1. Originating the role of Information Governance Officer
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

2. 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

3. 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 ( 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

4. 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?

5. 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

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

7. 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

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

9. 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…….

10. 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

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

12. 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

13. Thank you Melissa Suek   PwC Office: | Mobile:
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