. Your current-state assessment should identify whether there is a high-ranking IG champion in the organization and measure the commitment of the stakeholders. Are there any stonewallers who absolutely refuse attempts at change? A current-state assessment can also include an organization's ability to address outside concerns. Is the entity competitive in the marketplace? Does it extract top value from its data? Is it compliant with regulations? Does it defend against intrusions and theft? STEP 2: DEFINE THE DESIRED STATE Use the following questions to help you determine the best possible outcome for the IG initiative: • What would functional information governance look like in the organization? • Who would participate and who would be left behind? • Is there a cutoff date for implementation? If so, how much integration can be accomplished in a well- defined time period? • How does IG contribute to enterprise objectives? A well-articulated "desired state" description is essential for many reasons, not least of which is to see whether there will be a positive return on investment. This description also lets you know when you have completed the initial stage of IG. Your current-state assessment should identify whether there is a high-ranking IG champion in the organization and measure the commitment of the stakeholders.