Originating the role of Information Governance Officer Melissa Suek Information Governance Officer PwC UK March 2014April 2016 Excerpt of presentation delivered 16 Nov 2016 to ARMA NOVA Chapter ID: 563580
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www.pwc.com
Originating the role of Information Governance Officer
Melissa Suek
Information Governance Officer, PwC – UK
(March 2014-April 2016
)
Excerpt of presentation delivered 16 Nov 2016 to ARMA NOVA ChapterSlide2
Agenda
Identifying the need for an Information Governance Officer (IGO)Creating an IGO role
Day to day IGO
activities
Organize the work Engage stakeholdersBusiness acumen an IGO requiresContext of information governance – US and UK
2Slide3
1. Identify the need for an IGO*
Functional areas operate in silos (e.g., security, operations, compliance, legal, privacy, records management)
Generally Accepted Recordkeeping Principles
®
or similar program assessment shows opportunity for improvementHeightened awareness at senior levels of data over-retention due to newsworthy events (email hack, cyber breach, data protection regulation, etc.)Physical and electronic records managed differently, or portions are unmanagedNo centralized direction covering
use or ownership
of
data
3
*Example considerations… not a complete listSlide4
What does your organization look like?
Are there functional silos? Have you completed an assessment or audit of information related programs (privacy, records management, etc.)?
Do information
management
headlines affect/impact/influence your industry, company, supply chain, employees, board, stock price?Are you proactively managing data – unstructured, structured, records, nonrecords – and do employees know their personal responsibilities for the data they touch?Who owns or is perceived to own data in your organization?Are you looking to repurpose legacy data for analytics purposes?
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2. Creating an IGO
roleBridge silos: Unite stakeholders behind a common vision
Assessment:
Create
an action plan and set realistic goalsGain stakeholder support for the planDistinguish between supporters and do-ersSenior levels: Provide talking points to organization leadershipExternal in the market, industry, news coverageInternal projects, technology investments, data analytics
Link program to organization strategy
Records managed:
Manage
records and information (data)Use and ownership: Author policies and influence procedures
5Slide6
3. Day to day IGO activities
Organize the workEngage stakeholders
6Slide7
Activities – Organize the work
7
Goals
Demonstrate leadership
– Of a program and peopleDevelop a strategic plan – Articulate goals and valueMeasure and report –
On
objectives, progress
Activities
Day
to day
operations of the Information Governance Office
Look back
/ remediation
Go forward
In scope now, in scope in 1 year, in scope in 2-5 yearsSlide8
Activities – Engage stakeholders
Build relationships – At all levels of the organizationInfluence partners, naysayers –
Using
multiple tactics
Collaborate – With other subject matter specialists8Slide9
4. Business acumen an IGO requires
Used on a daily basis:General business knowledge (e.g., MBA); multi-disciplinaryLegal and discovery
Internal audit
Information lifecycle management
Information technology (current systems, market trends, future)Communication… written, verbal, etc.Change managementCompliance, riskProject managementMore…….
9Slide10
Other skills in an IGO
Forward thinking: Staying on top of industry trends (e.g., cyber, analytics, etc.) Big picture thinking, but also an understanding of how choices will impact users (avoid ivory tower syndrome)
Passion for the subject (others don’t always find information, data,
and records titillating
) Have a technical conversation in everyday languageCredibility10Slide11
5. Context of information governance US and UK
11
Category
Differences
Similarities
Geography and History
Culture
Private Sector
Public SectorSlide12
Learning objectives summary
Upon completing this session, you will be able to: Identify important skills and traits for success as an information governance officer Define a model for organizing information governance work, including
records management
Engage stakeholders in your information governance program Describe at least 5 differences or similarities between information governance priorities in the US and the UK12Slide13
Thank you
Melissa Suek PwC
Office: +1.703.336.0915 | Mobile: +1.651.500.7220
Email:
melissa.c.suek@pwc.comhttps://www.linkedin.com/in/melissasuek
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