Information IS an ASSET
Dr Sandra Ward
14th February 2019
‘Information as an Asset’ Report Launch - KPMG, Canary Wharf, London
The concept is clear!
‘Information as an Asset:
Today’s Board Agenda’
Our new report is based on a remarkable, and still-highly relevant,
1995 report which asked two key questions of Boards:
1. Did their organisations have information that was a strategic
asset? Answer: YES
2. Did they understand and manage these assets in the same way
that they managed other strategic assets? Answer: NO
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Today information needs to be just as
high on the agenda and there is
more to do
90% of the world’s data was created in the past two years alone.
Pressures for excellent Information Management are growing:
Compliance with data laws and regulations requires information to be managed across its
To be competitive, organisations need agility, creativity, and to differentiate themselves.
Agility requires organisations which know their information and can trust and use it
Creativity is stimulated when information can be integrated across the organisation.
Differentiation requires better understanding of customers, competitors, capability and
the information base.
Operational efficiency is also critical and depends on information flows fully integrated
with business functions.
Today’s information environment is becoming more and more complex.
So, responsibility for information management must be owned from the top of
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Many factors influence the
information agenda today
The increasing capability of information systems to derive value from
information assets – AI, Machine Learning, Robotics…
The rapid growth in the volume and range of information assets that are
available to organisations – big data, connected devices, internet of things..
The accelerating capability to share information assets in ever more flexible
and fast ways – the potential power of information integration…
The need to protect information assets in this more connected and open
The socio-political context now heightening recognition of the value of
personal data, prompting new regulation and legislation.
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Today, and in the future,
the Board must be:
1. Certain the information they use is sufficient and essential for
2. Able to access and trust all information and evidence needed, when
they need it.
3. Assured their use complies with all laws and regulations.
4. Determined to maintain awareness of developments in Information
Management and respond to new opportunities.
Operating to these principles should provide them with the
5. Establish the organisation’s Information Strategy.
6. Assess and approve the organisation’s Information Policy.
7. Ensure a Framework of Responsibilities for information and its
management in their organisation.
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the detail of an
to the organisation
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The Board’s Checklist
You know where all of your information and
data is held.
The organisation has assessed which
information is strategically important (and
You have access to objective, accurate, and
current information to support effective
You consider information related risks as part
of all investment decisions and business plans
You always seize opportunities for innovation
that leverage developments in IM and never
fall behind competitors.
An information strategy is in place and policies
and processes are established.
You realise the potential from collaboration
with partners, suppliers and customers to
share and use information.
Accountability and responsibilities are defined;
the right people and skills are in place.
Your organisational culture fosters effective
information behaviours and creativity.
You have robust oversight and governance to
ensure regulatory and legal compliance and
internal good practice
You have technologies and processes in place
that allow you to leverage information for
Information standards enable integrated
information and access across the
You regularly reap the benefits from exploiting
You never miss opportunities, risk corporate
embarrassment, or fall behind competitors by
deficiencies in information management,
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Putting ‘Today’s Board
Agenda’ into practice
Three key messages:
1. Information is of critical importance to all organisations; its
management must be led from the top of the organisation.
2. Well-managed information assets will deliver value, innovation and
3. Effective information governance is essential to minimise financial and
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With thanks to my colleagues on the
The Chartered Institute of Information Professionals (CILIP) represented by
Nick Poole, CEO and Karen McFarlane, Chair of CILIP, CMG.
KPMG, the global network of professional services firms providing audit, tax and
advisory services represented by Ceri Hughes, Head of Learning and
Oliver Rolfe, Director, Head of Knowledge.
CIO Connect, an advisory service for UK CIOs and technology leaders
represented by Alistair Russell, Director of Consultancy.
IK SpringBoard, a group represented by Stuart Ward.
Denise Carter, DCision Consult, and Chair of CILIP’s K&IM SIG.
Stephen Phillips, Executive Director, Morgan Stanley, and K&IM SIG.
Sandra Ward, Beaworthy Consulting, and K&IM SIG.
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