Originating the role of Information Governance Officer 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 Chapter

Agenda Identifying the need for an Information Governance Officer (IGO) Creating an IGO role Day to day IGO activities Organize the work  Engage stakeholders Business acumen an IGO requires Context of information governance – US and UK

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 improvement Heightened 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 unmanaged No centralized direction covering use or ownership of data Drives strategy and in charge of executing too – align business strategy at highest level RIM activities historically focused on operations, not larger picture *Example considerations… not a complete list

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?

2. Creating an IGO role Bridge silos: Unite stakeholders behind a common vision Assessment: Create an action plan and set realistic goals Gain stakeholder support for the plan Distinguish between supporters and do-ers Senior levels: Provide talking points to organization leadership External in the market, industry, news coverage Internal 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 Role embedded in c-suite strategy

3. Day to day IGO activities Organize the work Engage stakeholders

Activities – Organize the work Goals Demonstrate leadership – Of a program and people Develop a strategic plan – Articulate goals and value Measure 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 years

Activities – Engage stakeholders Build relationships – At all levels of the organization Influence partners, naysayers – Using multiple tactics Collaborate – With other subject matter specialists

4. Business acumen an IGO requires Used on a daily basis: General business knowledge (e.g., MBA); multi-disciplinary Legal and discovery Internal audit Information lifecycle management Information technology (current systems, market trends, future) Communication… written, verbal, etc. Change management Compliance, risk Project management More…….

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 language Credibility Voiceover – trap of being too high level talk but not be able to deep Need to have tactical knowledge in some areas of be discounted Clean up shared drives – how to have the convo Credibility

5. Context of information governance US and UK Category Differences Similarities Geography and History Culture Private Sector Public Sector

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 UK

Thank you Melissa Suek   PwC Office: +1.703.336.0915 | Mobile: +1.651.500.7220 Email: melissa.c.suek@pwc.com https://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.