Too many organizations equate "information governance" with "information lock-down." This is a mistake.
Risk mitigation shouldn’t be the only factor driving your information governance strategy.
According to Gartner, information governance “includes the processes, roles, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals.” While mitigating risk is certainly a worthy goal, it’s unlikely that it’s the reason your organization is in business. (Unless you work for a law firm, in which case, mea culpa.)
But far too many information governance programs are reactionary. They’re built because an organization gets an unexpected audit or e-discovery request and everyone panics. Resources are pulled willy-nilly from wherever they’re needed, disrupting business and causing angst across the board. Afterward, the organization decides that this kind of fire-drill response can never happen again, and it decides to build an information governance program.
This type of effort often starts at the department level -- the department that is most affected by the request. Of course, the department most affected is typically Records Management or Legal, both of which are more apt to be concerned with offsetting risk than driving value.
In contrast, a successful information governance strategy accelerates decision-making, increases transparency and eliminates unnecessary compliance risks. Its real purpose is to boost business value -- not simply to avoid data breaches, compliance infractions, sanctions and fines.
Applying Lean principles to your information governance strategy can help your organization build a program that both mitigates risk and wrings every last ounce of value from its information.
A Closer Look at Lean
Lean is a management strategy that focuses on driving value and eliminating waste. Pioneered by Toyota in the 1950s and 1960s, it has been widely adopted by process-based manufacturers and continues to gain traction in a variety of other industries.
There are five core principles of Lean, and a brief summary of how they apply to information governance:
1. Specify the value desired by the customer
When it comes to information governance, it’s important to think about the value desired by internal customers. What are the key interests and concerns of the various business stakeholders within the organization? What information matters most to them and to their end users? What business processes are supported?
2. Map the value stream
Outline your current process for managing information and identify all the waste. For example, a lack of integration between your customer relationship management (CRM) and enterprise content management (ECM) system creates waste, because information in one system must be re-entered into the other. Relying on paper documents leads to wasted time when staff members can’t find the information they need quickly.
According to Lean, there are eight types of waste. Here is a list that includes examples that apply to information management: