Tactics v. Strategy: From Records & Information Management to Information

Governance

David M. Fleming, CRM, CIP

Utah State Archives

RIM Month Seminar

April 25, 2013

Discussion Points

• About Zions Bancorporation

• About David Fleming

• Tactics v. Strategy

• Records & Information Management (RIM) is Tactical

• Information Governance (IG) is Strategic

• Defining Information Governance

• Defining the Information Governance Professional

• Changing the Paradigm

• Know Your Organization

• Where To Go From Here

• Questions & Discussion, Contact Information

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About Zions Bancorporation

• 480 Banking Offices in Ten Western and Southwestern States: o Arizona, California, Colorado, Idaho, Nevada, New Mexico,

Oregon, Utah, Texas, Washington

• As of December 31, 2012 o $53 billion in assets (ranked 38)

o 19th largest in deposits

o “Systemically Important” under DFA

o 10,600 employees

• Subsidiaries include o 8 Affiliate Bank Brands

• Including Zions Bank

o 2 Securities Brokerages

o 1 Investment Advisor Firm

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About David Fleming

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• 33 years in banking industry

• Records Management 1979 – 1995 o Supported/managed bank operations functions, system conversions, customer

account research, micrographics production.

o Managed off-site storage/records center consolidations/operations up to 150k cu. ft.

• Project Management 1996 – 2005 o Project manager for complex merger related process & technology integrations

o Pilot & operational projects implementing electronic check image processing

• Records Management 2005 – Present o Legal hold & discovery process development with focus on “ESI”

o Policy/retention schedule development, maintenance, enforcement

• Professional and Trade Associations 2005 - Present o Eight ARMA International Conferences 2005 – 2012

o ABA RMWG Toolbox Development 2006 - 2009, 2012- Present

o ARMA Utah-Salt Lake Chapter Board 2006 – 2012

o ARMA Pacific Region Coordinator 2010 – Present

o ARMA International CIGP Exam Development Project – 2012

o Multiple RIM/IG Educational Presentations and seminars

• Still have a lot to learn and always will!

Tactics v. Strategy

• Tactical Objectives

o Smaller-scale actions serving a larger purpose which employ

available means to accomplish an end with limited scope

• Strategic Objectives

o Of great importance within an integrated whole which employ all

the resources of an organization to achieve the objective.

• Information Governance (IG) is not a “policy”

o Information Governance is a strategic framework composed of

standards, processes, roles, and metrics that hold organizations

and individuals accountable to create, organize, secure,

maintain, use, and dispose of information in ways that align with

and contribute to the organization’s goals. Source: Glossary of Records and Information Management Terms, 4th Ed. (ARMA TR 22-2012)

• Records & Information Management is NOT obsolete,

but it’s practice is evolving

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RIM is Tactical

• Record definition, inventory and classification

• Development/maintenance of policy and retention

schedules

• Policy enforcement/program audits

• RIM Process development

• RM, EDRM, ECM, ECRM software implementation and

maintenance

• Managing availability of records & information

• Security, vital records protection, and business resumption

• Consultation with business units on RIM Practices

• Offsite physical records storage administration

• Disposition of records and information

• RIM Vendor relationships

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RIM is Tactical

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Competency

Domains

• Business Functions

• RIM Practices

• Risk Management

• Communications &

Management

• Information

Technology

• Leadership

IG is Strategic

• Formulated to support an Organization’s Mission,

Strategy, Business and Compliance Goals

• Developed by a multi-disciplinary team representing all

major business units of the organization

• Provides a common framework to guide business unit

tactical/process planning & design that meets

information management goals of all stakeholders

• Requires buy-in and support from C-Level Executives

• The IGRM provides a framework for cross functional and

executive dialogue and serves as a catalyst for defining

a unified governance approach to information.

• The Principles® provide a framework for planning and

assessment of Information Governance Performance

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IG is Strategic

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Generally Accepted

Recordkeeping Principles

• Accountability

• Transparency

• Integrity

• Protection

• Compliance

• Availability

• Retention

• Disposition

References / Resources

• Information Governance Reference Model

• The Principles® (Generally Accepted Recordkeeping

Principles®)

• The Principles® Maturity Model

• The Principles® Assessment Tool

Defining Information Governance • The latest buzz word that means the same thing as RIM? NO.

• RIM is not being “re-branded”. IG encompasses RIM and many other specialties.

• Organizations may choose to define IG for their own unique environment.

• Research cited by Lee R. Nemchek, MLS, CRM found five historical definitions, culminating in the current ARMA definition: o 08/04/2009 - "Information governance is essentially the practices and technologies involved with

proactively managing what information is retained, where it is stored and for how long, who has access to it and how it is protected."1

o 12/22/2009 - "Information governance is the specification of decision rights and an accountability framework to encourage desirable behavior in the valuation, creation, storage, use, archiving and deletion of information. It includes the processes, roles, standards and metrics that ensure the effective and efficient use of information to enable an organization to achieve its goals."2

o 10/10/2011 - "A comprehensive program of controls, processes, and technologies designed to help organizations maximize the value of information assets while minimizing associated risks and costs."3

o 08/27/2012 [Law Firm Specific] - "IG is an enterprise-wide approach to the management and protection of a law firm's client and business information assets. An effective IG Program: • Enables lawyers to meet their professional responsibility regarding client information;

• Recognizes an expanding set of regulatory and privacy requirements that apply to firm and client information;

• And relies upon a culture of participation and collaboration within the entire firm."4

o 09/2012 - "A strategic framework composed of standards, processes, roles, and metrics that hold organizations and individuals accountable to create, organize, secure, maintain, use, and dispose of information in ways that align with and contribute to the organization's goals."5

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1. htps://451research.com/report-long?icid=882

2. http://infogovernance.blogspot.com 3. http://ediscoveryjournal.com/reports/?mode=edj-reports&id=10; abstract available at http://ediscoveryjournal.com/wp-

content/uploads/edj-reports/EDJ_Vialumina_Info_Gov_Report_abstract.pdf

4. http://www.ironmountain.com/~/media/Files/Iron%20Mountain/Knowledge%20Center/Reference%20Library/White%20Paper/A/A%20Propo

sed%20Law%20Firm%20Information%20Governance%20Framework.pdfA

5. ARMA INT'L, GLOSSARY OF RECORDS AND INFORMATION MANAGEMENT TERMS 28 (2012)

Defining the IG Professional • IG is not a threat to RIM - it is an opportunity. An opportunity to build

on your knowledge and skills and to grow. RIM professionals are valid

candidates for IG Professional roles.

• IG professionals must competently articulate the actual problem

along with a viable, do-able, solution... in terms that create a

compelling reason for the organization to act.

• RIM, as a discipline, by itself, cannot address all of the components of

the problem.

• RIM Professionals CAN, and DO, do these things every day, but the

point is this: In today's world, the problems are exponentially more

complex and the solutions extend far beyond traditional RIM

concepts.

• RIM is not a silver bullet, but it IS a darn good foundation and

perspective to begin to solve an organization's issues.

• The driver for implementing solutions is directly related to cost savings

and efficiencies.

• We must quantify the benefit of everything we do in monetary terms

and in relationship to the achievement of organizational goals.

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Defining the IG Professional

• Compliance and risk mitigation initiatives are nearly always

secondary benefits when dealing with most senior executives must

often be converted to hard-dollar ROI to justify the investment.

• The Bottom Line: The driver (even for non-profits & governmental

agencies) is return on investment (ROI) and cost savings.

Implementing tools and processes that don’t achieve these benefits

only get in the way of doing the stuff that is most important.

• Who has worked with a organization who's mission is "to be 100%

compliant with every law and regulation and to achieve zero risk“?

What is your organization's mission?

• IG professionals must have a strategic view of the organization &

deep understanding of its business, financial, & technology acumen.

• IG takes collaboration with, and engagement of, a variety of

stakeholders (including RIM professionals) to ensure all of the working

parts remain working, and all duties and business needs for the

organization are met.

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Defining the IG Professional • An IG professional is the person who knows enough about what is

going on in his/her organization and its expectations to get all of the

right people in the right places, doing the right things, at the right time

(to drive out excess cost, mitigate risk according to tolerance level,

and to actively leverage information for its business value).

• If any position in an organization is threatened by the IG professional, it

is the CIO, especially when there is also a CTO.

• The rise of the IG professional most definitely does not pose a threat to

RIM professionals, just as it doesn't threaten database admins, IT

controllers or privacy managers.

• All that matters to the organization is that their information assets are

governed in such a way that governance costs only as much as

necessary to achieve the entity's goals while mitigating risk to the

desired level.

• If competent individuals are available to achieve these goals, they will

be hired, regardless of where they came from or what they used to be

called.

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Thoughts on slides 11- 13 offered with thanks (and apologies) to

Julie J. Colgan, CRM, President-Elect, ARMA International (Feb 2013)

Changing the Paradigm

• IG is not a threat to RIM - it is an opportunity. An opportunity to build on your knowledge and skills and to grow. RIM professionals are valid candidates for IG Professional roles.

• Although a critical component of information governance strategy implementation, “RIM 101” is only part of the solution

• Information Governance is a multi-discipline organization-wide strategy requiring a high degree of collaboration with key business partners at the highest levels of the organization

• We need to become “Program” Managers as opposed to a “Records” Managers, whether we are focused on organizational strategy or tactical implementation

• As Information Governance Professionals, we must “take a seat at the table” with senior management which requires that we develop critical business skills and relationships and understand how information governance supports the goals of the business it supports

• Business units must take on records and information management functions – A centralized approach to RIM tactical operations is no longer feasible

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Know Your Organization • As a RIM Practitioner

o Use RIM best practices to understand all the processes in your

organization and become a consultant for business units

o You can’t do it all yourself no matter how many people or how

much technology you have

o Make it simple for the business to implement

o Make sure you are utilizing efficient tools and processes that

support the Information Governance strategy

• As an IG Strategist o Understand your organization’s mission, business strategy and

goals

o Tie Information Governance Strategy to business strategy

o Its not just about information management

o Become visible

o Become an ally for your Information Technology, Legal and

compliance partners – you have tools and expertise to address

their concerns

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Were To Go From Here

• You are not (and cannot do this) alone!

• Think like a business person, not a records manager

• Perform a Principles® based assessment

• Develop Information Governance Strategy engaging a multi-disciplinary team

• Tie Information Governance Goals to Organizational Strategy

• Know your company and develop strategic relationships

• Pick the low-hanging fruit

• Adopt the “Give to Get” Principle o You have skills that can help others achieve their goals

o Give without expectation of reciprocation and become a trusted resource

• Track progress and report (or lose momentum)

• Pursue IGP Certification

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Questions / Discussion - Contact Info

• Questions & Discussion

• Contact Information

o David M. Fleming, CRM, CIP

• Vice President, Corporate Records Program Manager at

Zions Bancorporation

• Pacific Region Coordinator

o Email – david.fleming@zionsbancorp.com

o Phone – Office: 801-844-7676, Mobile: 801-580-8544

o Linkedin – Send me an invitation!

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