Where the Information Governance industry is today and an introduction to the Optismo Information Governance Model Framework.

1. Nick Inglis
Founding Partner,
Optismo; Co-Founder,
The Information
Governance
Conference.
The Maturing Of
An Industry:
Information
Governance
Welcome to #InfoGov14!

2. Welcome To The
Information
Governance
Conference 2014

3. Innovators Early
Adopters
Early Majority Late Majority Laggards
Visionaries
Pragmatists
Conservatives
Skeptics
Adoption Curve
Enthusiasts

4. Broad Acceptance by Industry
Associations

5. Thought Leadership

6. An Industry Conference

7. Innovators Early
Adopters
Early Majority Late Majority Laggards
Enthusiasts
Visionaries
Pragmatists
Conservatives
Skeptics
Adoption Curve

8. The Optismo
Information
Governance
Model
Framework

9. The Optismo
Information
Governance
Model
Framework

10. Business /
Organization
Information Governance Leader
Legal /
Compliance
(CIGO, SVP of IG, or similar)
Records &
Information
Management
Privacy /
Security
IT
Roles are designed to aid an organization in
understanding the various stakeholders to
Information Governance. Each of these roles (and
in some organizations, more specialized roles)
should be represented in planning and
establishing Information Governance.

11. Information Governance Leader
(CIGO, SVP of IG, or similar)
Business /
Organization
Legal /
Compliance
Records &
Information
Management
Privacy /
Security
IT
An Information Governance Leader (Chief
Information Governance Officer, Sr. VP of IG, etc.)
leads a coordinated effort across multiple disciplines
to ensure the enactment and ongoing facilitation of
Information Governance.

12. Business /
Organization
Information Governance Leader
Legal /
Compliance
(CIGO, SVP of IG, or similar)
Records &
Information
Management
Privacy /
Security
IT
The business leverages the constructs of Information
Governance in their daily work. IG must align with the
business and their input is critical for success.

13. Information Governance Leader
Legal /
Compliance
(CIGO, SVP of IG, or similar)
Records &
Information
Management
Privacy /
Security
IT
Business /
Organization
Legal / Compliance ensures that the organization
complies with it’s regulatory and legal requirements.
Those requirements are enacted through Information
Governance.

14. Information Governance Leader
(CIGO, SVP of IG, or similar)
Records &
Information
Management
Privacy /
Security
IT
Business /
Organization
Legal /
Compliance
Records & Information Management have the
responsibility for the information that is to be
governed. Their input and expertise is invaluable to an
IG program.

15. Information Governance Leader
Privacy /
Security
IT
(CIGO, SVP of IG, or similar)
Business /
Organization
Legal /
Compliance
Records &
Information
Management
Privacy / Security professionals are tasked with
managing and securing data within an organization.
Information Governance touches on all aspects of
their roles.

16. Information Governance Leader
(CIGO, SVP of IG, or similar)
Records &
Information
Management
Privacy /
Security
IT
Business /
Organization
Legal /
Compliance
IT is tasked with the execution from a technology
perspective of an Information Governance plan. The
success or failure in application relies on their
expertise.

17. The Optismo
Information
Governance
Model
Framework

18. Information Architecture, Taxonomy, & Metadata
Infrastructure & Technology
Infrastructure & Technology includes all aspects of the technical
implementation of Information Governance including
Networks, Hardware, Software, Applications, Service Level
Agreements, Licensing, etc.

19. Information Architecture, Taxonomy, & Metadata
Infrastructure & Technology
Information Architecture, Taxonomy, & Metadata is how
information is structured in an organization. Aspects that should
be focused on are information availability, findability, logical
structure, and applicable information management policies
(retention, disposition, etc.).

20. The Optismo
Information
Governance
Model
Framework

21. Create /
Capture Collaborate / Use Retain / Store Hold /
Discover
Dispose /
Archive
Access
Information in the organization must first be either created or
captured (in the case of paper conversion or mail).

22. Collaborate / Use Retain / Store Hold /
Discover
Dispose /
Archive
Access
Create /
Capture
Information must be able to be leveraged by the business. In this
stage information is leveraged for usage or collaboration
purposes.

23. Retain / Store Hold /
Discover
Dispose /
Archive
Access
Create /
Capture Collaborate / Use
When a particular threshold of importance is met, generally
according to Records Management principles, the information
becomes a “Record” and is retained according to a Retention
Schedule.

24. Hold /
Discover
Dispose /
Archive
Access
Create /
Capture Collaborate / Use Retain / Store
In the case of a lawsuit, legal action, or regulatory action,
disposal of information and Records must be put on hold while
the action is open.

25. Dispose /
Archive
Access
Create /
Capture Collaborate / Use Retain / Store Hold /
Discover
Information, throughout it’s lifecycle, must be accessible to the
appropriate individuals or groups, generally determined
through access rights.

26. Dispose /
Archive
Access
Create /
Capture Collaborate / Use Retain / Store Hold /
Discover
Information at any stage in the lifecycle can be moved, based
on organizational rules, to the disposal /archival stage. In this
stage information is either disposed or moved to long term
archival.

27. The Optismo
Information
Governance
Model
Framework

28. Applications
Hardware / Networks / SLAs / Licensing
Applications, whether on-premise, hosted, or cloud-based, are
leveraged for the management of information and for the
application of Information Governance.

29. Applications
Hardware / Networks / SLAs / Licensing
Hardware / Networks / SLAs / Licensing, while these may seem
like afterthoughts in the process of Information Governance,
they are often crucial factors in establishing an appropriate
budget and ensuring that organizational goals are met.

30. The Optismo
Information
Governance
Model
Framework

31. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Metrics ensure that organizational goals are met and can be
leading indicators of when policies and procedures are not
being followed.

32. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Processes must be optimized to maintain consistency with
Information Governance policies and procedures.

33. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Roles must be determined for who must follow, maintain, and
be held accountable for specific policies and/or procedures.

34. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Standards are often leveraged to establish policies and
procedures. It is often recommended to leverage standards as
a starting point for developing policies and procedures.

35. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Performance is tied to the usefulness of technology in
accordance with organizational needs for Information
Governance.

36. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Accountability establishes who is responsible for various policies
and procedures, as well as who is tasked with enforcement of
specific policies and procedures.

37. Metrics Processes Roles Standards Performance
Accountability
Decision Rights
 Decision rights establish who is responsible for making decisions
with regards to changes or exceptions to a specific policy or
procedure.

38. The Optismo
Information
Governance
Model
Framework

39. Every Company Is Different
Work towards a working model for YOU.

40. Leverage What You Want
Take what WORKS for your organization.

41. Become
Your
Company’s
Superhero

42. Nick Inglis
Founding Partner, Optismo; Co-Founder, The
Information Governance Conference
@nickinglis
nick.inglis@Optismo.com
www.nickinglis.com
www.optismo.com
www.infogovcon.com