In this post, David Roe reports on the findings of Information Coalition’s (IC) Information Strategy 2017 report to which, unfortunately, I do not have access. Roe states that despite years of talking about information governance and compliance, less than half of companies surveyed have a compliance culture — and many companies apparently have no governance strategy at all …. [and] rate their organization’s information-related metrics as severely lacking. In fact, they add, employees turn to unauthorized apps to get the information they need to get their work done.
The study used the IC Information Governance Model as the benchmark to assess the effectiveness of information governance efforts:
- Authorities: Clearly defining the roles and stakeholders that should be a part of your Information Governance effort
- Supports: Supports must underly [sic] your Information Governance efforts to ensure ongoing, sustainable success
- Processes: Processes exist to ensure that your Information Governance efforts are actionable.
- Capabilities: Starting with creation through to disposal, information moves. You must have these capabilities to enable that movement.
- Structures: From technology structures to taxonomic structures, the Information Governance model covers it all.
- Infrastructure: While planning is fundamental, at some point the technology must align completely.
I have given presentations to members of government agencies about information governance. The response I often receive is that they are aware of the need for, and the principles of, information governance. The challenge, it seems, is translating that knowledge into specific action. Clearly, much more work still needs to be done.