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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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Slide1

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?

4Slide5

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

© 2016 PwC. All rights reserved. PwC refers to the US member firm or one of its subsidiaries or affiliates, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.

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